软件工程与项目管理软件工程与项目管理Software Development ManagementBeiHangBeiHang College of Software College of SoftwareOct. 2013- Nov. 2013Oct. 2013- Nov. 2013康一康一梅梅 kangyimeibuaa.edu.cnRequirement Experience of working in a software development environment is desirable but not essential.Our GoalWhat should be managed in software development?ProductRequirementDesignCodeDocumentProcessPeoplePlanningMonitoringandcontrolEstimating&MetricConfigurationmanagementQualitymanagementRiskmanagementTeambuildingTeamworkKey to successPeople is the most important factor.SkillsExperienceProfessionalismTeam workKey to successSoftware development is an economic task.CostFeatureProduct spiralKey to successSoftware development should be managed as an engineering project.Software engineeringProject managementIntroduction to Software EngineeringChapter 1Introduction to Software EngineeringIntroduction to Software EngineeringThestatisticsChaosReportStandishGroup1995365ITexecutivesinUScompaniesindiverseindustrysegments.8,380projectsaveragecostoverrun=189%averagetimeoverrun=222%.61%oforiginallyspecifiedfeaturesincluded?OverbudgetHome Office IT project millions over budget- LisaKelly12-01-2001AHomeOfficeITprojectrunbyBullInformationSystemsisexpectedtoblowitsbudgetbymillionsofpoundsandishamperedbyarestrictivecontract,accordingtoaleakedreport.TheNationalAuditOfficereport,dueintheSpring,isexpectedtorevealdamningevidencethattheprojecttoimplementtwosystems-theNationalProbationServiceInformationSystemsStrategy,andtheCaseRecordandManagementSystem-fortheprobationservicewillcost118mbytheendoftheyear,70percentoveritsoriginalbudget.http:/www.computing.co.uk/News/1116278Overbudget/OverscheduleNew air traffic system already obsolete BySteveRanger24-01-2002-www.vnunet.com/News/1128597NationalAirTrafficServices(Nats)isalreadylookingatreplacingthesystemsatitsnewcontrolcentreatSwanwickinHampshire,eventhoughthesystemdoesntbecomeoperationaluntilnextweek.Nowrunningsixyearslateand180moverbudget,thesystemwillcontrol200,000squaremilesofairspaceoverEnglandandWales,lookingaftertwomillionflightsayear.Itwillfinallygoliveon27January.Butlong-termplannersarealreadylookingatreplacingthesystems.Natstoldvnunet.comthatitplanstodothingsverydifferentlynexttimeinabidtoavoiddelays.Swanwickwasoriginallymeanttobeoperationalby1997,butproblemswiththedevelopmentofsoftwarebyLockheedMartincauseddelays,accordingtoNats.Air traffic control system crashes againhttp:/www.vnunet.com/News/113079110-04-2002Data Integrity HP LabsWehavejustfinishedastudythatshowshowuserinterfacedesignflawsallowusersonKazaatosharetheirpersonalfileswithouttheirknowledge.Inalaboratoryuserstudy,only2outof12subjectswereabletocorrectlydeterminethatKazaawassharingtheirentireharddrive.WelookedatthecurrentKazaanetworkanddiscoveredthatmanyusersaresharingpersonalinformationsuchasemailanddataforfinancialprogramssuchasMicrosoftMoney.ToseeifotherusersonKazaawereawareofthisandtakingadvantageofusersignorance,weranaKazaaclientfor24hourswithdummypersonalfiles.Duringthistime,filesnamedInbox.dbxandCreditCards.xlswheredownloadedfromourclientbyseveraluniqueusers.Thetechreportcanbeaccessedhere:http:/www.hpl.hp.com/shl/papers/kazaa/KazaaUsability.pdforfromourlabwebpageathttp:/www.hpl.hp.com/shl/Source:NathanGood,InformationDynamicsLab,HPLaboratories,PaloAltoData IntegrityCanadian account holders information was accessible, AP, 29 May 2002 A design flaw at a Fidelity Investments online service accessible to 300,000 people allowed Canadian account holders to view other customers account activity. The problem was discovered over the weekend by Ian Allen, a computer studies professor at Algonquin College in Ottawa. Fidelity said it had fixed the problem and was offering customers the option of changing account numbers. http:/www.msnbc.com/news/758979.asp Safety-LondonAmbulanceDispatchingSystemThe full introduction of the computer system effectively did away with the radio and telephone calls to stations, with the computer dispatching crews to answer calls. But within hours, during the morning rush, it became obvious to crews and control room staff that calls were going missing in the system; ambulances were arriving late or doubling up on calls. Distraught emergency callers were also held in a queuing system which failed to put them through for up to 30 minutes. Chris Humphreys, Nupes divisional officer, said that it was hard to verify how many people might have died because of the delays but it could be as many as 20. However, the ambulance service contradicted claims that one 14-year-old boy had died of an asthma attach after waiting 45 minutes. It said that the call was dealt with in 28 minutes - although the Patients Charter has a target of 14 minutes. A man of 83 was also said to have died before the service reverted to the old system at 2p.m. on Tuesday. Causes: assumed location of ambulances known, memory leak, operators left outFrom http:/128.240.150.127/Risks/13.88.html#subj1.1HumanErrorEDB Fellesdata AS runs the computer services of about half of Norways banks. On Thursday 2 Aug 2001, they apparently installed about 280 disks in their Hitachi storage. Then, instead of initializing the new disks, they initalized all their disks - thereby wiping out the entire warehouse. EDB Fellesdata itself declines to make any statements in the case pending further contact with their customers, the banks. They are considering lawsuits, but if one of their own employees made a user error, they may have a hard time of it. http:/www.digitoday.no/dtno.nsf/pub/dd20010807092448_er_28707255 (in Norwegian)ThreatstoHumanLifeVeryfamous(infamous)caseIn1986,twocancerpatientsattheEastTexasCancerCenterinTylerreceivedfatalradiationoverdosesfromtheTherac-25,acomputer-controlledradiation-therapymachine.Therewereseveralerrors,amongthemthefailure of the programmer to detect a race condition(i.e.,miscoordinationbetweenconcurrenttasks).vhttp:/www.byte.com/art/9512/sec6/art1.htmvManymanymore-Seehttp:/catless.ncl.ac.uk/RisksProgramming/testingErrorAriane5IttooktheEuropeanSpaceAgency10yearsand$7billiontoproduceAriane5,agiantrocketcapableofhurlingapairofthree-tonsatellitesintoorbitwitheachlaunchandintendedtogiveEuropeoverwhelmingsupremacyinthecommercialspacebusiness.AllittooktoexplodethatrocketlessthanaminuteintoitsmaidenvoyagescatteringfieryrubbleacrossthemangroveswampsofFrenchGuiana,wasasmallcomputerprogramtrying to stuff a 64-bit number into a 16-bit space.At39secondsafterlaunch,astherocketreachedanaltitudeoftwoandahalfmiles,aself-destructmechanismfinishedoffAriane5,alongwithitspayloadoffourexpensiveanduninsuredscientificsatellites.Thisdisintegrationhadbegunaninstantbefore,whenthespacecraftswervedoffcourseunderthepressureofthethreepowerfulnozzlesinitsboostersandmainengine.The rocket was making an abrupt course correction that was not needed, compensating for a wrong turn that had not taken place.Ariane5continuedSteeringwascontrolledbytheon-boardcomputer,whichmistakenlythoughttherocketneededacoursechangebecauseofthenumbers,whichinfactwereanerrormessage,comingfromtheinertialguidancesystem.Theguidancesystemhadinfactshutdown36.7secondsafterlaunch,whentheguidancesystemsowncomputertriedtoconvertonepieceofdata-thesidewaysvelocityoftherocket-froma64-bitformattoa16-bitformat=overflowerror.When the guidance system shut down, it passed control to an identical, redundant unit, which was there to provide backup in case of just such a failure. Guess what - the second unit (having the same software) failed too.Inanearlierdesigndecision,theprogrammershaddecidedthatthisparticularvelocityfigurewouldneverbelargeenoughtocausetrouble.Afterall,itneverhadbeenbefore.BUTAriane5wasafasterrocketthanAriane4.Oneextraabsurdity:thecalculationcontainingthebugactuallyservednopurposeoncetherocketwasintheair.Itsonlyfunctionwastoalignthesystembeforelaunch.Soitshouldhavebeenturnedoff.Whydoessoftwarefail(Charette1989)1.Terminated for convenience/ non-performance of contract.2.Completed but the system is not deployed as users cannot or will not use it.3.Completed but the system does not meet the originally promised cost.4.Completed but the system does not meet the originally promised schedule.5.Completed but the system does not meet the originally promised quality.6.Completed but the system does not meet the originally promised capability.7.Completed but the system could not be evolved in a cost-effective mannerWhatmakessoftwarespecial?The main differences in software engineering compared to otherengineeringdisciplinesarelistedBSI,1995.1.Itisdifficultforacustomertospecifyrequirementscompletely.2.It is difficultfor the supplier to understand fully the customerneeds.3.Indefiningandunderstandingrequirements,especiallychangingrequirements, large quantities of information need to becommunicatedandassimilatedcontinuously.4.Softwareisseeminglyeasytochange.5.Softwareisprimarilyintangible;muchoftheprocessofcreatingsoftware is also intangible, involving experience, thought andimagination.6.ItisdifficulttotestsoftwareexhaustivelyA Solution - Software Engineering:Greateremphasisonsystematicdevelopment.Computerassistanceforsoftwaredevelopment(CASE)AconcentrationonfindingouttheusersrequirementsFormal/SemiFormalspecificationoftherequirementsofasystemDemonstrationofearlyversionofasystem(prototyping)GreateremphasesontryingtoensureerrorfreecodeSoftware Engineering Definitions: Simple Definition: Designing, building and maintaining large software systemsOthers:Software engineering is concerned with the theories, methods and tools for developing, managing and evolving software products I. SommervilleThe practical application of scientific knowledge in the design and construction of computer programs and the associated documentation required to develop, operate and maintain them B.W.BoehmThe establishment and use of sound engineering principles in order to obtain economically software that is reliable and works efficiently on real machines F.L.BauerWhatisSoftwareEngineering?Software engineering is the systematic approach to the development, operation, maintenance and retirement of software.The term software engineering is an acknowledgement of the challenges associated with large-scale, high-quality software.Cooperation between developers, clients and usersSize and complexitySoftware must evolveover timeA software engineer must use the principle of computer science, engineering, design, management, psychology, sociology and other disciplies where necessary to design and manage large software systemsWHAT IS SOFTWARE ENGINEERING?TheIEEEComputerSocietydefinessoftwareengineeringas:(1)Theapplicationofasystematic,disciplined,quantifiableapproachtothedevelopment,operation,andmaintenanceofsoftware;thatis,theapplicationofengineeringtosoftware.(2)Thestudyofapproachesasin(1).Software EngineeringIntroduction to Software EngineeringIntroduction to Software EngineeringSoftware EngineeringIntroduction to Software EngineeringIntroduction to Software Engineering SWEBOK定义的软件工程知识域定义的软件工程知识域软件需求软件需求Software Requirements软件设计软件设计Software Design软件构造软件构造Software Construction软件测试软件测试Software Testing软件维护软件维护Software Maintenance软件配置管理软件配置管理Software Configuration Management软件工程管理软件工程管理Software Engineering Management软件工程过程软件工程过程Software Engineering Process软件工程工具和方法软件工程工具和方法Software Engineering Tools and Methods软件质量软件质量Software QualitySoftware EngineeringIntroduction to Software EngineeringIntroduction to Software Engineering 软件工程相关学科软件工程相关学科计算机工程计算机工程Computer Engineering计算机科学计算机科学Computer Science管理管理Management数学数学Mathematics项目管理项目管理Project Management质量管理质量管理Quality Management软件人类工软件人类工程学程学Software Ergonomics系统工程系统工程System EngineeringSoftware EngineeringIntroduction to Software EngineeringIntroduction to Software EngineeringSoftware EngineeringIntroduction to Software EngineeringIntroduction to Software EngineeringSoftware EngineeringIntroduction to Software EngineeringIntroduction to Software Engineering定义定义1.1.科学科学( (物理科学物理科学):):是一个理性的、按照一定方法理解是一个理性的、按照一定方法理解自然的过程，其主要目标是获得一定的预测能力或自然的过程，其主要目标是获得一定的预测能力或解决问题的能力。解决问题的能力。2.2.工程：是利用自然规律创建至少能使一部分人受益工程：是利用自然规律创建至少能使一部分人受益的系统。的系统。3.3.决策：决策：不可更改的资源分配。为一个工程系统如计不可更改的资源分配。为一个工程系统如计算机或汽车选择设计参数的过程就是分配资源。设算机或汽车选择设计参数的过程就是分配资源。设计是一个决策的过程，选择设计参数就是指定决策。计是一个决策的过程，选择设计参数就是指定决策。4. 4.系统工程：把工程设计视为决策指定过程的一门学系统工程：把工程设计视为决策指定过程的一门学科。科。EngineersusesciencetowardspracticalendsSoftwareEngineering=ComputerScience+EngineeringSoftwareEngineeringvsComputerScienceComputer ScienceEngineeringSoftware EngineeringSoftwareEngineering=ComputerScience+EngineeringComputer ScienceLanguagesAlgorithms/data structuresMethods of computationFormal methodsSecurityDatabases / Information StorageSoftware paradigmsSoftwareEngineering=ComputerScience+EngineeringEngineeringMethodologiesProcessesProfessionalismEconomics“Doing for a dime what anyone can do for a dollar”TeamworkWorkingwithothersoftwareengineersWorkingwithotherengineers(electrical,mechanical,civil,)WorkingwithmanagersWorkingwithclientsTraditionalSECSRivalrySoftware Engineers see Computer Scientists seeSoftware Engineers asThepeoplewhobuildthesoftwareonwhichtheworldruns.Thepeopleresponsibleforalltheproblemswithtodayssoftware.Computer Scientists asPeoplewhohaveniceideasaboutthingsthatwillneverwork.Peoplewhoseintellectwouldbewastedonactuallybuildinganything.ChallengesFocusonutilitiesScalabilityMaintainabilityAdaptabilityReusabilityQualityPortabilityEfficiencyUsabilityReliabilityTackledwithtechniquessuchasSeparationofconcernsPolicy/mechanismModularisationAbstractionPatterns&reuseTackledusingprocessessuchasReviewTestingDocumentationDefinition of Project out of Control软件失控项目就是由于在创建系统所需软件时遭遇软件失控项目就是由于在创建系统所需软件时遭遇到困难，从而导致大大超出可控制范围的项目到困难，从而导致大大超出可控制范围的项目。如果所用时间是预计时间的两倍以上或费用超出预算两如果所用时间是预计时间的两倍以上或费用超出预算两倍以上的项目为失控项目。倍以上的项目为失控项目。 软件开发的滑铁卢软件开发的滑铁卢软件失控项目是显著未能实现目标和（或）至少超出原软件失控项目是显著未能实现目标和（或）至少超出原定预算定预算30%的项目。的项目。 KPMG 1995Project ManagementIntroduction to Software Project ManagementIntroduction to Software Project ManagementProject out of Control1.“野心过大”造成失败，多数失控项目都是或曾经是大型项目。2.多数失控项目失败原因有多种。可能有、也可能没有起主导作用的原因，但总会有多个问题导致失败。3.很多失败项目在开发初期被人们赞誉为“有重大进展”，与将要替换掉的系统相比，这些项目具有极大的优势。如果该项目不是被全面展开，人们似乎都看不到有失败的可能。4.进度超时（89%）比成本超额（62%）更为普遍。5.首先意识到项目失控的是项目团队（72%），只有19%的项目失控是由高层领导首先意识到的。6.55%的失控项目没有实行过任何风险管理，而在38%实行了风险管理的项目中，50%在启动之后没有使用风险发现（riskfinding）。7.技术越来越成为项目失控的原因，而且势头发展迅猛。Project ManagementIntroduction to Software Project ManagementIntroduction to Software Project ManagementProject ManagementIntroduction to Software Project ManagementIntroduction to Software Project ManagementTheinvestigationinUSAandUKindicatedthatthefailureof50%out-of-controlled-projectsareduetotechnicalproblems.Technologyisfundamentalityofsoftwareprojects.Projectmanagementistoensurethesuccessfulimplementationofpropertechnicaldesign.Technical ProblemsNewTechnicalSolutionsSystemStructureDesignPerformanceIntroduction to Software Project ManagementIntroduction to Software Project ManagementProject Management坦率地说，微软所面临的挑战之一是它的很多员工还没坦率地说，微软所面临的挑战之一是它的很多员工还没有遭遇过多少次失败。很多人从未遇到过失败的项目。结果有遭遇过多少次失败。很多人从未遇到过失败的项目。结果是，人们把成功视为理所当然的事，这是很危险的是，人们把成功视为理所当然的事，这是很危险的人们人们遭遇失败时，将被迫发挥出创造性，不分昼夜地深入探索并遭遇失败时，将被迫发挥出创造性，不分昼夜地深入探索并苦思冥想。每个公司都需要有过这种经历的人。苦思冥想。每个公司都需要有过这种经历的人。 比尔比尔.盖茨盖茨 “犯错的重要性犯错的重要性”，美国航空杂志美国航空杂志项目团队必须满足项目团队必须满足“一定会完成项目一定会完成项目”的最低层次需求，接着的最低层次需求，接着再来考虑有关时间和预算目标百分之十上下的问题。再来考虑有关时间和预算目标百分之十上下的问题。 微软项目求生法则微软项目求生法则MicrosoftIntroduction to Software Project ManagementIntroduction to Software Project ManagementProject ManagementSuggestionIntroduction to Software Project ManagementIntroduction to Software Project ManagementProject ManagementManagement is a budget item for system development. Select or design your own management pattern and financial plan according to your status quo.Classic MistakesPeople1.挫伤积极性2.人员素质低3.对有问题的员工失控4.英雄主义5.项目后期加入人员6.办公环境拥挤嘈杂7.开发人员与客户发生摩擦8.不现实的预期9.缺乏有效的项目支持（高层）10.缺乏各种角色的齐心协力11.缺乏用户介入12.政治高于物质13.充满想象Introduction to Software Project ManagementIntroduction to Software Project ManagementClassic MistakesProcess14.过于乐观的计划15.缺乏足够的风险管理16.承包人导致的失败17.缺乏计划18.在压力下放弃计划19.在模糊的项目前期浪费时间20.前期活动不合要求21.设计低劣22.缺少质量保证措施23.缺少管理控制24.太早或过于频繁集成25.项目估算时遗漏必要的任务26.追赶计划27.卤莽编码Introduction to Software Project ManagementIntroduction to Software Project ManagementClassic MistakesProduct28.需求镀金29.功能蔓延30.开发人员镀金31.又推又拉的交易32.研究导向的开发Introduction to Software Project ManagementIntroduction to Software Project ManagementClassic MistakesTechnology33.银弹综合症34.过高估计了新技术或方法带来的节省量35.项目中间切换工具36.缺乏自动的源代码控制手段Introduction to Software Project ManagementIntroduction to Software Project Management软件项目管理软件项目管理是对整个软件项目生命周期实施的项目管理。项目管理的发展-1(2) 1917年亨利.甘特发明了著名的甘特图1957年杜邦公司将关键路径法(CPM)应用于设备维修，使维修停工时间由125小时锐减为7小时。1958年在北极星导弹设置中，应用计划评审技术(PERT)将项目任务之间的关系模型化，将设计完成时间缩短了两年。20世纪60年代初华罗庚教授将称为“统筹方法”的技术现在通常称为网络计划技术在中国普及推广20世纪60年代项目管理的应用范围也还只局限于建筑，国防和航天等少数领域如美国的阿波罗登月项目项目管理的发展-2(2)1976年PMI在蒙特利尔会议上开始制定项目管理的标准，形成了项目管理职业雏形。1984年美国项目管理协会推出项目管理知识体系(PMBOK)和基于PMBOK的项目管理专业证书(PMP)两项创新中国项目管理的里程碑工作是华罗庚教授和钱学森教授分别倡导的统筹法和系统工程1980年项目管理作为世行项目运作的基本管理模式开始被引入并应用于中国1991年6月我国正式成立中国项目管理研究委员会什么是项目-1(2) 项目就是在既定资源和要求的约束下，为了创造某一独特的产品或服务，由个人或者组织机构所作的一次性工作任务。该任务是由一组有起止时间的，相互协调的受控活动所组成的特定过程。项目具有以下基本特征：明确的目标独特性临时性制约性需要进行计划，执行和控制等不确定性特定的委托人结果的不可逆性其结果可能是一种期望的产品，也可能是一种所希望得到的服务该产品或服务与所有其他产品或服务的某些方面有显著不同，即每一个项目都是唯一的。每一个项目都有明确的开始和明确的结束。受制于有限的资源。在项目的具体实施中，外部和内部因素总是会发生一些变化，因此项目也会出现不确定性。它既是项目结果的需求者，也是项目实施的资金提供者不论结果如何，项目结束了，结果也就确定了。什么是项目-2(2)各种层次的组织都可以承担项目工作。典型的项目有： 建造大楼，工厂或水库；举办各种类型的活动，如会议，晚宴，庆典等；建立新企业，开发新产品等；演出，拍摄影视剧；规划实施某些活动；解决某个研究课题，开发软件由此可知，软件项目只是项目中的一种 什么是项目管理-1(6)项目管理包括对项目各方面的策划，组织，监测和控制等连续过程的活动，以达到项目目标。美国项目管理学会在项目管理知识指南中对项目管理的定义是：“项目管理就是指把各种系统，方法和人员结合在一起，在规定的时间，预算和质量目标范围内完成项目的各项工作，有效的项目管理是指在规定用来实现具体目标和指标的时间内，对组织机构资源进行计划，引导和控制工作”PMBOK定义了项目管理知识体系的9个知识域项目范围管理ProjectScopeManagement项目时间管理ProjectTimeManagement项目成本管理ProjectCostManagement项目质量管理ProjectQualityManagement项目人力资源管理ProjectHumanResourceManagement项目沟通管理ProjectCommunicationsManagement项目风险管理ProjectRiskManagement项目合同管理ProjectProcurementManagement项目综合管理ProjectIntegrationManagementProject ManagementProject Management1.ProjectIntegrationManagement2.ProjectScopeManagement3.ProjectTimeManagement4.ProjectCostManagement5.ProjectQualityManagement6.ProjectHumanResourceManagement7.ProjectCommunicationsManagement8.ProjectRiskManagement9.ProjectProcurementManagementIntroduction to Software Project ManagementIntroduction to Software Project ManagementManagement MaturityManagement MaturityScope ManagementQuality ManagementTime ManagementCost ManagementHuman Resource ManagementContractor/Procurement ManagementCommunications ManagementIntegration ManagementRisk ManagementRisk ManagementBaselineBuilding a TeamBuilding a ProjectBuilding SuccessBuilding SuccessIntroduction to Software Project ManagementIntroduction to Software Project Management什么是项目管理-2(6)项目范围管理l为了实现项目的目标而对项目的工作内容进行控制的管理过程。l这里的范围概念包含两个方面:一个是产品范围，即产品或服务所包含的特征或功能；另一个是项目范围，即为交付具有特征和功能的产品或服务所必须完成的工作l项目范围管理包括： 项目启动，范围定义，范围确认，范围变更控制等。项目时间管理l为确保项目最终按时完成而实施的一系列管理过程。包括具体活动定义，活动顺序安排，时间估计，进度安排及进度控制等工作l合理的安排项目时间项目管理中的一项关键任务。什么是项目管理-3(6)项目成本管理为了保证完成项目的实际成本和费用不超过预算成本和费用而实施的一系列管理过程。包括：资源计划编制，成本估算，成本预算，成本控制，资本预算以及基本财务结算等工作。项目质量管理为了确保项目达到客户所规定的质量要求而实施的一系列管理过程。它包括质量计划编制，质量保证和质量控制等工作人力资源管理为了保证所有项目关系人的能力和积极性都得到最有效地发挥和利用而实施的一系列管理措施。包括：组织规划，岗位设置，团队建设，人员选聘等，并着重于对组内人员的管理，包括冲突的处理，对职员工作动力的促进，高效率的组织结构规划，团队工作和团队形成以及人际关系技巧等工作。项目中，人对项目的成败起着至关重要的作用什么是项目管理-4(6)项目沟通管理为了确保项目信息的合理收集和传输而实施的一系列措施。包括通计划编制，信息分发，绩效报告和管理收尾工作。项目经理最重要的工作之一就是沟通。项目沟通管理是人，意见和信息之间的关键纽带，是成功所必须的。参与项目的每一个人都必须做好以项目“语言”方式传达和接收信息的准备同时还要明白他们以个人身份涉及的信息将如何影响整个项目以下为主要过程的概述：l信息计划编制l信息发布l执行情况汇报l行政收尾 确定项目受益人的信息和沟通需求，如什么人需要什么信息，他们什么时候需要，以及如何将信息提供给他们等及时将所需的信息提供给项目受益人收集并发布执行情况信息，包括现状汇报，进度测量和预测等。产生，收集和发布阶段定型或项目完成的信息。什么是项目管理-5(6)项目风险管理l预测在项目中可能出现的最严重的问题（伤害或损失），以及应采取的必要措施。l风险管理涉及项目可能遇到的各种不确定因素包括风险管理划，风险识别，风险定型分析，风险应对计划编制，风险监控等工作项目合同管理l为了从项目实施组织之外获得所需资源或服务而实施的一系列管理措施，包括采购计划编制，询价计划编制，询价，供方选择，合同管理，合同收尾等工作。采购直接影响项目的成本和利润l项目管理人员应掌握较强的合同管理技巧，如应能理解定价合同相对于“成本附加”合同所隐含的风险；还应了解签约中关键的法律原则等什么是项目管理-6(6)项目综合管理l为确保项目各项工作能够有机地协调和配合而实施的综合性合同全局性的项目管理工作和过程，包括项目计划编制，项目计划实施，综合变更控制等工作。l项目综合管理的关键是在相互冲突的目标或可选择的目标中权衡得失，制定决策。项目管理环境项目和项目管理是在一个远远大于项目本身的环境中执行的，这个环境是项目成功的必要条件而非充分条件。主要包括以下几个方面l项目阶段和项目生命周期l项目干系人l组织的影响l通用管理技能l社会，经济和环境的影响组织在执行项目时通常会将项目分解为几个项目阶段，以便更好的管理和控制指那些积极参与项目工作的个体或组织，或者是那些利益会受到项目的执行或项目成功影响的个体或组织。项目通常是某个组织的组成部分，组织在项目管理系统，文化，财务，组织结构等各方面的成熟度都会对项目产生影响通常管理涉及一个组织在管理中各个方面的问题，如财务，市场，销售，研发，战略，组织，自我管理等几乎所有项目都在一定的社会，经济和环境下进行计划和实施的，项目管理团队必须了解社会经济的现状和发展趋势。Software ProjectGeneralProductSystemSoftwareDevelopmentPlatformsCommercialSoftwareEmbeddedSoftwareApplicationSolutionServiceProjectImplementationProjectIntroduction to Software Project ManagementIntroduction to Software Project ManagementSoftwaredevelopmentorientedbycustomerrequirements.Success VisionIdentify Strategic Customer NeedsUtilize Least CostOffer Expected Functions and moreImplement Fastest ScheduleEnable Rapid Solution Go-to-MarketIntroduction to Software Project ManagementIntroduction to Software Project ManagementKey InvestmentIntroduction to Software Project ManagementIntroduction to Software Project Management影响软件企业实现其目标的关键因素：影响软件企业实现其目标的关键因素：战略，组织，管理，资金，产品，客户和人力资源战略，组织，管理，资金，产品，客户和人力资源软件项目管理与软件项目管理与7 7个关键因素有密切关系，资金是需要组织平台提供的个关键因素有密切关系，资金是需要组织平台提供的基本保证。在此基础上，软件项目成功所涉及的关键投入如图所示：基本保证。在此基础上，软件项目成功所涉及的关键投入如图所示：PeoplePeopleTechnologyTechnologyProcessProcessCustomerCustomerSatisfactionSatisfaction= =RevenueRevenueKey InvestmentTechnologyPeopleProcessUse Effective and Proven ToolsDeploy Leading Edge MiddlewareStaffing and Skill ResourcesTeam OrganizationMotivationOperational ManagementBusiness ManagementDevelopment ManagementProject ManagementIntroduction to Software Project ManagementIntroduction to Software Project ManagementDevelopment ProcessDevelopment ProcessPlanningManagementRequirementsCodeing/DebuggingUnitTestingArtDesignDocumentSystem TestingIntegrated TestingSystemsDesignObjectsDesignIntroduction to Software Project ManagementIntroduction to Software Project ManagementSoftware-Development Software-Development FundamentalsFundamentalsManagement FundamentalsEstimation and SchedulingEstimation and SchedulingPlanningPlanningTrackingTrackingMeasurementMeasurementIntroduction to Software Project ManagementIntroduction to Software Project ManagementSoftware-Development Software-Development FundamentalsFundamentalsTechnical FundamentalsRequirements ManagementRequirements ManagementDesignDesignConstructionConstructionSoftware Configuration ManagementSoftware Configuration ManagementIntroduction to Software Project ManagementIntroduction to Software Project ManagementSoftware-Development Software-Development FundamentalsFundamentalsQuality-Assurance FundamentalsError-prone ModulesError-prone ModulesTestingTestingTechnical ReviewsTechnical Reviews Walkthroughs Walkthroughs Code reading Code reading Inspections Inspections Comment on technical reviews Comment on technical reviewsIntroduction to Software Project ManagementIntroduction to Software Project ManagementSoftware-Development Software-Development FundamentalsFundamentalsFollowing the InstructionsIntroduction to Software Project ManagementIntroduction to Software Project ManagementHomeworkListyourownworstpractices.Introduction to Software Project ManagementIntroduction to Software Project Management