TrackingprojectprogressProjectpersonnelandorganizationEffortandscheduleestimateRiskmanagementUsingprocessmodelingwithprojectplanningChapter3PlanningandManagingProjects問題1.什么是軟件項(xiàng)目管理？2.軟件項(xiàng)目管理的內(nèi)容是什么？3.如果我是項(xiàng)目經(jīng)理，我應(yīng)該做什么4.我可以勝任軟件項(xiàng)目管理嗎？

1995年SEI統(tǒng)計(jì)，美國共取消了810億美元的商業(yè)軟件項(xiàng)目，其中31％的項(xiàng)目未做完就被取消，53％的軟件項(xiàng)目進(jìn)度通常要延長50%的時(shí)間，只有9％的軟件項(xiàng)目能夠及時(shí)交付并且費(fèi)用也控制在預(yù)算之內(nèi)。

2000年Tech

Republic公司發(fā)表了有關(guān)IT項(xiàng)目的調(diào)查結(jié)果。該調(diào)查是以北美的1375個(gè)IT專家為對象實(shí)施問卷調(diào)查進(jìn)行的。根據(jù)此調(diào)查，IT項(xiàng)目中有40%失敗，這些項(xiàng)目的平均成本每年花費(fèi)100萬美元。……,ifapostmortemweretobeconductedforeveryproject,itisverylikelythataconsistentthemewouldbeencountered:projectmanagementwasweak3.1TrackingProgressUsually,customershaveseveralquestionstobeanswered:Doyouunderstandmyproblemsandmyneeds?Canyoudesignasystemthatwillsolvemyproblemorsatisfymyneeds?Howlongwillittakeyoutodevelopsuchasystem?Howmuchwillitcosttohaveyoudevelopsuchasystem?AProjectScheduledescribesthesoftwaredevelopmentcycleforaparticularprojectbyenumeratingthephasesorstagesofaprojectandbreakingeachintodiscretetasksoractivitiestobedone.Theschedulealsoportraystheinteractionsamongtheseactivitiesandestimatesthetimethateachtaskoractivitywilltake.Milestone:someevents,andtheyindicatetousandourcustomersthatameasurablelevelofprogresshasbeenmade.Thedistinguishingbetweenactivitiesandmilestones:Aactivityisapartoftheprojectthattakesplaceoveraperiodoftime;Amilestoneisthecompletionofanactivityandoccursataparticularpointintime.ProjectPhase1Phase2PhasenStep1Step2Step1Step2Step1Step2Activity1.1Activity1.2Activity1.3Activity1.1Activity1.2Activity1.3::::::WorkbreakdownstructureActivity1.3.3:PlantingshrubsandtreesPhase1:LandscapingtheLotStep1.1:clearingandgrubbingActivity1.1.1:RemovetreesActivity1.1.2:RemovestumpsStep1.2:seedingtheturfStep1.3:plantingshrubsandtreesActivity1.2.1:AeratethesoilActivity1.2.2:DispersetheseedsActivity1.2.3:WaterandweedActivity1.3.1:ObtainshrubsandtreesActivity1.3.2:DigholesActivity1.3.4:AnchorthetreesandmulcharoundthemPhase2:BuildingtheHouseStep2.1:preparethesiteActivity2.1.1:SurveythelandActivity2.1.2:RequestpermitsStep2.2:BuildingtheexteriorStep2.3:FinishingtheinteriorActivity2.2.1:LaythefoundationActivity2.2.2:BuildtheoutsidewallsActivity2.2.3:InstallexteriorplumbingActivity2.3.1:InstallinteriorplumbingActivity2.3.2:InstallinteriorelectricalworkActivity2.3.4:PaintingtheinteriorActivity2.1.3:ExcavateforthefoundationActivity2.1.4:BuymaterialsActivity2.2.4:ExteriorelectricalworkActivity2.2.5:ExteriorsidingActivity2.2.6:PaintingtheexteriorActivity2.2.7:InstalldoorsandfixturesActivity2.2.8:InstallroofsActivity2.3.3:InstallwallboardActivity2.3.5:InstallfloorcoveringActivity2.3.6:Installdoorsandfixtures1.1Surveycomplete1.2Permitsissued1.3Excavationcomplete1.4Materialsanhand2.1Foundationlaid2.2Outsidewallscomplete2.3Exteriorplumbingcomplete2.4Exteriorelectricalworkcomplete2.5Exteriorsidingcomplete2.6Exteriorpaintingcomplete2.7Doorsandfixturesmounted2.8Roofcomplete3.1Interiorplumbingcomplete3.2Interiorrelectricalworkcomplete3.3Wallboardinplace3.4Interiorpaintingcomplete3.5Floorcoveringlaid3.6DoorsandfixturesmountedMilestonesinbuildingahouseWorkBreakdownandActivityGraphsThefourparameterstodescribeeachactivity:Aprecursor:isaneventorsetofeventsthatmustoccurbeforetheactivitycanbegin,itdescribesthesetofconditionsthatallowstheactivitytobegin.Theduration:isthelengthoftimeneededtocompletetheactivity.Theduetime:isthedatebywhichtheactivitymustbecompleted.Theendpoint:isusuallyamilestoneordeliverable,andrepresentstheendoftheactivity.Anactivitygraph:thenodesofthegrapharetheprojectmilestones,andthelineslinkingnodesrepresenttheactivitiesinvolved.STARTsurveyingRequestpermitexcavationBuymaterialsLayfoundationBuildoutsidewallInstallinteriorplumbingInstallinteriorelectricalInstallwallboardInstallinteriordoorsandfixturesInstallflooringInstallexteriorplumbingPaintinteriorInstallexteriorelectricalInstallexteriorsidingPaintexteriorInstallexteriordoorsandfixturesInstallroofingFINISHEstimatingCompletionSTART31510101520121597181011108569FINISH0000CriticalPathMethod(CPM)Thepathscanshowustheminimumamountoftimeitwilltaketocompletetheproject,givenourestimatesofeachactivity’sduration.CPMrevealsthoseactivitiesthataremostcriticaltocompletingtheprojectontime.Slacktime=availabletime–realtimeSlacktime=lateststarttime––earlieststarttimeThecriticalpathistheoneforwhichtheslacktimeateverynodeiszero.Anditdetermineswhetherornottheprojectisonschedule.ActivityEarliestStarttimeLatestStartTimeSlacktime1.1113121.21101.3161601.4262602.1363602.2515102.37183122.48193122.591103122.699111122.7104119152.8104116123.1717103.2838303.3989803.410710703.510710703.61181180Finish1241240***DescriptionTestofphase1DefinetestcasesWritetestplanInspecttestplanIntegrationtestingInterfacetestingDocumentresultsSystemtestingPerformancetestsConfigurationtestsDocumentresultsEarlyDate1Jan981Jan989Jan989Jan9823Jan9823Jan9823Jan982Feb982Feb982Feb9817Feb98LateDate5Feb988Jan9822Jan9822Jan981Feb981Feb981Feb9817Feb9817Feb9817Feb9824Feb98Jan1Jan8Jan15Jan22Jan29Feb5Feb12Feb17Feb24**************************************************--FFFF-----FF----------FFFFFF--------FFFFFFFThebarchartToolstoTrackProgressBuildcommunicationsoftwareSystemplanning(1.0)Systemdesign(2.0)Coding(3.0)Testing(4.0)Delivery(5.0)Reviewspecification(1.1)Reviewbudget(1.2)Reviewschedule(1.3)Developplan(1.4)Top-leveldesign(2.1)Prototyping(2.2)Userinterface(2.3)Detaileddesign(2.4)GanttChart:adepictionoftheprojectwheretheactivitiesareshowninparallel,withthedegreeofcompletionindicatedbyacolororicon,thecharthelpstounderstandwhichactivitiescanbeperformedconcurrently,andalsotoseewhichitemsareonthecriticalpath.ProjectedStaff-DaysJANFEBMAR

APRMAYJUNJULAUGSEPOCTNOVDECLoadOverloadUnderloadActivitynumberdescriptionJANFEBMARAPRMAYJUNJULAUGSEPOCTNOVDECWBS1.0SYSTEMPLANNING1.1Reviewspecification1.2Reviewbudget1.3Reviewschedule1.4DevelopplanSpecificationapprovedbudgetapprovedscheduleapprovedplanapprovedWBS2.0SYSTEMDESIGN2.1Top-leveldesign2.2Prototyping2.3Userinterface2.4DetaileddesigndesignapproveddesignapprovedTODAY3.3EffortEstimationTheprojectbudgetpaysforseveraltypesofcosts:facilities,staff,methods,andtoolsfacilitiesstaffmethodstoolsEffortComputer-AidedSoftwareEngineeringTools4x2x1.5x1.25xx0.5x0.25xfeasibilityPlans&requirementProductdesignDetaileddesignDevelopment&testConceptofoperationsRequirementspecs.Productdesignspecs.Detaileddesignspecs.Acceptedsoftware*Size(SLOC)+Cost($)++++++++++++************ExpertJudgmentMethod1:calculatetheaverageofestimates.Method2:sitameetingtomaketheexpertsagreeonsomeestimateMethod3:DeiphitechnologyEveryexpertestimates;Estimateinmeeting;ai----thepossibilityofsoftwareminimalsizemi----themostpossibilityofsoftwaresizebi----thepossibilityofsoftwaremaximalsizeEi=(ai+4mi+bi)/6DiscussandestimateagaininmeetingGetanestimatewithsecreteballotMethod4:softwarecostmatrixDifficultyTypeofsoftwareOEOMOHNENMNHControl212730334049Input/output172427283543Pre/postprocedure162326283442Algorithm152022253035Datamanagement243135374657Time-critical757575757575AsystemOldandEasyI/Omodule:100LOCNewandHardAlgorithmmodule:200LOCOldandMediumDatamanagementmodule:100LOCCost=(100×17)+(200×35)+(100×31)=11800$AlgorithmicMethodsIBMmodelE=5.25S0.91Sistheestimatedsizeofthesystem,Eistheeffort(PM).meta-modelE=5.5+0.73S1.16ifR=(actualeffort)E/(predictedeffort)E’thenERadj=R–1ifR>=11–1/RifR<1Eadj=(1+ERad)EifR>=1E/(1+Erad)ifR<13.COCOMOⅡ(ConstructiveCostModel)COCOMOⅡestimationprocessreflectsthreemajorstagesofanydevelopmentproject:Stage1:projectsbuildprototypestoresolvehigh-riskissuesinvolvinguserinterfaces,softwareandinteraction,performance,ortechnologicalmaturity.COCOMOⅡestimatessizeinapplicationpoints.Stage2:theearlydesignstage,thedesignersmustexplorealternativearchitecturesandconceptsofoperation.COCOMOⅡestimatessizeinfunctionpoints.Stage3:thepostarchitecturestage,sizingcanbedoneintermsoffunctionpointsorlinesofcode,.ThebasicformofCOCOMOⅡ:E=bScm(X)Wheretheinitialsize-basedestimatebScisadjustedbythevectorofcostdriverinformationm(X)FindingtheModelforyourSituationtwostatisticstohelpyouinassessingtheaccuracy:PRED:PRED(x/100)isthepercentageofprojectsforwhichtheestimateiswithinx%100oftheactualvalue.MMRE:isthemeanmagnitudeofrelativeerror.PlanningTestingCodingBrooksotherPlanningCodingYourdon3.4RiskManagementWhatisrisk?Riskpaysmoreattentiontothefutureevents.Riskrelatestochanging.Riskrelatestochoiceandtheuncertaintyinvolvedinchoice.Thecharacteristicsofrisk:①uncertainty——Theeventthatcharacterizestheriskmayormaynothappen;②loss——Iftheriskbecomesareality,unwantedlosseswilloccur.Distinguishrisksfromotherprojecteventsbylookingforthreethings:Alossassociatedwiththeevent.Thelossassociatedwithariskiscalledtheriskimpact.Thelikelihoodthattheeventwilloccur.Thelikelihoodoftherisk,measuredfrom0(impossible)to1(certainty)idcalledtheriskprobability.Whentheriskprobabilityis1,itiscalledaproblem.Thedegreetowhichwecanchangetheoutcome.Riskcontrolinvolvesasetofactionstakentoreduceoreliminatearisk.Riskexposure=riskimpact×riskprobabilityTherearetwomajorsourcesofrisk:Genericrisks:thosecommontoallsoftwareprojects,suchasmisunderstandingtherequirements,losingkeypersonnel,orallowinginsufficienttimefortesting.Project-specificrisks:threatsthatresultfromtheparticularvulnerabilitiesofthegivenproject.RiskManagementActivitiesRiskmanagementRiskassessmentRiskcontrolRiskidentificationRiskanalysisRiskprioritizationRiskreductionRiskmanagementplanningRiskresolutionChecklist

Decomposition

Assumptionanalysis

Decisiondriveranalysis

Systemdynamics

PerformancemodelsCostmodelsNetworkanalysisDecisionanalysis

Qualityriskfactoranalysis

Riskexposure

Compoundriskreduction

Buyinginformation

Riskavoidance

Risktransfer

RiskreductionleverageDevelopmentprocess

Riskelementplanning

Riskplanintegration

Riskmitigation

Riskmonitoringandreporting

Riskreassessment

riskimpact×riskprobability=RiskexposureDoregressiontesting?yesnoP(UO)=0.75P(UO)=0.05P(UO)=0.20P(UO)=0.25P(UO)=0.55P(UO)=0.20L(UO)=$.5ML(UO)=$30ML(UO)=$.5ML(UO)=$.5ML(UO)=$30ML(UO)=$.5MFindcriticalfaultDon’tfindcriticalfaultNocriticalfaultFindcriticalfaultDon’tfindcriticalfaultNocriticalfaultRISKEXPOSURE$.375M$1.5M$.10M$.125M$16.5M$.10MCOMBINEDRISKEXPOSURE$1.95M$16.725MTheprobabilityofanunwantedoutcome:P(UO)Thelossassociatedwithunwantedoutcome:L(UO)Therearethreestrategiesforriskreduction:Avoidingtherisk,bychangingrequirementsforperformanceorfunctionalityTransferringtherisk,byallocatingriskstoothersystemsorbybuyinginsurancetocoveranyfinanciallossshouldtheriskbecomearealityAssumingtherisk,byacceptingitandcontrollingitwiththeproject’’sresourcesRiskleverage:(costofriskreduction)(riskexposurebeforereduction–riskexposureafterreduction)3.5ProjectPlanProjectscopeProjectscheduleProjectteamorganizationTechnicaldescriptionoftheproposedsystemProjectstandards,procedures,andproposedtechniquesandtoolsQualityassuranceplanConfigurationmanagementplanDocumentationplanDatamanagementplanResourcemanagementplanTestplanTrainingplanSecurityplanRiskmanagementplanMaintenanceplanReviewTheprojectscheduleWorkbreakdownstructure(phase-step-activity)AnactivityVSamilestoneAnactivitygraphTheCriticalPathMethodGanttchartRiskmanagementRiskassessmentRiskcontrolProjectplanProjectpersonnelEffortestimation(ExpertjudgementandAlgorithmicmethods)項(xiàng)目目管管理理案例例分分析析1.整整體體性性案案例例GovernmentBusinessProcessAutomation2專專項(xiàng)討討論案案例關(guān)于進(jìn)進(jìn)度問問題GovernmentBusinessProcessAutomation某城市市人民民政府府進(jìn)行行機(jī)構(gòu)構(gòu)改革革，新新成立立了一一個(gè)部部門———城城市管管理辦辦公室室，負(fù)負(fù)責(zé)城城市水水電、、交通通、環(huán)環(huán)保、、綠地地等基基礎(chǔ)設(shè)設(shè)施以以及城城市應(yīng)應(yīng)急處處理工工作。。為了了使得得新成成立部部門高高效率率運(yùn)轉(zhuǎn)轉(zhuǎn)，政政府決決定利利用信信息系系統(tǒng)輔輔助該該部門門的日日常業(yè)業(yè)務(wù)。。經(jīng)過過商討討，最最終決決定投投資2500萬萬元建建立三三套信信息系系統(tǒng)，，一套套是辦辦公自自動(dòng)化化系統(tǒng)統(tǒng)，一一套是是數(shù)據(jù)據(jù)采集集與交交換系系統(tǒng)，，一套套是城城市應(yīng)應(yīng)急指指揮調(diào)調(diào)度系系統(tǒng)，，三個(gè)個(gè)系統(tǒng)統(tǒng)作為為一個(gè)個(gè)項(xiàng)目目進(jìn)行行招標(biāo)標(biāo)，經(jīng)經(jīng)過激激烈的的競爭爭，最最終選選取了了在系系統(tǒng)集集成、、MIS、、GIS方方面經(jīng)經(jīng)驗(yàn)豐豐富的的A公公司，，項(xiàng)目目建設(shè)設(shè)周期期為1年。。A公司司經(jīng)討討論確確定成成立一一個(gè)由由26人組組成的的項(xiàng)目目開發(fā)發(fā)小組組，并并制訂訂了大大致的的開發(fā)發(fā)計(jì)劃劃如下下：1.前前期期準(zhǔn)備備工作作一一周2.項(xiàng)項(xiàng)目目開發(fā)發(fā)工作作9個(gè)個(gè)月3.系系統(tǒng)統(tǒng)試運(yùn)運(yùn)行2個(gè)月月4.系系統(tǒng)統(tǒng)驗(yàn)收收15天請你試試著回回答以以下一一些問問題：：1.你你認(rèn)為為9個(gè)個(gè)月完完成項(xiàng)項(xiàng)目開開發(fā)有有可能能嗎，，依據(jù)據(jù)是什什么2.根根據(jù)你你對城城市管管理的的了解解和猜猜測，，試著著評估估一下下這個(gè)個(gè)項(xiàng)目目擁有的資資源。。3.請請為該該項(xiàng)目目建立立一個(gè)個(gè)風(fēng)險(xiǎn)險(xiǎn)表。。4.選選擇你你熟悉悉的工工具確確定這這個(gè)項(xiàng)項(xiàng)目的的生存存周期期和項(xiàng)項(xiàng)目進(jìn)進(jìn)度表表以及及人員分分工組組織。。5.為為了確確保項(xiàng)項(xiàng)目質(zhì)質(zhì)量，，請談?wù)勔徽務(wù)勅绾魏芜M(jìn)行行復(fù)審審以及及復(fù)審審的時(shí)時(shí)間、、內(nèi)容、、方式式。6.請請為該該項(xiàng)目目建一一個(gè)配配置管管理庫庫。7.制制訂一一份完完整的的軟件件開發(fā)發(fā)計(jì)劃劃書，，格式式自定定。1.你你認(rèn)為為9個(gè)個(gè)月完完成項(xiàng)項(xiàng)目開開發(fā)有有可能能嗎，，依據(jù)據(jù)是什什么參數(shù)計(jì)數(shù)加權(quán)結(jié)果用戶輸入26718380514用戶輸出4122416488用戶查詢984392文件6510650界面20171407合計(jì)：：99451功能點(diǎn)點(diǎn)計(jì)算算：99451*(0.65+0.01*(5+5+0+5+0+2+0+2+1+3+3+3+0+5))=98456.49按照以以往項(xiàng)項(xiàng)目開開發(fā)經(jīng)經(jīng)驗(yàn)，，每個(gè)個(gè)人每每月能能夠完完成的的功能能點(diǎn)數(shù)數(shù)為450左右右，則則26個(gè)人人9個(gè)個(gè)月能能夠完完成功功能點(diǎn)點(diǎn)105300。結(jié)論：9個(gè)個(gè)月能能夠完完成項(xiàng)項(xiàng)目，，但是是項(xiàng)目目周期期需要要設(shè)計(jì)計(jì)的比比較緊緊湊（（此外外初期期的功功能點(diǎn)點(diǎn)估算算往往往誤差差較大大，需需要在在設(shè)計(jì)計(jì)階段段修正正）2.根根據(jù)你你對城城市管管理的的了解解和猜猜測，，試著著評估估一下下這個(gè)個(gè)項(xiàng)目目擁有的資資源。。軟硬件件環(huán)境境方面面：本項(xiàng)項(xiàng)目資資金充充裕，，可以以購置置足夠夠的硬硬件和和軟件件工具具，因因此能能夠保保證硬硬件和和軟件件工具具在項(xiàng)項(xiàng)目開開發(fā)任任何階階段可可用。。可復(fù)用用組件件方面面：本項(xiàng)項(xiàng)目無無可以以直接接復(fù)用用的軟軟件組組件，，完全全需要要自行行開發(fā)發(fā)人員方方面：需要要分解解工作作任務(wù)務(wù)，建建立工工作任任務(wù)之之間的的并行行關(guān)系系，并并根據(jù)據(jù)工作作進(jìn)度度詳細(xì)細(xì)安排排對人人員組組織進(jìn)進(jìn)行計(jì)計(jì)劃3.請請為為該該項(xiàng)項(xiàng)目目建建立立一一個(gè)個(gè)風(fēng)風(fēng)險(xiǎn)險(xiǎn)表表。。風(fēng)險(xiǎn)評估表風(fēng)險(xiǎn)ID：SZ_1011日期：2001/03/03概率評估：50％影響級別：中風(fēng)險(xiǎn)描述：三個(gè)系統(tǒng)之間的接口定義不明確可能導(dǎo)致三個(gè)系統(tǒng)內(nèi)部返工，特別是辦公自動(dòng)化系統(tǒng)采用B/S結(jié)構(gòu)還是C/S結(jié)構(gòu)直接影響另外兩個(gè)系統(tǒng)與它的集成方式

發(fā)生條件：當(dāng)辦公自動(dòng)化系統(tǒng)提供接口不能滿足另外兩個(gè)系統(tǒng)的功能需求；當(dāng)接口由三個(gè)獨(dú)立小組分別定義；當(dāng)有一個(gè)接口不能實(shí)現(xiàn)雙向調(diào)用時(shí)

監(jiān)控手段：在每次需求的評審后召開專門的非正式風(fēng)險(xiǎn)評估會(huì)議對該風(fēng)險(xiǎn)重新評估；在每次詳細(xì)設(shè)計(jì)的正式評審會(huì)議召開后再召開專門的正式風(fēng)險(xiǎn)評估會(huì)議

管理計(jì)劃：當(dāng)確認(rèn)該風(fēng)險(xiǎn)發(fā)生后應(yīng)召開正式的風(fēng)險(xiǎn)管理會(huì)議，確定責(zé)任人、修訂內(nèi)容、修訂跟蹤和評審周期、修訂評審形式和時(shí)間

當(dāng)前狀態(tài)：監(jiān)控中；編寫人：xxx責(zé)任人：xxx

版本狀態(tài)當(dāng)前版本1.00.0000修訂時(shí)間修訂人審計(jì)人

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應(yīng)建建立立類類似似下下表表的的風(fēng)風(fēng)險(xiǎn)險(xiǎn)評評估估單單，，責(zé)責(zé)任任人人應(yīng)應(yīng)是是明明確確的的，，并并且且不不與與其其它它資資源源發(fā)發(fā)生生沖沖突突4.選選擇擇你你熟熟悉悉的的工工具具確確定定這這個(gè)個(gè)項(xiàng)項(xiàng)目目的的生生存存周周期期和和項(xiàng)項(xiàng)目目進(jìn)進(jìn)度度表表以以及及人人員員分分工工組組織織。。由于于系系統(tǒng)統(tǒng)的的復(fù)復(fù)雜雜性性和和工工作作量量，，項(xiàng)項(xiàng)目目開開發(fā)發(fā)采采用用風(fēng)風(fēng)險(xiǎn)險(xiǎn)最最小小的的原原型型法法，，大大致致分分成成4個(gè)個(gè)階階段段：：1.界界面面原原型型階階段段以用用戶戶界界面面為為主主設(shè)設(shè)計(jì)計(jì)原原型型，，反反復(fù)復(fù)進(jìn)進(jìn)行行直直到到用用戶戶滿滿意意，，同同時(shí)時(shí)完完成成需需求求分分析析2.設(shè)設(shè)計(jì)計(jì)原原型型階階段段以系系統(tǒng)統(tǒng)結(jié)結(jié)構(gòu)構(gòu)、、模模塊塊結(jié)結(jié)構(gòu)構(gòu)為為主主設(shè)設(shè)計(jì)計(jì)原原型型，，與與用用戶戶交交流流反反映映不不同同設(shè)設(shè)計(jì)計(jì)的的比比較較，，同同時(shí)時(shí)完完成成系系統(tǒng)統(tǒng)設(shè)設(shè)計(jì)計(jì)3.功功能能原原型型階階段段在原原型型基基礎(chǔ)礎(chǔ)上上實(shí)實(shí)現(xiàn)現(xiàn)系系統(tǒng)統(tǒng)功功能能，，將將原原型型變變?yōu)闉楫a(chǎn)產(chǎn)品品4.集集成成階階段段將三三個(gè)個(gè)系系統(tǒng)統(tǒng)集集成成起起來來根據(jù)據(jù)這這樣樣的的進(jìn)進(jìn)度度安安排排，，項(xiàng)項(xiàng)目目定定義義了了三三個(gè)個(gè)里里程程碑碑：：界界面面里里程程碑碑（（需需求求里里程程碑碑））；；設(shè)設(shè)計(jì)計(jì)里里程程碑碑、、集集成成里里程程碑碑（（系系統(tǒng)統(tǒng)里里程程碑碑））。。下下表表為為項(xiàng)項(xiàng)目目進(jìn)進(jìn)度度甘甘特特圖圖按照這樣的進(jìn)進(jìn)度計(jì)劃，全全體人員分成成三個(gè)小組，，即辦公自動(dòng)動(dòng)化小組、數(shù)數(shù)據(jù)采集小組組、應(yīng)急指揮揮小組，每個(gè)個(gè)小組又細(xì)分分成數(shù)據(jù)設(shè)計(jì)計(jì)人員、服務(wù)務(wù)設(shè)計(jì)人員、、代理設(shè)計(jì)人人員、客戶設(shè)設(shè)計(jì)人員，每每個(gè)小組設(shè)立立兩個(gè)小組長長，一個(gè)負(fù)責(zé)責(zé)技術(shù)協(xié)調(diào)，，一個(gè)負(fù)責(zé)評評審、質(zhì)證、、風(fēng)險(xiǎn)控制、、績效考核等等管理工作5.為了確保保項(xiàng)目質(zhì)量，，請談一談如如何進(jìn)行復(fù)審審以及復(fù)審的的時(shí)間、內(nèi)容、方式。。提供三種復(fù)審審方式小組內(nèi)部復(fù)審審,在小組內(nèi)內(nèi)部進(jìn)行，需需要提交《復(fù)復(fù)審報(bào)告》，，由小組長組組織項(xiàng)目組復(fù)審，，在項(xiàng)目組內(nèi)內(nèi)部進(jìn)行，需需要提交《復(fù)復(fù)審報(bào)告》，，由項(xiàng)目經(jīng)理理組織外部復(fù)審，邀邀請客戶代表表、技術(shù)經(jīng)理理參加，需要要提交正式的的《復(fù)審計(jì)劃劃書》、《復(fù)復(fù)審會(huì)議紀(jì)要要》、《復(fù)審審意見表》、、《復(fù)審報(bào)告告》，只有里里程碑和基線線變更才需要要進(jìn)行外部復(fù)復(fù)審，由項(xiàng)目目經(jīng)理組織在項(xiàng)目進(jìn)行的的不同階段，，先后出現(xiàn)了了一些異常情情況，請根據(jù)據(jù)情況回答問問題. 在項(xiàng)目進(jìn)進(jìn)行了1個(gè)月月后，發(fā)現(xiàn)需需求中要求實(shí)實(shí)現(xiàn)與電力、、交通、自來來水等等十二二個(gè)公司之間間已經(jīng)建成的的監(jiān)控系統(tǒng)之之間進(jìn)行數(shù)據(jù)據(jù)交換，這些些系統(tǒng)具有不不同的物理數(shù)數(shù)據(jù)庫，不同同的傳輸協(xié)議議，不同的文文件格式，在在技術(shù)上存在在很大的困難難，這是原先先沒有預(yù)計(jì)到到的。在項(xiàng)目進(jìn)行到到4個(gè)月后，，在質(zhì)量審計(jì)計(jì)活動(dòng)中發(fā)現(xiàn)現(xiàn)大部分項(xiàng)目目都存在不同同程度的質(zhì)量量問題，導(dǎo)致致項(xiàng)目管理者者處于矛盾之之中：如果返返工，則開發(fā)發(fā)進(jìn)度嚴(yán)重推推延；但是如如果繼續(xù)下去去，可能導(dǎo)致致最終產(chǎn)品不不合格，從而而需要更多的的試運(yùn)行時(shí)間間，最后進(jìn)度度還是拖延在項(xiàng)目進(jìn)行到到6個(gè)月后，，開始出現(xiàn)開開發(fā)進(jìn)度拖延延問題，6月月初幾乎每一一個(gè)計(jì)劃中任任務(wù)都拖延半半天到一天，，到6月下旬旬計(jì)劃開始拖拖延三天甚至至一周請仔細(xì)分析這這三種情況，，并分別制訂訂具體的行動(dòng)動(dòng)計(jì)劃以上三種現(xiàn)象象是軟件項(xiàng)目目常見的問題題，即沒有預(yù)預(yù)料的技術(shù)障障礙、質(zhì)量問問題和進(jìn)度拖拖延。對于第一個(gè)問問題，客觀原原因是缺乏技技術(shù)經(jīng)驗(yàn)，主主觀原因是工工作量度量和和風(fēng)險(xiǎn)控制計(jì)計(jì)劃不當(dāng)造成成的，碰到這這種情況，不不僅需要進(jìn)行行技術(shù)攻關(guān)，，而且需要對對原有項(xiàng)目開開發(fā)計(jì)劃的所所有內(nèi)容重新新進(jìn)行評估，，看來拖延是是不可避免的的，這也是項(xiàng)項(xiàng)目組最艱難難的時(shí)期。對于第二個(gè)問問題，導(dǎo)致的的原因可能是是多方面的（（進(jìn)度太緊、、獎(jiǎng)懲機(jī)制、、管理者能力力）。首先應(yīng)應(yīng)對整個(gè)項(xiàng)目目組的生產(chǎn)率率進(jìn)行評估，，根據(jù)評估結(jié)結(jié)論決定是否否降低質(zhì)量標(biāo)標(biāo)準(zhǔn)，如果項(xiàng)項(xiàng)目組的生產(chǎn)產(chǎn)率完全適應(yīng)應(yīng)質(zhì)量計(jì)劃，，則說明人為為因素導(dǎo)致質(zhì)質(zhì)量下降對于第三個(gè)問問題，明顯是是屬于進(jìn)度計(jì)計(jì)劃和工作任任務(wù)分解不合合理造成的，，主要是指在在制訂計(jì)劃時(shí)時(shí)忽略了最早早完成和最晚晚完成之間的的差，從而失失去了控制進(jìn)進(jìn)度的余地，，只有重新修修正進(jìn)度和分分解任務(wù)，使使得并行程度度更高，才能能趕回進(jìn)度，，否則拖延是是不可避免的的進(jìn)度拖延了XX公司是一一家專門從事事系統(tǒng)集成和和應(yīng)用軟件開開發(fā)的公司，，公司目前有有員工50多多人，公司有銷售部部、軟件開發(fā)發(fā)部、系統(tǒng)網(wǎng)網(wǎng)絡(luò)部等業(yè)務(wù)務(wù)部門，其中中銷售部主要要負(fù)責(zé)進(jìn)行公公司服務(wù)和產(chǎn)產(chǎn)品的銷售工工作，他們會(huì)會(huì)將公司現(xiàn)有有的產(chǎn)品推銷銷給客戶，同同時(shí)也會(huì)根據(jù)據(jù)客戶的具體體需要，承接接應(yīng)用軟件的的研發(fā)項(xiàng)目，，然后將此項(xiàng)項(xiàng)目移交給軟軟件開發(fā)部，，進(jìn)行軟件的的研發(fā)工作。。軟件開發(fā)部部共有開發(fā)人人員有18人人，主要是進(jìn)進(jìn)行軟件產(chǎn)品品的研發(fā)，及及客戶應(yīng)用軟軟件的開發(fā)。。

經(jīng)過過近半年的跟跟蹤后，今年年元旦，銷售售部門與某銀銀行簽訂了一一個(gè)銀行前置置機(jī)的軟件系系統(tǒng)的項(xiàng)目，，合同規(guī)定，，5月1日之之前系統(tǒng)必需需完成，并且且進(jìn)行試運(yùn)行行。在合同鑒鑒定后，銷售售部門將此合合同移交給了了軟件開發(fā)部部，進(jìn)行項(xiàng)目目的實(shí)施。A被被指定為這個(gè)個(gè)項(xiàng)目的項(xiàng)目目經(jīng)理，A做做過5年的金金融系統(tǒng)的應(yīng)應(yīng)用軟件研發(fā)發(fā)工作，有較較豐富的經(jīng)驗(yàn)驗(yàn)，可以作系系統(tǒng)分析員，，系統(tǒng)設(shè)計(jì)，，但作為項(xiàng)目目經(jīng)理還是第第一次。另外外項(xiàng)目組還有有另外4名成成員，1個(gè)個(gè)系統(tǒng)分析員員，2個(gè)有1年工作經(jīng)驗(yàn)驗(yàn)的程序員，，1個(gè)技術(shù)專專家（不太熟熟悉業(yè)務(wù)）。。項(xiàng)目組的成成員均全程參參加項(xiàng)目。在在被指指定負(fù)責(zé)這個(gè)個(gè)項(xiàng)目后，A制定了項(xiàng)目目的進(jìn)度計(jì)劃劃，簡單描述述如下為：1)1月月10日～1月20日需需求分析2)1月21日～2月月25日系統(tǒng)統(tǒng)設(shè)計(jì)，包括括概要設(shè)計(jì)和和詳細(xì)設(shè)計(jì)3)2月月26日～4月10日編編碼

4)4月11日日～4月30日系統(tǒng)測試試

5)5月1日試運(yùn)運(yùn)行但在2月17日A檢查工工作時(shí)發(fā)現(xiàn)詳詳細(xì)設(shè)計(jì)剛剛剛開始，2月月25日肯定定完不成系統(tǒng)統(tǒng)設(shè)計(jì)，您建議A應(yīng)該該如何做？他他在項(xiàng)目的管管理中有問題題嗎？應(yīng)思考的問題題：1.拖延的原原因是什么？？責(zé)任人是誰誰？2.有風(fēng)險(xiǎn)管管理計(jì)劃嗎？？風(fēng)險(xiǎn)計(jì)劃中中是否考慮了了進(jìn)度拖延問問題？3.如何更準(zhǔn)準(zhǔn)確的估算和和安排工作量量和時(shí)間進(jìn)度度問題的思考結(jié)結(jié)果：1.存在過度度設(shè)計(jì)；項(xiàng)目目估算偏差；；過程模型選選擇錯(cuò)誤；前前期計(jì)劃缺乏乏與用戶非技技術(shù)交流2.沒有，前前期計(jì)劃不完完整3.需要有專專門人員重新新進(jìn)行工作量量和時(shí)間進(jìn)度度估算，充分分利用歷史項(xiàng)項(xiàng)目信息解決方案：1.改瀑布型型過程模型為為快速原型法法；安排項(xiàng)目目經(jīng)理、系統(tǒng)統(tǒng)分析員和專專家加班重新新計(jì)算工作量量和進(jìn)度;重重新分解關(guān)鍵鍵任務(wù)，增加加并行度；確確定增加人手手能否改善目目前狀況2.協(xié)調(diào)銷售售部門幫助聯(lián)聯(lián)系用戶，增增強(qiáng)與用戶方方非技術(shù)方面面的溝通3.在2的前前提下縮減設(shè)設(shè)計(jì)復(fù)雜度4.重要的是是，對1、2、3的成果果進(jìn)行正式審審計(jì)工作，并并邀請用戶加加入評審組請對以下問題題展開討論，，并制訂系統(tǒng)統(tǒng)開發(fā)計(jì)劃書書1.編寫一個(gè)個(gè)簡要的系統(tǒng)統(tǒng)描述，用簡簡潔的語言說說明這個(gè)項(xiàng)目目要做什么（（項(xiàng)目目標(biāo)））以及項(xiàng)目最最終的軟件產(chǎn)產(chǎn)品有什么2.使用什么么技術(shù)路線開開發(fā)系統(tǒng)，開開發(fā)系統(tǒng)需要要多大的工作作量（人月或或者LOC））3.你認(rèn)為在在項(xiàng)目開發(fā)過過程中會(huì)產(chǎn)生生哪些不利因因素，怎樣避避免這些不利利因素的產(chǎn)生生4.為你們小小組的項(xiàng)目制制訂一個(gè)進(jìn)度度時(shí)間表5.根據(jù)時(shí)間間表確定項(xiàng)目目里程碑，并并說明在里