Framework day59 project and project management

Project Management class notes

I. Project and project management

1, the definition of the project

A project is a temporary activity for the purpose of creating a unique product or providing a unique service.

2, the difference between the project and the daily operation

The project is a one-time, daily operation is repeated,

The project is goal-oriented and the daily operation is manifested through efficiency and effectiveness,

The project is done through the project manager and his team , and the daily operation is a functional linear management;

There is a lot of change management in the project, and the daily operation is basically consistent.

3, the characteristics of the project

Have a clear objective

Definite time-limit sex

The constraint of resource cost

uncertainties in the project

uniqueness (disposable)

4, the definition of project management

To enable the project to be completed according to the predetermined cost, progress, quality , and to allow all stakeholders to be satisfied with the cost, personnel, progress, quality, risk analysis and management activities.

5. Project Management Framework

(1) Five standardized process groups

Start-up phase

Feasibility analysis, project, bidding, contract signing.

Planning Phase

Scope definition, schedule, resource plan, cost estimate, quality assurance plan, risk plan, implementation plan, etc.

Implementation and Control phase

Project implementation, schedule control, cost control, quality control, change control, etc.

End Stage

Scope confirmation, quality acceptance, cost settlement and audit, project data acceptance, project handover and liquidation, project audit and evaluation, project summary, etc.

(2) Ten Areas of knowledge

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

(3) 47 processes

Second, the project started

1. Initial Project Analysis

(1) Project type: Contract project, internal project

(2) Initialization of project analysis

Project Feasibility analysis

According to the market, technology, personnel and other resources to analyze the feasibility of the project, the analysis of the results of the certification discussion.

? Project Scope Analysis

Determine the functional module, boundary range, etc. of the project.

? Project Stakeholder Analysis

Analyze and identify project stakeholders, including: Project sponsors, project developers, testers, maintenance personnel, customers, etc.

2. Survival time model

(1) Waterfall model

Waterfall models (Waterfall model) are developed through the design of a series of stages, from the start of the system requirements analysis until the release and maintenance of the product, each phase will produce circular feedback, so if there is no information is overwritten or the problem is found, it is best to "return" to the previous stage and make appropriate changes, The project development process "flows" from one stage to the next, which is also the origin of the waterfall model name.

(2) Prototype model

Prototype model is the sample model, first borrowed the existing system as a prototype model, through the "sample" continuous improvement, so that the final product is the user needs.

The prototype model uses the Stepwise refinement method to perfect the prototype, so that the prototype can be developed "quickly", avoiding the difficulty of responding quickly to the user's feedback in the lengthy development process like the waterfall model.

(3) Incremental model

The incremental model incorporates the basic components of the waterfall model (repeated application) and the iterative characteristics of the prototype implementation, which uses a linear sequence that is staggered with the progress of the schedule, and each linear sequence produces a published "increment" of the software. When using the incremental model, the 1th increment is often the core product, that is, the 1th increment implements the basic requirements, but many of the supplemental features have not yet been released. The customer's use and evaluation of each increment is a new feature and feature for the next incremental release, which repeats every incremental release until the final product is produced.

3. Project Establishment

(1) Role of the project manager

Leader of the project organization

Managers of Project organizations

Decision makers for the project organization

Analyst of the Project organization

Planners of Project organizations

The Controller of the Project organization

Organizer of the Project organization

Reviewers of the project organization

Coordinator of the Project organization

(2) Responsibility of the project manager

Project plan

Organizational implementation

Project Control

(3) Documents related to project establishment

Related documents: Project Charter, application report and evaluation report

Usually by the company PMO (Project management Office) to organize the project, the research, scope, project manager, etc. to determine the authorization, review, and finally to have a review report.

Third, the project plan

1. Scope plan

(1) What is Project scope management

Project scope Management is the corresponding definition and control of what the project should include and what should not be included. It includes all the processes involved in ensuring that the project can be completed as required, including identifying the needs of the project, defining the scope of the planning project, the implementation of scope management, scope change control management, and scope verification.

(2)WBS

Working breakdown Structure (work breakdown Structure, referred to as WBS) is a project in accordance with a certain principle of decomposition, the project decomposition into a task, the task is decomposed into an item of work, and then assign an item to each person's daily activities, until the decomposition can not go on.

namely: Project → task → work → daily activities

The work breakdown structure is a deliverable-oriented grouping of project elements, which summarizes and defines the entire scope of work for the project, and each drop represents a more detailed definition of the project's work.

The WBS is always at the center of the planning process and is an important basis for making progress plans, resource requirements, cost budgeting, risk management plans, and purchasing plans.

(3) What is a work package

The lowest-level project deliverables of the WBS, called work packages, have the following characteristics:

The definition of a work package should take into account the 80-hour rule (80-hourrule) or the two-week rule (Week rule), which means that any work package should be completed no more than 80 hours. At the end of each 80 hours or less than 80 hours, only the work package is reported to be completed. This method of periodic inspection can control the change of the project

(4) Task decomposition principle

The main target gradually refinement decomposition, the lowest level of daily activities can be directly assigned to the individual to complete;

Each task in principle requires decomposition until it can no longer be subdivided;

Daily activities to correspond to people, time and capital investment

In our daily management project, we must learn to decompose the task, only the task is broken down enough to be clear enough, in order to co-ordinate the overall situation, arrange human and financial resources, grasp the progress of the project.

2. Progress plan

(1) What is progress management

Schedule is a schedule of work plan dates for the implementation of activities and milestones

Schedule management is to ensure that the process required to complete the project on schedule

Completing projects on time is one of the biggest challenges for project managers

Time is the least flexible factor in project planning

Progress is a major cause of project conflict, especially in the late stages of the project.

(2) Schedule management process

Activity definition

Identify specific activities that must be undertaken to complete the various deliverables of the project

Activity sort

Identify task dependencies, predecessors, milestones (milestones show significant work done in the project's progress)

Activity duration Estimate

The duration estimate of each task, the total duration of the project estimate, can use the quota algorithm, the empirical algorithm.

Task Resource Estimation

The types and quantities of resources required for each task are considered, including, human resources, equipment resources, and other resource sources.

(3) Critical Path

The critical path is the longest route in the project plan. It determines the total elapsed time of the project. Project managers must focus on the highest-priority tasks to ensure that they are completed on time, and that delays in any activity on critical paths will delay the entire project. Take time to the critical path and resource to the non-critical path. Therefore, it is critical to identify critical paths and manage them effectively when doing project operations.

(4) Milestones

Set up important time checkpoints on the progress schedule so that these important time checkpoints can be used during project execution to check and control the progress of the project. These important time checkpoints are called milestones of the project

3. Cost plan

(1) Resource planning Preparation:

Determine the type and quantity of resources required for the project, refer to the proposal

(2) Cost estimation:

Preparation of an approximate estimate of the resource costs required to complete the activities of the project

(3) Software project size

The scale of the software project is the amount of work that is extracted from the software project scope, and then identifies a series of software engineering tasks that must be performed for each function

Includes: Software planning, software management, requirements, design, coding, testing, and post-maintenance tasks.

Unit of measure:

LOC (Loc of Code)

Source code Program length measurement, Unit K code line

FP (Function point)

Measurement with the number of functions of the system

Person month

Anthropic principle

Person-years

4. Quality Plan

(1) Quality management process

Multiple definitions of quality consistent with purpose or use the user's feeling is that the quality meets the customer's requirements for the product under its reasonable price. products or services to meet the performance characteristics of clear and implicit needs ability of the overall

(2) Quality assurance QA

Determine the quality standards that the project should meet

Planning and methods for determining how to meet quality standards

Establish trust in quality requirements by evaluating the overall performance of the project

Provide management reports on project and product visualization

For example: Quality audit of the overall design specification

The task itself does not improve the quality of the product.

Generally implemented by Quality assurance Department personnel

(3) Code quality activities

Static analysis

Software testing techniques that do not actually run programs, but that detect errors and evaluate code quality by means of inspection and reading. Also known as static testing techniques.

? Dynamic testing (Test)

Unit testing, integration testing, System testing

? defect tracking

Use project management tools, such as ClearQuest, to track the extent of defect resolution

(4) Quality Plan documentation

5. Human resources planning

(1) Main types of organizational structure

Functional type

Advantages:

Can give full play to the resource concentration advantage of the functional department

Department of Experts can be used for different projects in the department

facilitates mutual communication and mutual support

You can send additional personnel at any time

Can integrate the project and the functional work of the Department

Disadvantages:

Project and departmental interests conflict, the functional departments pay more attention to the objectives of the Department, will ignore the project objectives

Resource balancing problems occur

The Division of rights is not conducive to the exchange and unity of various functional departments

Administrative affiliation makes the project manager not fully entitled

? Project type

Advantages:

Project manager can take responsibility for the project

Project objectives are single, can be project-centric, facilitate the smooth development of the project

Avoid multiple leaders

Simple organization structure, simple communication, fast

Disadvantages:

Resources cannot be shared

Individual projects in a relatively closed state, not conducive to the implementation of corporate policy

Lack of a career continuity and security for members of the project organization

The project organization is in a split state, lack of information exchange

? Matrix type

Advantages:

The full-time project manager is responsible for the entire project, project-centric,

Multiple projects in a company can share resources from various functional departments

That is conducive to the realization of project objectives, but also conducive to the implementation of corporate objectives

The concerns of project members have decreased

Disadvantages:

The conflict between function manager and project manager's power is easy to cause

Resource sharing can also cause conflicts between projects

Project members have a long lead

(2) Personnel Management plan

The Personnel Management plan describes the organizational structure of the project team, the team members and roles, the time that members are added to the team and the team, the staff training plan, and so on. As part of the project plan, the level of detail varies by project.

6. Communication plan

(1) Basic principles of communication planning

Timeliness, accuracy, and completeness of understanding

(2) Means of communication

Written communication and verbal communication

Language communication and non-verbal communication

Formal communication and informal communication

One-way communication and two-way communication

Network communication

7. Risk Planning

(1) Definition of risk

The uncertainty of loss occurrence;

A measure of potential damage that may occur in the future

(2) Three elements of risk

An event

Probability of event occurrence

Impact of events

(3) Type of risk

Forecast angle

Known risks-known known

Predictable risk-known Unknown

Non-predictable risk-unknown unknown

Range angle

Project risk

Technical risk

Business risk

(4) Four processes of risk management

(5) Risk identification field

Product size

Business impact

Customer related

Process definition

Development technology

Development environment

Number of personnel and experience

(6) Risk Identification method

Brain Storm method

Scenario Analysis method

Interview Law

Risk Entry Checklist

(7) Risk assessment

The estimation and evaluation of risk occurrence probability, the estimation and evaluation of the severity of the project risk consequence, the analysis and evaluation of the scope of the project risk, and the estimation and evaluation of the time of the project risk.

Risk probability value:

No possibility (0)

OK (1)

Risk probability measurement:

High, medium and low

Extremely high, high, medium, low, very low

Impossible, not necessarily, probable and most probable

Wait a minute

Risk consequences

Risk impacts the severity of project objectives

From No impact to infinity

Risk consequence measures

High, medium and low

Extremely high, high, medium, low, very low

Disaster, severe, slight, negligible

Wait a minute

(8) Risk measures

Risk avoidance

As far as possible to avoid all possible risks, take the initiative to abandon or refuse to use the risk-causing scheme. such as abandoning the adoption of new technologies

Transfer risk

To avoid risk loss, consciously pass on the loss or the financial consequences associated with the loss: for example, selling, subcontracting

Loss control

Loss Prevention, loss suppression

Retained risk

Measures taken by the project organization to bear the loss caused by the risk accident

Iv. implementation and control of the project

1. Project implementation and control

2. Configuration Management

(1) Configuration management definition

Documenting the evolution of software products.

Ensure that software developers have accurate product configurations at all stages of the software life cycle.

The final guarantee of the SOFTWARE product integrity, consistency, traceability, controllability.

(2) Configuration Management Role

Version Management

Change Management

(3) Configuration Items

Software configuration items are items that need to be defined as being controlled by software configuration management.

System Spec Sheet

Software Requirements Specification Sheet

Design Spec Sheet

Source

Test spec Sheet

such as

(4) Configuration Management Committee

Configure item identification, tracking

Configuration Management Environment Establishment

Change Management

Configure Status statistics

Configuration Management Plan

3. Demand Analysis

A basic sign of the completion of the requirements analysis is the formation of a complete, normative specification of requirements.

The requirements specification is compiled to provide a common understanding of the software's initial requirements between the user and the software developer, making it the basis for the entire development effort.

4. System Design

(1) Summary design

(2) Detailed design

5. System development

6. System Test

(1) Unit test

(2) Integration testing

(3) System test

V. End of Project

1. Making an end plan

Part of the project plan

Review project closure plans with customers

Refine and implement project completion plans

2. Finishing the finishing touches

Scope Confirmation

Project Acceptance

Fee settlement

End of contract

3. Project Completion Review

Whether to achieve project objectives

Whether to follow project progress

Whether to complete the project within the budgeted cost

Whether the problem occurred during the progress of the project and whether the solution was correct

What lessons can be learned from the project's practice

4. Project Summary

Summarize the experience of success and the lessons of failure

Software Project History File

Summarize and classify the useful information in the project into the information base, which is the data of the software project record.

It is useful for future projects and extracts general lessons from it.

Framework day59 project and project management