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