IT项目管理复习资料:New _7.docx
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1、Chapter 1 Introduction to Project Management4 core knowledge areas of project management : 1 Project scope 2 time,3 cost4 quality management4 facilitating knowledge areas: 1 human resource2 communications3 risk4 procurement management9 knowledge areas: 1 scope management2 Time management3 Cost manag
2、ement4 Quality management5 Human resource management6 Communications management7 Risk management8 Procurement management9 Project integration managementAdvantage of using formal project management?1 Better control of financial,physical,and human resources2 improved customer relations3 shorter develo
3、pment times4 lower costs and improved productivity5 higher quality and increased reliability6 higher profit margins7 better internal coordination8 positive impact on meeting strategic goals9 higher worker moraleWhat is a project?A project is “a temporary endeavor undertaken to create a unique produc
4、t,service,or result.”Project attributes1 a project has a unique purpose2 a project is temporary3 a project is developed using progressive elaboration4 a project requires resources,often from various areas5 a project should have a primary customer or sponsor6 a project involves uncertaintyThe triple
5、constraint of project management:Scope,time,costConstraintImportanceTimeThe timeconstraint refers to the amount of time available to complete theproject. Atighttime constraint could mean increased costs and reducedscope.CostThe cost constraint refers to the amount of budget available to complete the
6、project. A tight cost constraint could mean increased time and reducedscope. ScopeThe scope constraint refers to what must to be done to produce the projectsend result. Scope is based on customers requirements. Increased scope meansincreased time and increased costs. Figure 1-1Figure 1-2 Project man
7、agement frameworkSuggested Skills for Project Managers The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skillsProject Management Certification PMI provi
8、des certification as a Project Management Professional (PMP)Chapter 2 The Project Management and Information Technology ContextProject Phases and the Project Life Cycle A project life cycle is a collection of project phases that defines: What work will be performed in each phase What deliverables wi
9、ll be produced and when Who is involved in each phase How management will control and approve work produced in each phaseFigure 2-3. Phases of the Traditional Project Life CycleProduct Life Cycles Products also have life cyclesPredictive Life Cycle Models Waterfall model: has well-defined, linear st
10、ages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Incremental build model: provides for progressive development of operational software Prototyping model: used for developing prototypes to clarif
11、y user requirements Rapid Application Development (RAD) model: used to produce systems quickly without sacrificing qualityChapter 3: The Project Management Process Groups: A Case StudyThe project management process groups include: Initiating processes Planning processes Executing processes Monitorin
12、g and controlling processes Closing processesFigure 3-4. JWD Consulting Intranet Site Project BaselineChapter 4: Project Integration ManagementProject Integration Management Processes Develop the project charter: working with stakeholders to create the document that formally authorizes a projectthe
13、charter Develop the project management plan: coordinating all planning efforts to create a consistent, coherent documentthe project management plan Direct and manage project execution: carrying out the project management plan by performing the activities included in it Monitor and control the projec
14、t work: overseeing project work to meet the performance objectives of the project Perform integrated change control: coordinating changes that affect the projects deliverables and organizational process assets Close the project or phase: finalizing all project activities to formally close the projec
15、t or phaseSWOT analysisAnalyzing Strengths, Weaknesses, Opportunities, and ThreatsFigure 4-3. Information Technology Planning Process Three primary methods for determining the projected financial value of projects: Net present value (NPV) analysis Return on investment (ROI) Payback analysisNet Prese
16、nt Value Analysis Net present value (NPV) analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time Projects with a positive NPV should be considered if financial value is a key
17、criterion The higher the NPV, the betterChapter 5: Project Scope ManagementProject Scope Management Processes Collecting requirements: defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them Defining scope: revie
18、wing the project charter, requirements documents, and organizational process assets to create a scope statement Creating the WBS: subdividing the major project deliverables into smaller, more manageable components Verifying scope: formalizing acceptance of the project deliverables Controlling scope:
19、 controlling changes to project scope throughout the life of the projectA WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the projectA work package is a task at the lowest level of the WBSApproaches to Developing WBSs Using guidelines: some or
20、ganizations, like the DOD, provide guidelines for preparing WBSs The analogy approach: review WBSs of similar projects and tailor to your project The top-down approach: start with the largest items of the project and break them down The bottom-up approach: start with the specific tasks and roll them
21、 up Mind-mapping approach: mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideasA WBS dictionary is a document that describes detailed information about each WBS itemChapter 6 Project Time ManagementProject Time Management Processes Defining ac
22、tivities: identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables Sequencing activities: identifying and documenting the relationships between project activities Estimating activity resources: estimating how many resources a
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