Overall project management

In recent years, with China's booming economy, the logistics industry, one of the top ten industries to revitalize, is even more prosperous. With the development of this industry, the management of logistics vehicles is imminent. In this case, a software company's senior manager took the lead in developing a IOV system to seize the future information market of the logistics industry. The system provides vehicle management services for vehicles installed with GPS Terminals Based on google maps technology to improve the utilization rate and overall response speed of the fleet and reduce fuel consumption, provide scientific management decision-making basis for logistics enterprises and other users. This system allows you to query the geographical location of a fleet and the vehicle status (door switch) query, work status query, mileage statistics, vehicle and driver data management, data statistics and analysis, and other functions. I am a project manager in this project, responsible for project feasibility analysis, project planning, project management, and so on.

Overall project management is to coordinate and manage various components and factors of the project to achieve the project objectives, such as resource coordination, plan monitoring and control, risk identification, analysis and tracking, requirement change control. In this project, the system will be launched one month later than the expected progress due to multiple planned changes due to delays in the project development phase.

Resources usually include human resources and hardware resources. resource coordination in software system project development is very important. A shortage of resources may lead to project release delays, when resources are idle, the production efficiency is low, causing unnecessary waste. in project development, project resources should be reasonably used to maximize the human and material resources. In the development of the IOV project, the company provided sufficient hardware resources, so this article will not describe it any more. It mainly describes the management of the project's human resources. During the project planning period, I used the "Delfi" Estimation Method with my colleagues to estimate the project scale by about 0.15 million lines of valid code. According to the company's historical project scale and staffing data, the estimated number of project team members is 13, including 1 Project Manager, 2 requirement engineers, and 2 design engineers, five developers, two test engineers and one configuration management engineer. Such personnel configuration is ideal for IOV projects, but only one engineer is required for the company to call during the demand development period. It is expected that only one engineer will be in place during the design period, there are three developers with comprehensive technology, and other roles can be put as expected. The actual staffing and estimation of the project are quite different. In order to ensure the project progress, I took part in the requirement research and analysis work, so that the demand development progress is basically completed as planned. During the design period, two development engineers with full technical names were also involved in the design work, which ensured that the design work was carried out on time and familiarized the development engineers with the project business. In subsequent development, I seconded three development engineers from other maintenance project teams of the company to participate in the development of the project. They were mainly responsible for the production of front-end pages, the system background development work is completed by the development engineers who have participated in the design. Through the above measures, the project team members can exert the maximum effect and ensure the timely completion of project tasks.

For project planning and monitoring, I used the requirements of the CMMI3 project planning process domain, project supervision and control process domain and the company's mature project plan template. The project plan includes: project Overview, project objectives, human and hardware resource requirements, quality management plan, risk management plan, budget plan, data management plan, Knowledge Management Plan, progress plan, communication plan, training plan, etc.. These detailed plans ensure that there is a strong basis for management and tracking in the later project management. Because the company's top-level projects have loose requirements for release time, this project is developed according to the waterfall life cycle model, projects are divided into planning, demand, design, coding, integration, integration and system testing, release and acceptance stages by phase. In project management, I use three monitoring methods: irregular tracking, weekly meetings, and project summary meetings. 1. According to the plan, I use the irregular tracking method to check the completion status of the Work Package of the project team members, and give corresponding suggestions and guidance when necessary to ensure that the task is completed on time. 2. We hold weekly meetings each week. At the meeting, you will actively discuss the problems encountered in the project and corresponding solutions. Finally, I will summarize and arrange the tasks for the next week based on the actual situation. During the coding phase, the demo system method is used every week, so that each developer involved in the coding can demonstrate the functions they have developed, this not only ensures that the project scheduled tasks can be executed without compromise, but also can detect defects in the demonstration and be resolved as soon as possible. 3. After the project phase task is completed, we require the stakeholders of the project to participate in the Project Phase meeting to review the tasks of this phase to identify the corresponding problems and advantages, provide necessary solutions and arrange the tasks for the next phase. Through the above management measures, most of the development tasks of the project can be completed according to the plan, and the quality of the IOV system has been properly guaranteed.

This project has multiple first projects in the company, the first one involving other business areas, the first one adopting new technologies, and the first one with a defect significantly lower than the company's defect threshold. It is precisely because of its brand-new project that risk management has been mentioned in my mind as the most important position. It is also because of the risk being strengthened management that the defect rate of integration and system testing is low in the future. During risk planning, I used the company's risk Library and the project team members to jointly identify project risks and classify them by risk category, describes in detail the content and possible results of each risk. Then, the risk is rated based on the likelihood and impact of each risk (the probability is based on the 5-Score System, the lowest possibility is 1, the highest possibility is 5, and the impact is based on the 6-Score System, the minimum impact is 1 point, and the maximum impact is 6 points ). The risk value of each risk is equal to the probability of occurrence of the risk multiplied by the impact of the risk. Risk values are used to sort identified risks and intuitively reflect the risks that need to be prioritized. Project rules: the risk value is 1-15, which is a minor risk. Pay attention to this risk. The risk value is 16-25, which is a serious risk and needs to be monitored by week. The risk value is 26-30, which is a critical risk and will be included in the key risk management table for daily tracking. At last, all risks are recorded in the risk management table and regularly monitored according to the project risk management regulations. For example, there is a technical risk in the project: Most developers have not used GoogleMaps technology, which may lead to a delay in system launch and poor quality. The risk value of this risk is 20 points, which is the risk to be monitored by week. My solution to this risk is to develop a training program, in the demand and design phase, developers who are proficient in GoogleMaps technology will be trained on other development engineers in two or two days each time. After the training, corresponding development exercise questions will be given to trained engineers for exercises, consolidate the learning achievement and meet the basic development requirements. At last, the technical risk is disabled during the development stage. There is no daily tracking of risks in this project. Other risks are tracked once a week. The possibility and impact of risks are adjusted based on the project stage and Risk Resolution, ultimately, the risk value is controlled within a certain range or the risk is closed.

Changes are inevitable during project development. Frequent changes may increase project workload, extend the construction period, and cause quality problems. This project adopts the mature business requirements of the partner company and has been revised accordingly. Therefore, demand development and analysis are easy to produce a more detailed system requirement specification. Later changes mainly focus on the changes in the schedule caused by unfamiliar technologies that affect the development progress. I am helpless for the delays caused by the changes, because development capabilities cannot be achieved overnight and need to be accumulated slowly. However, the change control process is adopted in the project. Each change must go through the change application, change analysis, rejection and approval of the change, and implementation and verification of the change, the change control process is used to ensure that each change is recorded and managed, so that the project change management is clear and non-chaotic, and the project can be normally carried out.

The IOV project has been handed over to customers for more than half a year, and there are few system problems. With this effect, we should benefit from introducing methods and measures for project arrangement and management when defining the project process, and scientifically and standardizes and manages the project, let the components of the project play its biggest role, improve the quality of the project, meet the company's expectations, and achieve the company's business goals. In the present view, the technical training of the project needs to be strengthened. Under certain conditions, only skilled technologies can ensure the normal development progress of the project, so as to avoid delays in project delivery.