IT项目管理期末总结1Word文档格式.docx
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IT项目管理期末总结1Word文档格式.docx
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4facilitatingknowledgeareasarethemeansthroughwhichtheprojectobjectivesareachieved(humanresources,communication,risk,andprocurementmanagement
1knowledgearea(projectintegrationmanagement)affectsandisaffectedbyalloftheotherknowledgeareas
Allknowledgeareasareimportant!
WhatHelpsProjectsSucceed?
1.Executivesupport
2.Userinvolvement
3.Experiencedproject
manager
4.Clearbusinessobjectives
5.Minimizedscope
6.Standardsoftware
infrastructure
7.Firmbasicrequirements
8.Formalmethodology
9.Reliableestimates
10.Othercriteria,suchas
smallmilestones,proper
planning,competent
staff,andownership
WhattheWinnersDo…
Recentresearchfindingsshowthatcompaniesthatexcelinprojectdeliverycapability:
Useanintegratedprojectmanagementtoolbox(usestandard/advancedPMtools,lotsoftemplates)
Growprojectleaders,emphasizingbusinessandsoftskills
Developastreamlinedprojectdeliveryprocess
Measureprojecthealthusingmetrics,likecustomersatisfactionorreturnoninvestment
SuggestedSkillsforProjectManagers
TheProjectManagementBodyofKnowledge
Applicationareaknowledge,standards,andregulations
Projectenvironmentknowledge
Generalmanagementknowledgeandskills
Softskillsorhumanrelationsskills
TheRoleoftheProjectManager
Jobdescriptionsvary,butmostincluderesponsibilitieslikeplanning,scheduling,coordinating,andworkingwithpeopletoachieveprojectgoals
Rememberthat97%ofsuccessfulprojectswereledbyexperiencedprojectmanagers,whocanoftenhelpinfluencesuccessfactors
ImportanceofLeadershipSkills
Effectiveprojectmanagersprovideleadershipbyexample
Aleaderfocusesonlong-termgoalsandbig-pictureobjectiveswhileinspiringpeopletoreachthosegoals
Amanagerdealswiththeday-to-daydetailsofmeetingspecificgoals
Projectmanagersoftentakeontheroleofbothleaderandmanager
CHAPTER2
Asystemsapproachemergedinthe1950stodescribeamoreanalyticalapproachtomanagementandproblemsolving
Threepartsinclude:
Systemsphilosophy:
anoverallmodelforthinkingaboutthingsassystems
Systemsanalysis:
problem-solvingapproach
Systemsmanagement:
addressbusiness,technological,andorganizationalissuesbeforemakingchangestosystems
UnderstandingOrganization:
Structuralframe:
Focusesonrolesandresponsibilities,coordinationandcontrol.Organizationchartshelpdefinethisframe.
Humanresourcesframe:
Focusesonprovidingharmonybetweenioftheorganizationandneedsofpeople.
Politicalframe:
Assumesorganizationsarecoalitionscomposedofvariedindividualsandinterestgroups.Conflictandpowerarekeyissues.
Symbolicframe:
Focusesonsymbolsandmeaooningsrelatedtoevents.Cultureisimportant
Basicorganizationstructures:
Functional:
functionalmanagersreporttotheCEO
Project:
programmanagersreporttotheCEO
Matrix:
middlegroundbetweenfunctionalandprojectstructures;
personneloftenreporttotwoormorebosses;
structurecanbeweak,balanced,orstrongmatrix
Projectlifecycle:
Aprojectlifecycleisacollectionofprojectphasesthatdefines:
Whatworkwillbeperformedineachphase
Whatdeliverableswillbeproducedandwhen
Whoisinvolvedineachphase
Howmanagementwillcontrolandapproveworkproducedineachphase
Adeliverableisaproductorserviceproducedorprovidedaspartofaproject
Productlifecycles:
Productsalsohavelifecycles
TheSystemsDevelopmentLifeCycle(SDLC)isaframeworkfordescribingthephasesinvolvedindevelopingandmaintaininginformationsystems
Systemsdevelopmentprojectscanfollow
Predictivelifecycle:
thescopeoftheprojectcanbeclearlyarticulatedandthescheduleaodcostcanbepredicted
AdaptiveSoftwareDevelopment(ASD)lifecycle:
requirementscannotbeclearlyexpressed,projectsaremissiondrivenandcomponentbased,usingtime-basedcyclestomeettargetdates
Waterfallmodel:
haswell-defined,linearstagesofsystemsdevelopmentandsupport
Spiralmodel:
showsthatsoftwareisdevelopedusinganiterativeorspiralapproachratherthanalinearapproach
Incrementalbuildmoduel:
providesforprogressivedevelopmentofoperationalsoftware
Prototypingmodel:
usedfordevelopingprototypestoclarifyuserrequirements
RapidApplicationDevelopment(RAD)model:
usedtoproducesystemsquicklywithoutsacrificingquality
Howtopmanagementcanhelpmanager:
Providingadequateresources
Approvinguniqueprojectneedsinatimelymanner
Gettingcooperationfromotherpartsoftheorganization
Mentoringandcoachingonleadershipissues
CHAPTER4
Projectintegrationmanagementprocesses:
1.Developtheprojectcharter:
workingwithstakeholderstocreatethedocumentthatformallyauthorizesaproject—thecharter
2.Developtheprojectmanagementplan:
coordinatingallplanningeffortstocreateaconsistent,coherentdocument—theprojectmanagementplan
3.Directandmanageprojectexecution:
carryingouttheprojectmanagementplanbyperformingtheactivitiesincludedinit
4.Monitorandcontroltheprojectwork:
overseeingprojectworktomeettheperformanceobjectivesoftheproject
5.Performintegratedchangecontrol:
coordinatingchangesthataffecttheproject’sdeliverablesandorganizationalprocessassets
6.Closetheprojectorphase:
finalizingallprojectactivitiestoformallyclosetheprojectorphase
UP-TO-DOWN
MethodsforSelectingProjects
Thereareusuallymoreprojectsthanavailabletimeandresourcestoimplementthem
Methodsforselectingprojectsinclude:
Focusingonbroadorganizationalneeds
Categorizinginformationtechnologyprojects
Performingnetpresentvalueorotherfinancialanalyses
Usingaweightedscoringmodel
Implementingabalancedscorecard
Netpresentvalue(NPV)analysisisamethodofcalculatingtheexpectednetmonetarygainorlossfromaprojectbydiscountingallexpectedfuturecashinflowsandoutflowstothepresentpointintime
ProjectswithapositiveNPVshouldbeconsiderediffinancialvalueisakeycriterion
ThehighertheNPV,thebetter
Returnoninvestment(ROI)iscalculatedbysubtractingtheprojectcostsfromthebenefitsandthendividingbythecosts
ROI=(totaldiscountedbenefits-totaldiscountedcosts)/discountedcosts
ThehighertheROI,thebetter
Thepaybackperiodistheamountoftimeitwilltaketorecoup,intheformofnetcashinflows,thetotaldollarsinvestedinaproject
Paybackoccurswhenthenetcumulativediscountedbenefitsequalsthecosts
Aweightedscoringmodelisatoolthatprovidesasystematicprocessforselectingprojectsbasedonmanycriteria
Identifycriteriaimportanttotheprojectselectionprocess
Assignweights(percentages)toeachcriterionsotheyaddupto100%
Assignscorestoeachcriterionforeachproject
Multiplythescoresbytheweightsandgetthetotalweightedscores
Thehighertheweightedscore,thebetter
Aprojectcharterisadocumentthatformallyrecognizestheexistenceofaprojectandprovidesdirectionontheproject’sobjectivesandmanagement
Aprojectmanagementplanisadocumentusedtocoordinateallprojectplanningdocumentsandhelpguideaproject’sexecutionandcontrol
Planscreatedintheotherknowledgeareasaresubsidiarypartsoftheoverallprojectmanagementplan
Abaselineistheapprovedprojectmanagementplanplusapprovedchanges
Integratedchangecontrol:
Threemainobjectivesare:
1.Influencingthefactorsthatcreatechangestoensurethatchangesarebeneficial
2.Determiningthatachangehasoccurred
3.Managingactualchangesastheyoccur
ClosingProjectsandPhases
Tocloseaprojectorphase,youmustfinalizeallactivitiesandtransferthecompletedorcancelledworktotheappropriatepeople
Mainoutputsinclude:
Finalproduct,service,orresulttransition
Organizationalprocessassetupdates
CHAPTER5
Projectscopemanagementincludestheprocessesinvolvedindefiningandcontrollingwhatisorisnotincludedinaproject
Processes:
1.Collectingrequirements:
defininganddocumentingthefeaturesandfunctionsoftheproductsproducedduringtheprojectaswellastheprocessesusedforcreatingthem
2.Definingscope:
reviewingtheprojectcharter,requirementsdocuments,andorganizationalprocessassetstocreateascopestatement
3.CreatingtheWBS:
subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents
4.Verifyingscope:
formalizingacceptanceoftheprojectdeliverables
5.Controllingscope:
controllingchangestoprojectscopethroughoutthelifeof
theproject
Methodofcollectingrequirement:
Interviewing
Focusgroupsandfacilitatedworkshops
Usinggroupcreativityanddecision-makingtechniques
Questionnairesandsurveys
Observation
Prototyping
Softwaretools
Definingscope:
Keyinputsforpreparingtheprojectscopestatementincludetheprojectcharter,requirementsdocumentation,andorganizationalprocessassetssuchaspoliciesandproceduresrelatedto
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