PM-项目管理-1概述

ProjectManagementChap.1Introduction-概述2011春夏学期授课版2Agenda-本章需要解决的问题WhyneedProjectManagement？PM&SoftwarecharacteristicsProblemsinSWdevelopmentandSPMChallengeofSWdevelopment2011春夏学期授课版3现代管理的三个热点：战略管理项目管理运作管理就一个组织的管理而言，应该包括三个部分。1.战略管理：从宏观上明确和把握发展方向2.运作管理：对日常的、重复性工作的管理3.项目管理：对一次性的、创新性工作的管理由于项目管理的效率高、反映灵敏，所以运用的企业更多。2011春夏学期授课版4Moredregsprojectofbeancurd？Illogicalobjective（时间）jerry-build（成本）Subcontract（手续）Notrefundloan？RiskManagement(风险)MoreUnsuccessfulinfoingproject？Backbonejob-hopping，manpoweralteration(人力资源)Requirementschanged（范围）Why？2011春夏学期授课版5In21st,everythingisproject,orisbecomingProject…PaulGracePresidentofPMIProfessionalscertificationcommittee2011春夏学期授课版6Important2jobsforfuturesTechniquesinnovation技术革新的典范-优选法Projectmanagement没有项目管理就没有现代产业HuaLuogeng华罗庚2011春夏学期授课版746%26%28%SuccessUSStandishGroup,对1999年当年软件项目的统计failingStatisticsofSuccessandfailingforITProject有问题的项目Overbudget,overtimeEtc.2011春夏学期授课版8PMHistory项目管理，远自几千年前的人类文明，近如现代工业领域。例如GreatWallofChina,EgyptianPyramids(金字塔)航空航天工程项目and建筑工程项目2011春夏学期授课版9HistoryofProjectManagementModernprojectmanagementbeganwiththeManhattanProject,whichtheU.S.militaryledtodeveloptheatomicbombIn1917HenryGanttdevelopedtheGanttchartasatoolforschedulingworkinjobshopsIn1958,theNavydevelopedPERTchartsInthe1970s,themilitarybeganusingprojectmanagementsoftware,asdidtheconstructionindustryBythe1990s,virtuallyeveryindustrywasusingsomeformofprojectmanagement1985:TQM1990-93:Re-engineering,self-directedteams1996-99:Riskmgmt,projectoffices2000:M&A,globalprojects2011春夏学期授课版10PMdevelopmentCPM,PERTNowPMapplicationsismoreandmorePeoples,customer-oriented,softmanagement2011春夏学期授课版11ProjectManagementKnowledgeContinuestoGrowandMaturePMIlaunchedtheirCenterforPMKnowledgeandWisdominDecember2001PMIhostedtheirfirstresearchconferenceinJune2000inParis,France,secondoneinJuly2002ThePMBOKGuide–2000EditionisanANSIstandard,andPMI’scertificationdepartmentearnedISO9000certificationHundredsofnewbooks,articles,andpresentationsrelatedtoprojectmanagementhavebeenwritteninrecentyears2011春夏学期授课版12HowProjectManagement(PM)RelatestoOtherDisciplinesMuchoftheknowledgeneededtomanageprojectsisuniquetoPMHowever,projectmanagersmustalsohaveknowledgeandexperienceingeneralmanagementtheapplicationareaoftheprojectProjectmanagersmustfocusonmeetingspecificprojectobjectives2011春夏学期授课版13PMTripleConstraint每一个项目都会受到范围目标、时间目标和成本目标的约束这三个目标又经常存在冲突，一个合格的项目经理，其责任之一就是平衡三者的关系在此过程中，由于项目的不确定性和资源使用的竞争性，平衡往往成为权衡因此，成功的项目管理，就意味着同时实现范围、时间和成本三个目标，并让项目利益相关者满意！2011春夏学期授课版14Inwhatwaysdomodernprojectsdifferfromancientprojects?现代人们对项目及其管理有一些什么样的认识和做法？2011春夏学期授课版15ProjectsmaybeunderaFunctionalOrganizationMatrixOrganizationProjectOrganization2011春夏学期授课版16FivefunctionsofthePMPlanningOrganizingLeadershipControlChange2011春夏学期授课版17ClassicalApproachAssumesthereisauniversalsetofmanagementprinciples采用公认的管理原则BehavioralApproach:emphasisonhumanaspects强调人性化SystemApproach采用系统论的方法Softwareneedsmanagement2011春夏学期授课版19SoftwareneedsmanagementSoftwarecharacteristics特性CostStructure成本IndustrialProblems产业SoftwareDisaster危机ProblemsinSoftwareTechniques技术进步PositioninSEKnowledgestructure知识结构2011春夏学期授课版20SoftwarecharacteristicsEssentials:logicelements,notentitativeelements.DevelopingSoftware，andproducingproduct.NowearandtearinusingtimeFailingprobabilityTubcurveofproduct2011春夏学期授课版21Softwarecharacteristics(cont.)timeFailingprobability不愿看到的realcurveofSD期望的IdealcurveofSD2011春夏学期授课版22Softwarecharacteristics(cont.)Production:Standardization&assembleMassSW:customizationScientificarithmeticfunctionlib(1960’s）DatastructurereusingReusingcomponents人们设法改进软件开发的过程。2011春夏学期授课版23CostStructureischangedOne-offCostofmanufactureLogicproduct—minimediacostisignoredInvestmentisnotreclaimedindev.processMoreMaintaincostserviceisquality解决软件危机本来就是为了回答两个问题：如何高效率的开发软件如何维护越来越多的软件2011春夏学期授课版24MainproblemsinSWindustryIndustrialscale如何定量度量软件的规模？Coretechnique如何发展核心技术Pirateandillegalcopy如何防止盗版和非法拷贝？2011春夏学期授课版25为什么会有这样的问题存在？发展策略的缺乏印度我们自己发展规则知识决定一切（创新，团队）头脑产业新的管理模式2011春夏学期授课版26软件原因引起的灾难NATO，1958，SoftwareDisastersisputforwardMoreandmoreunsuccessfulSWProject:NASA,1999-10,Marsweathersatellitelost.US$125million.1963-1966,IBM360OS(1000Bug/Rel.)2011春夏学期授课版27软件原因引起的灾难(Cont.)Somedata：BeyondSWtimedeadline:about70％SWProject.Beyond20%-50%planningrel.timeinBigProjectBeyondSWcost：90％SWProject.Biggertheprojectis，morecosttospendAuditBureauUS:usablecontractSWisonly2％98％isunsuccessful2011春夏学期授课版28SoftwareDisasters(Cont.)CrunchModeDeathMarch2011春夏学期授课版29SoftwareDisasters(Cont.)chronicafflictionSuggestedbyProf.DanielTiechrow,UniversityofMichigan2011春夏学期授课版30软件灾难的特点SD开发逾期.SD成本超过预算.SQA质量没有保证.2011春夏学期授课版31•规模、成本、进度、质量等的定量度量•复杂性控制•提高生产效率ProblemsinSWtechnique2011春夏学期授课版32Exchange2000Windows2000PM25About250Dev.140About1700Test350About3200e.g.:•Windows95have10,000,000linecode•Windows2000have50,000,000linecodemore3000engineersand100+teamsExchange2000和Windows2000DevOrg.structuretypeofproject2011春夏学期授课版34typeofproject•规模(big,middle,mini)•复杂度•产品/服务•应用