计划和章程一个大作业一个期末 今年买了新题库。 这个课主要是管理（社科方向） 知识领域： 10 knowledge areas:

• scope
• time
• quality
• cost
• risk
• Human resources
• Stakeholder
• procurement
• communication
• Integration

5 process groups: 2. Initiating 3. planning 4. executing 5. controlling 6. closing

project: tamporary的一个unique任务，有明确的起至时间。最小的管理对象 Operation：重复性的过程，目的是支持日常业务运转并实现stratgy goal program：相关的 projects 通过一个协调的方式组合，进而获得单独管理项目无法获得的收益和控制 Portfolio： 一系列 projects/programs/operations/sub-portfolio，在一个项目组底下作为一个整体被管理，实现战略目标。不要求内部项目一定强相关，更关注战略目标

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

项目管理包括但不限于

• 找出需求
• 满足所有利益人的needs, concerns,expectations
• 协调利益人之间的交流
• 对于项目的约束条件进行平衡（Scope/quality/schedule/budget/resources/risk）

软件项目和传统项目的区别：

1. 不可见性Invincible
2. complexity： 每一分钱不是明明白白的花出去的，复杂性高，钱花的不是很透明
3. 面向需求conformity： 面对客户的需求
4. 灵活性flexibility： 软件是容易变化的

软件项目管理： Software Project Management is a system management method based on software project, which uses the relevant knowledge, techniques and tools for planning, organizing, advising and controlling each stage of software project cycle to achieve the project objectives.

why SPM is important：

1. 影响成败critical for success of software project
2. 提高专业质量: improve professional qualities

过程（process）：是一系列活动来创作一个提前确定好的product,service result Input Technique and tools, output adv: turn unstructured, complex task into structured management. make the management easy to justify, predictable

Main content of software project management: System development：

1. feasible study： 分析值不值得，成本，收益
2. planning
3. executing Software development lifecycle
4. 需求分析requirement analysis
5. 架构设计architecture design
6. 细节设计detail design
7. code和测试 code and test
8. 整合 integration
9. 质量测试qualification testing
10. 安装installation
11. 售后支持 acceptance support life cycle 是指project 从initiation到closure经历的一系列phase 主要分为四个阶段： start, organization and preparing, carrying out work, close

Integration management: processes and activities to identify, define, combine, unify, and coordinate processes and activities within project management process groups

project charter: formally authorized the existence of project and provide authority to project manager

processITTO: Project statement of the work: business case agreement enterprise environmental factor organization process assets

expert judgement facilitations techniques

project charter

first, develop project charter:

1. project purpose and justification
2. measurable project objectives
3. high-level requirement
4. assumptions and constrains
5. high-level risks
6. stakeholder list
7. project approval requirement
8. assigned project manager
9. name and authority of sponsor

project charter: background: project purpose and justification Goals: measurable goals 1 measurable goals 2 Scope: project approval requirements high-level requirements The project will be approved when the system implements all agreed high-level requirements, passes system testing, and is accepted by the sponsor or client representative. key stackholders: sponsor/client project manager project team member summary budgets 100000 rmb summary milestones schedule start date: may 1st, finished date may 15th

Constrains, assumptions, risks and dependency: constrains: need to use python assumptions: user will provide feedback risks: requirement may change

approval signature

Project management plan a document that describe how the project will be executed, monitored and contralled

develop PMP: a process of defining preparing and coordinating all subsidiary plan and baseline, and integration them into a comprehension plan -> to a central document that defines basis of all project work

process ITTO: Project Charter output from other process enterprise environmental factors organization process assets

experts judgement facilitation techniques

Project management plan : baseline: scope schedule cost. subsidiary plan: scope. requirement, schedule, cost, quality, process improvement plan, human resources, communication, risk, procurement , stackholders

Direct and Manage Project Work executing process group ITTO: PMP approved change request enterprise env factor organization assets

experts judgement project management information system meetings

deliverables work performance data change request PMP updates Project document updates

Perform integration change control ITTO: PMP work performance report change request env asset

expert judgement meeting change control tools

approved change request change log PMP update Project document update

Close project ITTO: PMP acceptable deliverable Organ asset

expert judgement analytical techniques meeting

Final product, service or result transition organizational process assets updates

product scope: requirement project PMP

ITTO: Project management plan project charter Env assets

experts judgement meeting

Scope management plan requirement plan

collect requirement ITTO: scope management plan requirement management plan stakeholder management plan project charter stakeholder register

interview focus group facilited workshop group creativity techinique: brain storming, nominal group technique(voting), idea/mind mapping, affinity diagram(group similar idea together) group decision making techiniques:unanimity, majority, Plurality, dictatership questionaire and survey observations prototypes benchmark context diagram document analysis

requirement documentation requirement traceability matrix

Defining scope ITTO: Scope management plan project charter requirement documentation assets

Expert judgement product analysis alternative generation facilitated workshop

project scope statement: product scope description Acceptance criteria Deliverable project exclusion constrains assumptions project document updated

WBS is a hierarchical decomposition of the total scope of work to be carried out create WBS by subdividing project into smaller manageable parts

create WBS ITTO: Scope management plan Project scope statement requirement documentation env asset

decomposition expert judgement

scope baseline project document updates

WBS原则: 涵盖100%工作 WP涵盖40小时工作 < 7 level

Validate Scope: formally accept deliverables Validate scope ITTO: increase the change of final acceptance Project requirement plan requirement documentation requirement traceable matrix deliverables work performance data

Inspection group decision making process

accept deliverables change request work perfermance information project document updates

Control scope: maintain scope baseline Control scope ITTO: project management plan requirement documents requirement tracable matrix work performance data asset

variance analysis

work performance information change request PMP,PD updates asset update

scope creep: customer add more requirement without enough validation gold plating: team member actively add functions

Time

plan schedule management: establish polices, procedures, documentations for planning, developing, managing, executing, controlling project schedule. it provide a guidance and direction about how the project should be scheduled.

Plan schedule management ITTO: PMP project charter env asset

expert judgement analytical tools meeting

schedule management document

Define activities: identifying and documenting specific actions to produce deliverables -> break down work packages into activities

Define activities ITTO: schedule management plan scope baseline env asset

decomposition rolling wave planning expert judgement

activitie list activity attributes milestone list:zero durations

Sequence activity identifying and documenting relationship among the project activity. adv: it defines the logical sequence of work

Sequence activity ITTO: schedule management document Activity list activity attributes miltstone list project scope statement env asset

precedence diagramming method Dependency determination Leads and lags

Project schedule network diagram project documents update

Precedence diagramming method: FS award can't hold before race FF: editing document finish require writing document finish SS: pour foundation before level concrete SF: guard shift

Predecessor: logically control successor Successor

Dependency determination: Mandatory, discretionary internal, external

lead, lag: Lead, predecessor - successor, 负的, 后置能提前开始 lag, predecessor 和 successor差的天数,正的.后置得推后开始

Estimate duration ITTO: Schedule management document activity list activity attribute activity resource requirement resource calendar project scope statement risk register Resource breakdown structure env asset

Expert judgement Analogue estimation: using history data, similar project to estimate, gross parametric estimation: quantity of work x labour hour per unit of work three-point estimation: ub most probabilty, lb /3 beta: ub+ 4mp + lb /6 Group-decision making technique reserve analysis:

Activity duration estimation PD update

reserve: budget left for contingency and management reserves: contingency: known-unknown, identified risks. management: unknown-unknown

develop schedule: enter: resource, resources avaliability, activties, duriation, logical relationship, into scheduling tools, it will generate a schedule model with planned dates.

develop schedule ITTO: 懒得写了,太jb多了

Critical path

关键路径就是找最长路径，也就是最短持续时间, 接下来就是找float time

critical chain 在关键路径上放置buffer,考虑资源限制 project buffer只有一个,放在critical chain最后 feeding buffer放在每一个汇入critical chain的节点处,防止critical chain 因为feeding chain 而slippage

Resource optimization techniques Resource level 让资源使用更现实,增加critical path resource smoothing在不改变最终日期的情况下优化资源使用,让资源利用率上升.

Schedule compression: 加速 Crashing: 投入资源来缩短单个activity的时长 Fast tracking: 顺序进行改并行,增大risk

schedule representation bar chart: gantt charts milestone charts: 只表明major deliverables 的东西 project schedule networks

Control schedule: monitor and update schedule

Cost

Plan cost management ITTO: PMP Project charter env asset

expert judgement analytical technique meeting

cost management plan

precision: 密集度 accuracy: 准确度

estimate of cost: provide the amount of money to finish the project

expert estimation: Delphi Analogue estimation parametric estimation three point estimation group-decision making tools reserve analysis bottom-up estimation

Estimating Cost: Three point estimating: Triangular: Lower bound + most likely + Upper bound / 3 Beta: lb + 4ml + ub / 6 Bottom up: 从下往上加起来。

计算成本： Workload * human cost parameter = cost

LOC是直接按行计算成本。简单,符合直觉. 不标准,与语言和个人风格有关 FP = UFC(unadjusted functional point count) * TCF(technical complexity factor) UFC的计算： 首先会有一个表格，表格里有数字什么的。

F e a t u re Count items	simple	medium	Complex
external input	1	2	3
output	剩下省略
inquiry
interface file
internal document

接下来会告诉你这个项目涉及了多少个什么级别的 item，比如input有5个simple， out 有两个medium 两个complex。 接下来按照表上的内容简单的相加就行。

TCF的计算： TCF =0.65+0.01(sum(Fi)) Fi会给一个表，总共14项，每项分为0到5分

最后的FP = UFC * TCF

估计成本： 时间估计和cost 估计会考一个，是什么分布 UFC必算

项目分解成n个activity T1..Tn 总成本等于单个成本Ci加上indirict 经费 Ci计算方式：人月 * 人月的价格 Ei * parameter 开发成本 x a系数等于direct indirect 等于 Direct x 比例系数b 总的等于 workload x humancost parameter x (1+ indirect parameter)

Control cost: BAC指项目完成的时候的预算。

EVM 挣值管理 由PV，EV，AC三个基础值构成 PV： 计划值，计划中该花多少钱。 EV： 当前干了的活值多少钱 AC：实际花销

SV: 日程偏差值EV - PV 正值代表早干了，负值代表少干了 CV: 成本偏差EV - AC 小于说明超支。

SPI EV/PV 小于1代表进度慢 CPI EV/AC 小于1花超了

Forecasting: EAC = AC + (BAC - EV) // 维持项目初期的目标效率做. EAC= BAC / CPI // 按照当前的效率做,加钱 EAC = AC + [(BAC - EV) / (CPI × SPI)] //成本和绩效的取舍. ETC = EAC - AC

VAC = BAC - EAC //偏差值

TCPI = (BAC - EV) / (BAC - AC) //为了完工需要的成本绩效 如果用EAC就改成 (BAC - EV) / (EAC - AC)

Quality

how close product meet the requirement project quality management: project management quality and project product quality 5 aspect:

customer satisfaction Prevent， 设立guide来预防code出问题。 Inspection， 代码写完后审查。 continuous improvement Management responsibility cost of quality: all cost invest in proventing nonconformance to requirement appraising product to conformance the requirement, failling to meet requirement rework. -> conforance: prevent cost appraise cost: test unconformance: internal fail rework, external fail warrant work, lost business

Cost of q 顺境成本：avoid failure Training, document, equipment, time. appraisal： testing 破坏性测试造成的损失

逆境成本： cost because failure 内部发现： rework， 拆残余的成本 外部，被客户发现： 法律责任，保修，失去业务。

7质量tools

鱼骨图 trace back problem to cause 流程图 图形化分析流程 checksheet gathering attribute data 直方图 分析数据分布 pareto图 分析问题主要原因 控制图 检测process 是否平稳 散点图 分析变量是不是相关

assurance 实施时规划 （）

1. change requests（针对质量） ： 用来corrective，prevention和defect repair。 亲和图： 相关的东西放在一起找共性。 网络图： 分析依赖关系 树状图：分解大目标 矩阵图：显示多个因素关系 优先级矩阵：多个方案排序优先级 PDPC：分析可能风险 关联关系图： analyse complex cause and effect

Control quality: executing and closing

6 software quality: functionality reliability usability efficiency maintainbility portability

Human resources: organize management lead the team

organizational charts and position description: hierarchial: OBS organizational breakdown structure matrix text-oriented

矩阵结构设计图 R： 责任人 A：实施

aquire project team: preassign: 提前确定 negotiation: 交流协商决定 acquisiton:外面找人 virtual team: 网上找

develop team: recognition and rewards training ground rules colocation interpersonal skill team building activity

流程: forming -> Storming -> norming -> performing -> adjorning

managing team: conflict sourcing: lack of resource priority schedule personality cost technique decisions

conflict solving: withdraw/ avoid smooth accommodation compromise/reconcile force solve problem

risk management negetive risk: threats positive risk: oppertunity

plan risk management Methodology roles and responsibility budgeting timing risk categories -> RBS definition of risks and impact probability and impact matric

identify risk: document existing risks -> risk register: store result of risk analysis. and risk response plan

quantative and quantify risks -> provide a quantified risk document using sensitive analysis, -> which risk have most potential impact on project expected monetary value ananlysis - > decision tree, 首先算出每一个分支选项能带来的收益/负收益, 最后乘起来算total emv modeling and simulation

plan risk response-> developing options and plans to enhance oppertunities and reduce risks. for threats: avoid, transfor(pay others to accepts it) mitigate, accept for oppertunity: exploit(ensure it will happen), share(share it to other that best able to capture the oppertunity), enhance(make it more likely to happen), accept

contral risks risk reassessment risk audit variance and tend analysisi technical analyssi performance measurement reserve ananlysis meeting

procurement: we are the buyer, they are the seller

contrast type: fixed-price: firm fixed price, fixed price with incentive, fixed price with economic price adjustment cost reimbursable: cost plus fixed fee, cost plus incentive fee, cost plus awards time and material contrast:\

stackholders: power interest power influence salience: power interent influence

plan: develop stratgy to engage with stackholders manage: communcation and work with stackholders to meet requirements and needs. foster engagement control: monitor

getting words out: formal and informal, internal and externalvertical and horizonal, written and oral, verbal and nonverbel communcation skills: listen carefully, question and probing ideas educate teammember to make them more effective communication model: encode transmit message, decode, feedback response. communication management: I team member, costumer: n(n-1)/2

Change contral

integration

在4. monitoring and controling中有Identify changes and initiate the changes的职责 在integration management中发现问题,这时需要提出change request. 这是integration management的perform integration control职责

任何一个项目内的stackholder可以提出change request,记录在纸面上. 所有change request 由project manager 负责,最终 approve 或reject. ![[SPM_Change_Integration.png]] 最终产出是 project management plan的update.和project document的update

Scope

Validate scope 后会产生change request control scope 后会产生change request.

Cost

首先计算EVM来得到当前进度距离完工还差多少. 接下来开始forecast. 通过forecast来制订一个未来cost的managment方针. 进而得出change request?

Time

Quality

选择题(30分) 两个简答题 计算题 项目章程(最后一道题,介绍背景,写项目章程) 第一题难 234knowledge area重要 三个大题. 关键路径从start 开始, finish结束 如何找float时间: ES EF LS LF FP UFC TCF

EAC左边的框

Project charter:

1. Project purpose or justification:写这个项目为什么要做。The project is initiated to provide students with a convenient online platform for second-hand item trading, improving transaction efficiency and reducing waste on campus.
2. Measurable project objectives:目标一定要具体，最好能衡量。Deliver a working web-based platform within 12 weeks, supporting user registration, item posting, item searching, and messaging.
3. High-level requirements: 写主要功能和主要要求 - Users can register and log in.
   • Users can post second-hand items.
   • Users can search and browse items.
   • Users can contact sellers.
   • Administrators can manage inappropriate posts.
4. Assumptions and constraints:假设和约束 Assumption是我们的假设 - Team members will be available during the project. - Users will provide feedback during testing.
   • Requirements will remain relatively stable after approval. , constrains是被确定的约束.
   • The project must be completed within 12 weeks.
   • The budget is limited to ¥50,000.
   • The team has only five members.
   • The system must use Java and MySQL.
5. High-level risks: 写项目可能遇到的不确定问题。 - Requirements may change during development.
   • Technical integration may take longer than expected.
   • Team members may have limited availability.
   • Insufficient testing may affect product quality.
   • Users may not actively provide feedback.
6. Summary milestone schedule:重要时间节点
7. Summary budget:大概预算
8. Stakeholder list: 干系人列表
9. Project approval requirements:写项目怎样才算被批准 / 被验收。
10. Assigned project manager:写谁是项目经理，以及他的职责。Alice Li is assigned as the project manager. She is responsible for coordinating the project team, managing scope, schedule, cost, quality, risks, and communication, and reporting project progress to the sponsor.
11. Name and authority of sponsor:写谁批准项目，以及他有什么权力.The project sponsor is Dr. Wang. The sponsor has the authority to approve the project charter, provide resources, approve major changes, and formally accept the final deliverable.

Project purpose or justification This project is meaning to deliver a web-base shopping platform

Measurable project objective deliver a web shopping app in 12-weeks, user can registering, login, searching, and posting items

High-level requirement user: registering, login, searching item, posting item admin: see item trading trends, generate report

Assumption and constrains Assumption: in testing stage user will provide feedback. all member in working team are able to work Constrains: the app need to be web based, using react frontend, springboot backend and mysql database the app must be delivered in 12 weeks

high-level risks requirement may changed user may not actively provide feedback insufficient test may reduce quality team member may have limited capability technical integration may take long time

summary schedule week1 finish project charter and project management plan week3 finish design week7 finish implementing week9 finish testing week10 finish deployment week12 final approval and closing

summary budget the estimate budget is 500000¥

stakeholder list sponsor : approval of the project project manager: manage project development team: develop software, come up with change request user: provide requirement and feedbacks to the project client: review and accept the project

project approval requirement The project will be approved when the system implements all agreed high-level requirements, passes system testing, and is accepted by the sponsor or client representative.

assigned project manager a is the assigned project manager, responsible for form the development team, manage project integration, scope, cost, time, quality, risk, human resources, communication and stackholders, procurement

name and authority of sponsor Lv gengyu is the Sponsor, authority for approve the project, provide necessary resources and finally accept the delivables.

Change When the sponsor requests a new feature, the project manager should not implement it immediately. First, the project manager should record the request as a formal change request. Then the team should analyze the impact of the change on scope, schedule, cost, quality, risk, communication, and stakeholders.

In this case, the email notification function will increase the project scope, require two more weeks of development, increase testing effort, and may cause schedule delay and budget overrun. Therefore, the change request should be submitted to the Perform Integrated Change Control process.

During integrated change control, the change request should be reviewed, approved or rejected by the sponsor, steering group, or change control board. The decision should be recorded in the change log and communicated to all relevant stakeholders.

If the change is approved, the project manager should update the project management plan, scope baseline, schedule baseline, cost baseline, requirements documentation, and risk register. The approved change request should then be implemented through Direct and Manage Project Work. After implementation, the project manager should continue to monitor the schedule, cost, quality, and risks to ensure that the change is properly controlled.

If the change is rejected, the project should continue according to the original approved project management plan.

Change occurs → Identify the change → Record it in written form → Prepare Change Request → Analyze impact on scope / time / cost / quality / risk / stakeholders → Submit to Perform Integrated Change Control → Review by PM / Sponsor / CCB → Approve / Reject / Defer → Record decision in Change Log → Communicate decision → If approved, create Approved Change Request → Implement through Direct and Manage Project Work → Update PMP / baselines / project documents → Monitor and control the result

integration, scope ,quality, cost ,schedule, communcation, human resourcee, procurement stackholders, risk.

project purpose and justification measureable project objectives, high level requirements assumption and constrains high level risks stack holder list summary milestone list summary budgets assigned project manager name and authorize sponsor