5, October 19

1 , the four main activities of the demand development process, and its content description;

Requirements acquisition (capturing the user's needs, generating the user Requirements specification), demand analysis (analysis of requirement information, abstract description, establishment of conceptual model), requirements definition (Request specification SRS), requirement validation (review of requirements documents, confirmation of requirements).

2 , combined with figure 17.5, describes traceability, backtracking.

4 The class requirements tracking capability chain is as follows:

(1) "Customer demand" can be traced back to "demand", thus distinguishing between the development process or after the end of development due to the need for changes in demand, which also ensures that the requirements specification includes all customer needs.

(2) The corresponding "customer needs" can be traced back from "demand" to identify the source of each software requirement.

(3) Traceability from "demand" to "downstream work products" to ensure that product parts meet each requirement.

(4) from "Downstream work products" back to "requirements", so as to know the reason for the existence of each part.

3 , the daily function of the PMO, the strategic function, what are the respective

Daily sexual functions:

(1) Establish a supportive environment for project management within the organization

(2) Training project management staff

(3) Provide guidance and advice on project management

(4) Management and monitoring of multi-project within the organization

Strategic functions:

(1) Project portfolio Management

A , the most important activity of portfolio management is to make portfolio selection.

B , the first main content of project portfolio management is to identify opportunities (adaptation);

The second main content of portfolio management is to define the project and analyze the Project utility details (utility);

The third main content of portfolio management is the construction and selection of project portfolios.

(2) Improve organizational project management capabilities

4 , the formula of Dipp analysis, and the brief description;

dipp=emv ( Desired currency value)/etc (cost of completion);

Dipp The value describes the indicator of the utilization of the project resource, and when dipp<1, such a project should be terminated or adjusted; the larger the Dipp value, the higher the utilization of the resource, and the more deserving the support of the resource.

5 , four characteristics of large and complex projects;

Long cycle, large scale, complex team composition, the daily responsibilities of large project managers are more focused on management responsibilities.

6 , large projects according to which 3 to develop the work breakdown structure;

Project organization structure, product structure, life cycle.

7 , the Boston matrix four business, and a brief description:

(1) Problem business: Refers to the high market growth rate, low market share of the company's business. Most of the business starts with the problem business, where the company is trying to get into a fast-growing market that already has market leaders. So the problem business requires a lot of money.

(2) Star business: is the market leader in the high-speed growth market. This does not necessarily mean that the star business will surely bring a bonanza to the company. Companies must spend a lot of money to keep up with fast-growing markets and repel competitors. Star business is often profitable, and is the company's future cash cow business.

(3) Cash cow business: When the market's annual growth rate drops below 10%, if it continues to maintain a larger market share, the front of the star business has become a cash cow business. Now Taurus business has brought a lot of financial resources to the company's business.

(4) Thin dog business: The market growth rate earside, market share is also low of the company's business.

8 , the characteristics of defensive-type strategic organizations:

It attempts to establish a stable business environment in the process of solving pioneering problems, producing a limited set of products and occupying a part of the entire potential market, where it often uses competitive pricing and produces high-quality products to organize competitors ' entry, thus maintaining its own stability

Pioneering features of the strategic organization:

More suitable for a dynamic environment, its ability is mainly reflected in the search and development of new products and market opportunities, for a pioneering organization, it is more important to maintain an innovator in the industry than to obtain high profits.

Characteristics of analytical strategic organizations:

Between defensive organizations and pioneering organizations, try to get profit with minimal risk and maximum opportunity.

Characteristics of reactive strategic organizations:

In the change of external environment, we adopt a kind of volatile adjustment mode, lack of flexible contingency mechanism, its adaptation cycle will react to the environment change and uncertainty, and hesitate to the future business decision, it is the negative invalid organization form.

5, October 19