现代人们对项目及其管理有一些 什么样的认识和做法？
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PM项目管理1概述
Projects may be under a
n Functional Organization n Matrix Organization n Project Organization
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n PMI hosted their first research conference in June 2000 in Paris, France, second one in July 2002
n The PMBOK Guide – 2000 Edition is an ANSI standard, and PMI’s certification department earned ISO 9000 certification
PM项目管理1概述
Five functions of the PM
n Planning n Organizing n Leadership n Control n Change
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PM项目管理1概述
Classical Approach
n Assumes there is a universal set of management principles采用公认的管理原则
q Risk Management(风险)
n More Unsuccessful infoing project？
q Backbone job-hopping，manpower alteration(人力资源) q Requirements changed （范围）
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PM项目管理1概述
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
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PM项目管理1概述
Main problems in SW industry
n Industrial scale如何定量度量软件的规模？ n Core technique如何发展核心技术 n Pirate and illegal copy如何防止盗版和非法拷贝？
人们设法改进软件开发的过程。
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PM项目管理1概述
Cost Structure is changed
n One-off Cost of manufacture n Logic product—mini media cost is ignored n Investment is not reclaimed in dev. process n More Maintain cost n service is quality
Tub curve of product
Failing probability
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time
PM项目管理1概述
Software characteristics(cont.)
Failing probability
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不愿看到的 real curve of SD
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PM项目管理1概述
Project Management Knowledge Continues to Grow and Mature
n PMI launched their Center for PM Knowledge and Wisdom in December 2001
q 2000: M&A, global projects
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PM项目管理1概述
PM development
n CPM, PERT n Now
q PM applications is more and more q Peoples, customer-oriented, soft management
PM项目管理1概述
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2021年2月23日星期二
Agenda-本章需要解决的问题
n Why need Project Management？ n PM & Software characteristics n Problems in SW development and SPM n Challenge of SW development
Software ds management
n Software characteristics特性 n Cost Structure成本 n Industrial Problems产业 n Software Disaster危机 n Problems in Software Techniques技术进步 n Position in SE Knowledge structure知识结构
n Hundreds of new books, articles, and presentations related to project management have been written in recent years
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PM项目管理1概述
How Project Management (PM) Relates to Other Disciplines
n Project managers must focus on meeting specific project objectives
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PM项目管理1概述
PM Triple Constraint
n 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
n 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
n By the 1990s, virtually every industry was using some form of project management
q 1985: TQM
q 1990-93: Re-engineering, self-directed teams
q 1996-99: Risk mgmt, project offices
In 21st, everything is project, or is becoming Project…
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Paul Grace
President of PMI Professionals certification committee
PM项目管理1概述
Important 2 jobs for futures
战略管理 项目管理 运作管理
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PM项目管理1概述
Why？
n More dregs project of bean curd？
q Illogical objective（时间） q jerry-build（成本）
q Subcontract（手续）
n Not refund loan？
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PM项目管理1概述
Software characteristics
n Essentials: logic elements, not entitative elements.
n Developing Software，and producing product. n No wear and tear in using
n Much of the knowledge needed to manage projects is unique to PM
n However, project managers must also have knowledge and experience in
q general management q the application area of the project
有问题的项目 Over budget,
over time Etc.
46% 26%
Success
28%
failing
US Standish Group, 对1999年当年软件项目的统计
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PM项目管理1概述
PM History
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 n Great Wall of China, Egyptian Pyramids(金字塔 ) n 航空航天工程项目 and 建筑工程项目
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PM项目管理1概述
现代管理的三个热点：
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。
n More and more unsuccessful SW Project:
q NASA, 1999-10, Mars weather satellite lost. US$125 million.
q 1963-1966, IBM 360 OS (1000Bug/Rel.)
n Behavioral Approach: emphasis on human aspects强调人性化
n System Approach采用系统论的方法
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PM项目管理1概述
Software needs management
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PM项目管理1概述
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