软件项目管理2019复习笔记

Chiichen大约 15 分钟

2019IT 项目管理复习笔记 Ver3.0（终版）

Ver3.0 整理日期：2019/11/29（终版，不再更新）

修改说明：Ver2.0 额外补充了部分知识点以及修正了部分拼写错误，Ver2.1 添加了必需的额外的中文翻译以及再次修正部分拼写错误，Ver3.0 再次添加了部分知识点，现在已经相对比较完备了，以及修正了部分拼写错误

注：整理不易，大家可以在这个基础上自行调整优化笔记，内容不全，3.0 版本的内容相对还是比较详细的了，⭐ 标记是笔者认为的重点，笔者建议复习的时候可以这份笔记为主，前提是已经看过一遍 PPT 或者书本！有需要的同学另外还要附加其他资料去看。转载请标明原作者和相关文档链接

虽然我也不知道还会不会出名词解释题 5555，大家最好还是看看叭 👇

⭐1.Project（去年已出）

A project is a temporary endeavor undertaken to create a unique product, service, or result.

⭐2.Project Management

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

3.CMMI（去年已出）

Capability Maturity Model Integration（能力成熟度模型集成）is a process improvement approach that provides organizations with the essential elements of effective processes.

The capability levels of the CMMI are:

Incomplete、Performed、Managed、Defined、Quantitatively managed、Optimizing

4.DMAIC（去年已出）

Define、Measure、Analyze、Improve、Control：A systematic, closed-loop process for continued improvement that is scientific and fact based.

⭐5.Scope baseline（去年已出）

The approved project scope statement and its associated WBS and WBS dictionary.

⭐6.Cost baseline

A time-phased budget that project managers use to measure and monitor cost performance.

⭐7.Deliverable（应交付的产品）

A product or service, such as a technical project, a training session, a piece of hardware, or a segment of software code, produced or provided as part of a project.

8.PMI

Project Management Institute. An international professional society for project managers.

⭐9.PMP

Project Management Professional. Certification provided by PMI that requires documenting project experience and education, agreeing to follow the PMI code of ethics, and passing a comprehensive exam.

10.PMO

Project Management Office. An organizational group responsible for coordinating the project management functions throughout an organization.

11.CCB

Change Control Board is a formal group of people responsible for approving or rejecting changes to a project.

⭐12.Configuration management

Configuration management ensures that the descriptions of the project's products are correct and complete.

13.WBS

A work breakdown structure is a deliverable-oriented grouping of thr work involved in a project that defines its total scope.

⭐14.Work package（工作包）

A work package is a task at the lowest level of the WBS

15.WBS dictionary

A WBS dictionary is a document that provides detailed information about each WBS item.

16.Milestone

A milestone on a project is a significant event that normally has no durations.

⭐17.SOW（工作说明书）

The statement of work is a description of the work required for the procurement.

18.RFP(Request for Proposal)

A RFP is a document used to solicit（索求，请求） proposals from prospective suppliers. A proposal is a document prepared by a seller when there are different approaches for meeting buyer needs.

A RFQ is a document used to solicit quotes or bids（投标，买方的出价） from prospective suppliers. A bid, also called a tender or quote(short for quotation), is a document prepared by sellers to provide pricing for standard items that the buyer has clearly defined.

20.SWOT analysis

Analyzing Strengths, Weaknesses, Opportunities, and Threats

21.SDLC

A systems development life cycle is a framework for describing the phases of developing information systems.

Some predictive SDLC models:The waterfall life cycle、 The spiral life cycle、 The incremental build life cycle

⭐22.Six Sigma

A comprehensive and flexible system for achieving,sustaining and maximizing business success.

The target for perfection is the achievement of no more than 3.4 defects per million opportunities

⭐23.Resource Leveling

A technique for resolving resource conflicts by delaying tasks.

24.Tracking Gantt Chart

A gantt chart that compares planned and actual project schedule information.The planned schedule dates for activities are called the baseline dates, and the entire approved planned schedule is called the schedule baseline.

25.Decomposition

Subdividing project deliverables into smaller pieces.

26.Scrum 图相关（去年已出）

Product backlog（产品订单）、Sprint backlog（冲刺订单）、Potentially shippable product increment（潜在可交付产品增量）、（Burndown Chart 燃尽图）

27.Organizational culture

A set of shared assumptions,values,and behaviors that characterize the functioning of an organization.

⭐28.Quality Assurance（质量保证）

QA includes all of the activities related to satisfying the relevant quality standards for a project.Another goal of QA is continuous quality improvement.

29.Critical Chain Scheduling

A method that considers limited resources when creating a project schedule and includes buffers to protect the project completion date.

⭐30.Program

A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

31.CPM

Critical Path Method is a network diagramming technique used to predict total project duration.

The Critical Path is the longest path, it represents the shortest time required to complete a project

⭐32.Project Charter

A document that formally recognizes the existence of a project and provides direction on the project's objectives and management.

33.Project life cycle

A collection of project phases

⭐34.Risk Utility

The amount of satisfaction or pleasure received from a potential payoff.

⭐35.Resource Loading

The amount of individual resources that an existing schedule requires during specific time periods.

⭐36.ISO 9000

A quality system standard developed by the ISO, is a thee-part, continuous cycle of planning, controlling, and documenting quality in an organization.

⭐37.Scope Validation

Scope validation involves acceptance of the completed project deliverables. This acceptance is often achieved by a customer inspection and then sign-off on key deliverables.

38.SMART criteria

The SMART criteria are guidelines suggesting that milestones should be:

Specific
Measureable
Assignable
Realistic
Time-framed

Project portfolio management addressed strategic goals of an organization, while project management addresses tactical goals

Project Stakeholder Management

1.Initiating:Identify stakeholders

2.Planning:Plan stakeholder management

3.Executing:Manage stakeholder engagement

4.Monitoring and Controlling:Control stakeholder engagement

Project Procure Management

1.Planning:Plan procurement management

2.Executing:Conduct procurements

3.Monitoring and Controlling:Control procurements

4.Closing:Close procurements

⭐Project Risk Management

1.Planning:Plan risk management、Identify risks、Perform qualitattive risk analysis、Perform quantitative risk analysis、Plan risk responses

2.Monitoring and Controlling:Control risks

Project Communication Management

1.Planning:Plan communications management

2.Executing:Manage communications

3.Monitoring and Controlling:Control communications

⭐Project Human Resource Management

1.Planning:Plan human resource management

2.Executing:Acquire project team、Develop project team

3.Monitoring and Controlling:Manage project team

⭐Project Quality Management（去年已出）

1.Planning:Plan quality management

2.Executing:Perform quality assurance

3.Monitoring and Controlling:Perform quality control

Project Cost Management

1.Planning:Plan cost management、Estimate costs、Determine budget

2.Monitoring and Controlling:Control costs

⭐Project Time Management

1.Planning:Plan schedule management、Define activities、Sequence activities、Estimate activity resources、Estimate activity durations、Develop schedule

2.Monitoring and Controlling:Control schedule

Project Scope Management

1.Planning:Plan scope management、Collect requirements、Define scope、Create WBS

2.Monitoring and Controlling:Validate scope、Control scope

⭐Project Integration Management

1.Initiating: Develop project charter

2.Planning: Develop project management plan

3.Executing: Direct management project work

4.Monitoring and Controlling: Montor and Control project work、Perform integrated change control

5.Closing: Close project or phase

项目组织结构（书本 Ch2）

Functional

按职能来组织部门分工，从高层到基层，均把承担相同职能的管理业务及人员集中在一起，设置响应的部门和职务

functional managers report to the CEO

Project

按项目来组织部分分工，分配资源

program managers report to the CEO

Matrix

结构与特征是职能型与项目型的混合体

middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrix

The framework for defining and assigning work

Finalizing the project requirements.
Defining how the work will be accomplished.
Breaking down the work into manageable elements.
Assigning work responsibilities.

⭐Performing Integrated Change Control

集成变更控制

The three main objectives of integrated change control are:

Influencing the factors that create changes to ensure that changes are beneficial
Determining that a change has occurred
Managing actual changes as they occur.

Three basic reasons for creating dependencies among project activities

Mandatory dependencies （强制依赖）are inherent in the nature of the work beinf performed on a project.(hard logic)
Discretionary dependencies （任意性依赖）are defined by the project team.(soft logic)
External dependencies （外部依赖）involve relationships between project and non-project activities.

Methods for Selecting Projects

Focusing on broad organizational needs
Categorizing IT projects
Performing net present value or other financial analyses
Using a weighted score model
Implementing a balanced scorecard

Approaches to Developing WBS

Using guidelines
The analogy approach
The top-down approach
The bottom-up approach
The mind-mapping approach

⭐PERT

PERT weighted average = (optimistic time+4*most likely time+pessimistic time)/6

⭐EVM 计算

Term	Formula
Earned Value(EV)	EV=PV to date * RP
Cost Variance(CV)	CV=EV-AC
Schedule Variance(SV)	SV=EV-PV
Cost Performance Variance(CPI)	CPI=EV/AC
Schedule Performance Variance(SPI)	SPI=EV/PV
Estimate at completion(EAC)	EAC=BAC/CPI
Estimated time to complete	Original time estimate/SPI

PV: Planned Value, also called the budget, is the portion of the approved total cost estimate planned to be spent on an activity during a given period.

AC: Actual Cost, is the total direct and indirect costs incurred in accomplishing work on an activity during a given period.

EV: Earned Value, is an estimate of the value of the physical work actually completed.

RP: The rate of performance, is the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity.

如果 CV、SV、CPI、SPI 是负数，那么这个项目就会出现成本方面的问题

Number Of Communication Channels

n(n-1)/2

Two methods to shorten the project schedule

Crashing（赶工）：Making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.
Fast tracking（快速跟进）：Involves doing activities in parallel that you would normally do in sequence.

成本管理部分名词

Tangible costs or benefits （有形）can easily be measured in dollars.

Intangible costs or benefits （无形）are difficult to measure in monetary terms.

Direct costs can be directly related to creating the products and services of the project.

Indirect costs are not directly related to the products or services of the project, but are indirectly related to performing the project.

Sunk cost （沉没成本）is money that has been spent in the past.

Reserves （储备金）are dollar amounts included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict.

Contingency reserves （应急储备金）allow for future situations that may be partially planned for(known unknowns) and are included in the project cost baseline.

Management reserves （预备方案）allow for future situations that are unpredictable(unknown unknowns).

⭐Pareto analysis is sometimes referred to as the 80-20 rule, meaning that 80 percent of problems are often due to 20 percent of the causes

Categorizing IT Projects

Problems are undesirable situations that prevent an organization from achieving its goals.
Opportunities are chances to improve the organization.
Directives are new requirements imposed by management, government, or some external influence.

Communication Methods

Interactive communication: Two or more people interact to exchange information via meetings, phone calls, or video conferencing.
Push Communication: Information is sent or pushed to recipients without their request via ... This method ensures that the information is distributed, but does not ensure that it was received or understood.
Pull Communication: Information is sent to recipients at their request via ...

⭐Monte Carlo Analysis(Simulation)

Assess the range for the variables being considered.
Determine the probability distribution of each variable.
For each variable, such as the time estimate for a task, select a random value based on the probability distribution for the occurence of the variable.
Run a deterministic analysis or one pass through the model using the combination of values selected for each of the variables.
Repeat Steps 3 and 4 many times to obtain the probability distribution of the model's results.

⭐ 项目时间管理计算大题解答步骤总结

先正推法求出所有活动的 ES、EF

再反推法求出所有活动的 LS、LF

对于总时差（Total Float），计算公式为：ES-LS 或 EF-LF

对于自由时差（Free Float)，计算公式为 min{ES1-EF0,ES2-EF0,...},1 号活动和 2 号活动都在 0 号活动之后

Four basic response strategies for negative risks

Risk avoidance: eliminating a specific threat, usually by eliminating its causes.
Risk acceptance: accepting the consequences if a risk occurs.
Risk transference: shifting the consequence of a risk and responsibility for its management to a third party.
Risk mitigation:（减轻，缓和）reducing the impact of a risk event by reducing the probability of its occurrence.

Four basic response strategies for positive risks

Risk exploitation: doing whatever you can to make sure the positive risk happens.
Risk sharing: allocating ownership of the risk to another party.
Risk enhancement: changing the size of the opportunity by identifying and maxmizing key drivers of the positive risk.
Risk acceptance: applies to positive risks when the project team does not take any actions toward a risk.

Motivation Theories

Intrinsic motivation : causes people to participate in an activity for their own enjoyment.
Extrinsic motivation : causes people to do something for a reward ot to avoid a penalty.

⭐Maslow's hierarchy of needs

From low to high:

Physiological、Safety、Social、Esteem、Self-Actualization

Three-sphere model for systems management

Business、Organization、Technology

⭐Suggestions for Improving Project Communications

Develop better communication skills
Run effective meetings
Use e-mail and other technologies effectively
Use templates for project communications

⭐Improving IT Project Quality

Establish leadership that promotes quality
Understand the cost of quality
Focus on organizational influences and workplace factors that effect quality
Follow maturity（成熟） models

⭐The four frames of organizations

Structural frame: Roles and responsibilities,coordination,and control. Organizational charts help describe this frame.
Human resources frame: Providing harmony between needs of the organization and needs of people.
Political frame: Coalitions composed of varied individuals and interest groups. Conflict and power are key issues.
Symbolic frame: Symbols and meanings related to events. Culture,language,traditions,and image are all parts of this frame.

Modern Quality Management

Requires customer satisfaction
Prefers prevention to inspection
Recognizes management responsibility for quality

⭐Benefits of Resource Leveling

When resources are used on a more constant basis, they require less management.
Resource leveling may enable project managers to use a just-in-time inventory type of policy for subcontractors or other expensive resources.
Resource leveling results in fewer problems for project personnel and accounting departments.

Tuckman Model

Forming、Storming、Norming、Performing、Adjourning (FSNPA)

PTA（采购管理）

PTA = （ceiling price-target price)/government share + target cost

Types of Contracts

Fixed-price or lump-sum contracts:involve a fixed total price for a well-defined product or service.
Cost-reimbursable contracts:involve payment to the supplier for direct and indirect actual costs.
Time and material(T&M)contracts:a hybrid of fixed-price and cost-imbursable contracts.

⭐ 几种合约对买方和卖方的风险

按顺序买方风险从高到低、卖方风险从低到高

CPPC、CPFF、CPIF、CPAF、FPI、FP-EPA、FFP

Gantt Chart(书本 P214 英文版)

The black diamond represents a milestone.
The thick black bars with arrows at the beginning and end represent summary tasks.
The light gray horizontal bars for Tasks... represent the duration of each individual task.
Arrows connecting these symbols show relationships or dependencies between tasks.

Tracking Gantt Chart（书本 P216 英文版）

The top horizontal bars represents the planned or baseline duration for each task. The bar below it represents the actual duration.
A white diamond represents a slipped milestone. A slipped milestone means the milestone activity was actually completed later than originally planned.
Percentages to the right of the horizontal bars display the percentage of work completed for each task.

项目风险管理部分名词

Contingency plans are predefined actions that the project team will take if an identified risk event occurs.

Fallback plans are developed for risks that have a high impact on meeting project objectives, and are put into effect if attempts to reduce the risk do not work.

Contingency reserves or contingency allowances are provisions held by the project sponsor or organization to reduce the risk of cost or schedule over-runs to an acceptable level.

A risk register is a document that contains results of various risk management processes.

⭐Stakeholder Register

This document includes the following information:

Identification information
Assessment information
Stakeholder classification

Categorize Stakeholders

Unaware: Unaware of the project and its potential impacts on them
Resistant :Aware of the project yet resistant to change
Neutral : Aware of the project yet neither supportive nor resistant
Supportive : Aware of the project and supportive of change
Leading ：Aware of the project and its potential impacts and actively engaged in helping it succeed.

⭐Power/Interest Grid

Group stakeholders based on their level of authority(power) & concern(interest)

High power/High interest: Manage closely
High power/Low interest: Keep satisfied
Low power/High interest: Keep informed
Low power/Low interest: Monitor

Identify stakeholders

Internal stakeholders : Project sponsor,project team, support staff, internal customers for the project. Other internal stakeholders include top management, other functional managers, and other project managers because organizations have limited resources.
External stakeholders : Project's customers(if they are external to the organization), competitors, suppliers, and other external groups such as government officials and concerned citizens.

Risk utility function and risk preference

Risk-Averse : Utility rises at a decreasing rate. When more payoff or money is at stake, a person or organization gains less satisfaction from the risk, or has lower tolerance for the risk.
Risk-Seeking : High tolerance for risk, and their satisfaction increases when more payoff is at stake. A risk-seeking person prefers outcomes that are more uncertain and is often willing to pay a penalty to take risks.
Risk-Neutral : Achieves a balance between risk and payoff.

MBTI(Myer-Briggs Type Indicator)

Extrovert（外向）/Introvert（内向）(E/I)
Sensation/Intuition（直觉力）(S/N)
Thinking/Feeling(T/F)
Judgment/Perception（感知，洞察力）(J/P)

Based on their assertiveness（魄力，自信） and responsiveness（敏感性，灵敏度）

Drivers are proactive（积极主动的） and task-oriented
Expressives are proactive and people-oriented
Analyticals are reactive（回应的） and task-oriented
Amiables are reactive and people-oriented

⭐DISC Profile

左上方：Compliance（顺从，服从）（Blue） It
左下方：Steadiness（稳重，踏实）（Green） You
右上方：Dominance（支配，控制）（Red） I
右下方：Influence（支配力，控制力）（Yellow） We

People in opposite quadrants, such as Dominance and Steadiness or Influence and Compliance, can have problem understanding each other

⭐Human Resource:Power

Power is the ability to influence behavior to get people to do things they would not otherwise do.

Coercive power （强制权力） involves using punishment, threats, or other negative approaches to get people to do things they do not want to do.
Legitimate power （合法权力）is getting people to do things based on a position of authority.
Expert power involves using personal knowledge and expertise to get people to change their behavior.
Reward power involves using incentives（激励） to induce（诱使） people to do things.
Referent power （参照性权力）is based on a person's own charisma.（感召力，个人魅力）

Covey and Improving Effectiveness

Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize（统合综效）
Sharpen the saw（不断更新）

Prevention cost: The cost of planning and executing a project so that it is error-free or within an acceptable error range.
Appraisal cost: （鉴定成本，评估成本）The cost of evaluating processes and their outputs to ensure that a project is error-free or within an acceptable error range.
Internal failure cost: A cost incurred to correct an identified defect before the customer receives the product.
External failure cost: A cost that relates to all errors not detected and corrected before delivery to the customer.
Measurement and test equipment: The capital cost of equipment used to perform prevention and appraisal activities.

⭐Important scope aspects of IT projects that affect quality

Functionality is the degree to which a system performs its intended function. Features are the system's special characteristics that appeal to users.
System outputs are the screens and reports the system generates.
Performance addresses how well a product or service performs the customer's intended use.
Reliablity is the ability of a product or service to perform as expected under normal conditions.
Maintainability addresses the ease of performing maintenance on a product.

The cost of quality

The cost of conformance（一致，适应） plus the cost of nonconformance.

Conformance means delivering products that meet requirements and fitness for use.

The cost of nonconformance means taking responsibility for failures or not meeting quality expectations.

Herzberg’s Motivation-Hygiene Theory 赫茨伯格的激励--保健因素理论

他把影响工作满意的因素称为激励因素，把导致不满的因素称为保健因素。“保健”一词用于这些因素被认为只是用来避免产生不满，而又并不能提供满意感的维持因素。

McGregor’s Theory X and Theory Y 麦格雷戈的 X 理论和 Y 理论

信奉 X 理论的人认为，员工不喜欢并且设法逃避工作，为了使员工充分发挥工作效果来完成目标，经理必须进行强制监督、威胁并制定多种控制制度。他们认为他们认为普通的员工宁愿接受指挥而不愿承担责任，缺乏上进心，安于现状。
信奉 Y 理论的人则认为，人非天生懒惰和不喜欢工作，只是有时候需要放松和休息。最重要的奖励应是如马斯洛所说的，满足他们的尊重和自我实现需求。
麦格雷戈强烈建议经理在 Y 理论的指导下制定激励员工计划。

Thamhain and Wilemon’s Influence and Power 塞姆海恩和威利蒙的影响力和权力理论

塞姆海恩和威利蒙通过调查项目经理处理员工关系的方法，以及这些方法与项目成功之间的关系，找到了 9 种项目经理可用的影响基础。

Authority
Assignment
Budget
Promotion
Money
Penalty
Work challenge
Expertise
Friendship

Tools and techniques for managing project teams

Observation and conversation
Project performance appraisals
Interpersonal skills
Conflict management

⭐Five basic modes or strategies for handling conflicts

Confrontation:(对抗，对峙）项目经理会直接面对冲突，通过使用解决问题的方式让相关主体一起解决他们的分歧。这种方式也叫做问题解决模式。
Compromise:（折中，妥协）项目经理使用取舍来解决冲突。他们商量研究出解决方法，使辩论中的所有主体都能达成一致。
Smoothing:项目经理不强调或忽略分歧的地方，而强调有共识的领域。
Forcing:可以被看做是赢输的问题解决方式。项目经理提出自己的观点，有可能废弃其他观点。好斗或专制的主管或许会偏爱这种方式。
Withdrawal:项目经理会实际发生或潜在的争议中退出或撤出。这是最不希望出现的一种冲突控制方式。
more recent studies recognize a sixth conflict-handling mode:Collaborating

⭐Reporting Performance

Status reports describe where the project stands at a specific point in time
Progress reports describe what the project team has accomplished during a certain period of time