Information System Project March 16 Job

March 16 Assignment:

One, the main course of this chapter:

The overall project management process includes the following:

1. Project launch

2. Develop a preliminary scope specification

3. Develop project management plan
   

4. Directs and manages the execution of the project

5. Supervise and control the project

6. Overall change control

7. Project closure

Pre-launch to join the background introduction after the end of the lesson is to add the project overall management outline

Project start: The project will be formally launched after the project, the start is written, formal affirmation of the existence of the project, at the same time in writing formally in the form of the project manager authorization

normal function and content of the project

The Project charter is a document that formally approves a project or whether the current project is approved for the next phase. The project charter shall be issued by a project sponsor other than the project organization and may be issued by the investor if the project is developed for the organization. The publisher's level within the Organization should be able to approve the project and have the right to provide the required funds for the project, and the project Charter provides the project manager with the authority to use the organizational resources for project activities.

The Articles of association shall include the contents of the following direct GCA or references from other documents.

1. Requirements based on the needs and expectations of the project stakeholders

2. Business requirements or product requirements that must be met by the project

3. The purpose of the project or the reason for project establishment

4. Delegated permission levels for project managers and project managers

5. Milestone Progress Plan for the overview

6. Impact of Project stakeholders

7. Functional organizations and their participation

8. External assumptions of the Organization and Environment

9. The external constraints of the organization and Environment
   

10. Demonstrating the project's business plan, including ROI

11. Summary Budget

Basis for Project initiation

1. Contract

2. Project Statement of work (SOW) for internal projects, the project initiator or investor presents a job description based on the needs of the business, or the product or service requirements, and the following is required for the work instruction:

   1. Business Requirements

   2. Product Range Description

   3. Strategic Plan

3. Environmental and organizational factors

   1. Corporate culture and organizational structure of the implementing unit

   2. GB or industry standard

   3. Infrastructure such as existing facilities and fixed assets

   4. The implementation Unit's existing human resources, personnel's professional and technical skills, human resources management policies such as recruitment and dismissal of the knowledge policy, employee performance assessment and training records, etc.

   5. Market conditions at the time

   6. Project stakeholders ' tolerance for risk

   7. Industry Database

   8. Project Management Information System

4. Organizational process assets (divided into two categories)

   Procedures and procedures for knowing the work in the organization:

   1. Organization of the standard process, such as standards, policies such as project management Policy, the company's product and project life cycle, quality policies and regulations

   2. Criteria for knowing guidelines, templates, work instructions, recommended evaluation criteria, risk templates, and performance measurements

   3. Standard domestic revision guidelines for meeting project-specific needs

   4. Criteria and guidelines for tailoring the organization's standard process set to meet the specific needs of the project

   5. Organization of communication requirements, reporting system.

   6. Project closure guidelines or requirements, such as audit, project evaluation, product validation and acceptance criteria guidelines

   7. Financial control procedures, such as reporting cycles, necessary expenses, expenditure reviews, accounting codes and standard contractual clauses

   8. Problem and defect management procedures, problem and defect identification and resolution, problem tracking

   9. Change control process, including modification of the company's formal standards, guidelines, plans and assembly of any project documents, and procedures for approving and confirming changes

   10. Risk control from Xu, including risk classification, probability and impact definition, probability and impact matrix.

   11. Procedures for approving and releasing work authorizations

Full knowledge of the organization:

1. Project Archive

2. Process Measurement Database

3. Experiential Learning System

4. Problem and defect Management database

5. Configuration Management Knowledge Base

6. Financial database

methods, techniques and tools for project initiation

1. Project Management Methodology: The project management approach defines a series of project process groups, related processes and control functions, all of which are combined into a functioning whole. Project management methods can be project management standards or not

2. Project Management Information System: The project management Information System is the information automation tool set which is available in the organization. The project management team uses PMIs to develop the project charter, refine the bylaws to facilitate feedback, control the changes to the project's bylaws and approve the new project charter

3. Expert judgment: The expert judges the input or the basis that the city uses to evaluate the project start-up. In this process, these judgments and expert advice will be used for any technical and managerial details including:

   1. Other units in the project implementation organization

   2. Consultants or consulting firms

   3. Professional and technical associations

   4. Project stakeholders, including customers

   5. Industry Team

The project initiation process is the result of the project charter

Develop the project scope specification (preliminary) technology and tools

1. Project Management Methodology

2. Project Management Information System

3. Expert Judgment

Key methods for developing project management plans

1. Project Management Methodology

2. Project Management Information System

3. Expert judgment

Methods for directing and managing project execution (experts do not work during execution)

1. Project Management Methodology

2. Project Management Information System

3. 
   

Methods for supervising and controlling projects

1. Project Management Methodology

2. Project Management Information System

3. Earned value analysis

4. Expert judgment

Method of overall change control

1. Project Management Methodology

2. Project Management Information System

3. Expert judgment

Approach to project closure

1. Project Management Methodology

2. Project Management Information System

3. Expert judgment

Develop input and output of project scope specification (Preliminary)

Input:

1. Project Charter

2. Job description

3. Environmental and organizational factors

4. Organizational Process Assets

Output:

Project scope Specification (Preliminary)

Develop project management plan

1. Scope Management Plan

2. Quality Management Plan

3. Process Improvement Program

4. Human Resource Management Plan

5. Communication Management Plan
   

6. Risk management Plan

7. Procurement management Plan

8. Progress Management Plan

9. Cost Management Plan

The basic principles of the project lie-making work:

Main focus: Stakeholder involvement, progressive precision and progressive details

Work Flow Development

1. Clear goals

2. Set up a preliminary project team

3. Work preparation and information collection

4. Prepare preliminary outline project plan according to standard and template

5. Preparation of scope management, quality management, schedule, budget and other plans

6. Incorporate the above sub-plan into the project plan. Then the overall balance and optimization of the project plan

7. The project manager is responsible for organizing the project plan. The project plan should include the plan subject and other relevant sub-plans in the form of attachments, such as scope, schedule, budget, and quality plan.

8. Review and approve project plans

9. The approved project plan becomes the baseline plan for the project.
   

Develop the input and output of the project management plan:

Key Input 1. Project Charter 2. Project Scope Specification (Preliminary) 3. Output from each planning Process 4. Forecast 5 environmental and organizational factors

6. Organizational Process Assets 7. Job Performance Information

Output:

1. Project Management Plan

2. Configuration Management System

3. Change control system

Directs and manages the input and output of project execution

1. Project Management Refinement

2. Approved corrective actions

3. Approved preventive measures

4. Approved Change Requests

5. Approved bug fixes

6. Confirm Bug Fixes

Output:
1. Deliverables

2. Changes to the request

3. Changes that have been implemented

4. Corrective actions that have been implemented

5. Preventive action already in force

6. Bug fixes that have been implemented

7. Job performance data

Supervise and control the input and output of the project

1. Project Management Plan

2. Job Performance Information

3. Performance report

Output:

1. Request a change

2. Recommended corrective Actions

3. Recommended precautionary measures

4. Recommended bug fixes

Input and output of the overall change control

1. Project Management Plan

2. Changes to the application

3. Job Performance Information

4. Deliverable

Output:

1. Change request is approved or rejected

2. Project management plan (approved for update)

3. Approved corrective actions

4. Approved bug fixes

5. Approved preventive measures

6. Deliverable (Approved)

Management closure and contract closure

Management closure:

1. Identify actions and activities where the project or phase has met the needs of the sponsor, customer, and other project stakeholders

2. Identify actions and activities that have met the completion criteria of the project phase or the entire project, or confirm the launch of the project phase or the entire project

3. Transfer Project products or services to the next stage, or to the actions and activities of production and operation, when needed

4. Activities require a mobile project or project phase to record, check for project success or failure, collect lessons, and archive project information to facilitate the organization of future project management.

   Contract closure: End of contract after settlement of final warranty

The seventh chapter: project Scope Management

This is achieved through five processes:

1. Develop a scope management plan

2. Scope definition

3. Create a work breakdown structure

4. Scope Confirmation

5. Range control

   The scope management plan, scope definition, and creation work breakdown structure belong to the planning process group. Scope validation and scope control belong to the monitoring process group

Product range and Project scope

Product range: Features and functionality that represent a product, service, or result

Project scope: A project work that must be completed in order to complete a product, service, or result with a defined feature and function

The project scope is completed with a project management plan, a project scope statement, a WBS, and a WBS dictionary as a benchmark. The product range is completed with product requirements as the standard measure. Both range management needs to be well integrated to ensure that the project work produces the required product and delivers it on time.

Tools and techniques for developing scope management plans

1. Expert judgment

2. templates, tables, and standards

To compile the input and output of the scope management plan:

Input:

1. Project Charter

2. Project scope Specification (Preliminary)

3. Organizational Process Assets

4. Environmental factors and organizational factors

5. Project Management Plan

Output:
A project scope management plan is a guide for the project management team to identify, document, verify, or validate, manage, and control the scope of the project. The content of the project scope Management plan is as follows:

1. Preparation of a detailed project scope specification according to the preliminary project scope specification

2. How to create a WBS from a detailed project scope statement

3. Detailed description of the method for formally confirming and endorsing the completed deliverable

4. A method for controlling how a change in requirements is implemented into a detailed project scope statement. Changes in requirements often trigger an overall change control process.

Scope Definition:

The scope definition process is the process of describing the project and the product in detail, and the results are written into the detailed project scope statement.

The input and output of a range definition:

1. Project Charter and preliminary scope specification

2. Project Scope Management Plan

3. Organizational Process Assets

4. Approval of Change request

   To present orally or in writing, directly or indirectly, in written form.

Output:

1. Project scope specification (detailed)

   Includes: 1. Objective of the Project 2. Product scope Description 3. Project Deliverables 4. Project Boundary 5. Product Acceptance criteria 6. Constraints on the Project 7. Project assumptions

To create a work breakdown structure:

The lowest-level work unit of a WBS is called a work package, which is the basis for scheduling progress

Any work that does not appear in the WBS is not within the scope of the project, and it is necessary to follow the change control process and be approved by the Change Control Committee to complete the work.

Representation of WBS:

1. Hierarchical tree structure: small Item multiple

2. List form: Large Item Multi

Tools and techniques for creating WBS:

The work of the entire project is broken down into a work package, which typically includes the following activities:

1. Identify and analyze project deliverables and other related work.

2. Structuring and organizing a WBS

3. Decomposition of high-level WBS work into a low, detailed unit of work

4. Assigning the work unit of the WBS to the code

5. Confirm the extent of the work breakdown is necessary and sufficient

There are at least three ways to prevent the breakdown of WBS structures

1. Use the phase of the project life cycle as the first layer of decomposition, and project deliverables on the second tier

2. Use project-critical deliverables as the first layer of decomposition

3. The project is arranged on the first level, and then the WBS of the sub-project is decomposed.

The decomposition work structure should grasp the following principles:

1. Maintain project integrity at all levels; avoid missing necessary components

2. A unit of work can only be subordinate to an upper unit, avoiding cross-dependent

3. Work units of the same level should be of the same nature

4. Unit of work should be able to separate different responsibilities and different work content

5. Easy to plan and control the management of project management

6. The lowest level of work should be comparable, time-managed, quantifiable

7. Should include project management work, including subcontracting work

8. The working unit at the bottom of the WBS is the work package.

The essence of the rolling wave plan is the recent work plan is finer, the long-term work plan is relatively coarse

Creating inputs and outputs for a WBS

Input:

1. Detailed scope specification

2. Project Management Plan

3. Organizational Process Assets

   Output:

   1.WBS and WBS Dictionaries

   2. Scope benchmark (project scope statement, WBS associated with it, and WBS dictionary as the scope benchmark for the project)

Scope Confirmation:

Scope confirmation is the process of formal acceptance and acceptance of the completed project deliverables by the customer and other project stakeholders, quality control is the correct outcome of the work, quality control is generally completed before the scope is confirmed, of course, can also be carried out in parallel

Tools and techniques for scope validation:

Inspection is sometimes referred to as review, product review, audit and walk-through

The input and output of the range acknowledgment.

Input:
1. Project Management Plan

1. Project Scope specification

2. Wbs

3. WBS Dictionaries

Output:

1. Acceptable project deliverables and work

2. Change Request

3. Updated WBS and WBS dictionaries

Range Control:

1. Factors that affect the scope change

2. Ensure all requested changes are handled in accordance with the project's overall change control process

3. Manage actual changes when a scope change occurs

4. Range control is also combined with other control processes

Scope-controlled tools and technologies:

1. Deviation analysis

2. Re-establish the plan

3. Change control system and change Control Committee

4. Configuration Management System

Range-controlled input, output

1. Project Management Plan

2. Job performance data

3. Performance report

4. Approved Change Requests

Output:

1. Change Request

2. Job performance

3. Organizational Process Asset Updates

4. Updated Project Management plan
   

Thesis structure:

One. On project planning and monitoring

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Information System Project March 16 Job