Chapter 3 Project management
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Objectives
To understand
The main tasks undertaken by project managers Software project management and its distinctive characteristics Project planning and the planning process The graphical schedule representations used by project management The notion (概念) of risks and the risk management process
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Topics covered
Management activities Project planning Project scheduling Risk management
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Software project management
背景
軟體產品是無形的且完全的彈性 軟體工程與傳統的工程如電機工程等不同 軟體發展程序沒有標準 很多軟體只發展一次。 保證所發展的軟體能符合使用者的需求、能按 照原訂時程進行並即時的交付委託者
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目的
Management activities1
進入管理活動之前，管理者須先完成參 與人員的挑選，挑選時需體認
Project budget may not allow for the use of highly-paid staff; Staff with the appropriate experience may not be available; An organisation may wish to develop employee skills on a software project.
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Management activities2
Management activities
Project planning Project scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations.
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Project planning
Project planning (專案規劃)
由起始概念到系統交付為止的連續性工作，它規 劃計畫之進行方案，期能符合計畫之交付期及預 算。 專案規劃型態
Quality plan
描述品管之程序及標準。 描述驗證時所採用的資源及程序。
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Validation plan
Project planning
Project planning (專案規劃)
專案規劃型態(續)
Configuration management plan
描述組態管理的程序及結構
Maintenance plan
預測系統維護之需求、代價等。
描述系統發展所需人力、技術熟練度等
Stuff development plan
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Project planning process
確定計畫 的限制 初估計畫 參數 建立里 程碑、 交付品 排程
根據排程 執行計畫
檢討計畫 進度 無 問題
檢討並修訂 計畫參數
修訂排程
再檢討計 畫之限制 、交付品
檢討所用 有 技術與可 能之改變
計畫結束
是
結束
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尚未
The project plan (計畫書)
計畫書描述
計畫可用資源 工作分工 工作排程表 1. 簡介
章節
描述計畫目標、限制(如時程、預算等)
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The project plan (計畫書)
章節 (續)
2. 專案組織
描述專案人員組成及職責。 描述可能的風險及對策。 描述開發過程所需之軟、硬體資源及如何取得。
3. 風險分析
4. 軟、硬體資源
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The project plan (計畫書)
章節 (續)
5. 工作細分
描述工作細分之項目、各工作項目完成之里程碑及 交付項目。 描述各工作項之相依性、完成時間及人力分配等。 描述所要產生之管理報告、報告完成時間及如何監 督。
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6. 專案時程
7. 監督及報告機制
里程碑及交付品
各工作項需產出可見之成果、以利監督。 Milestones (里程碑) are the end-point of a process activity. Deliverables (交付品) are project results delivered to customers.
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里程碑及交付成果
案例 – 需求工程
工作細分
工作項 1. 可行性分析 2. 需求分析 3. 雛形建置 4. 設計研究 5. 規格制定 產出 可行性報告 需求報告 需求評估報告 架構設計 系統規格書
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Project scheduling
排程法則
把專案分成工作項、預估完成時間、所需資 源。 各工作項盡量同時進行，將工作力做最有效 之運用。 把工作項之相依性降至最低，以避免各工作 互相等待彼等之完成。 專案經理的直覺與經驗對排程有很大影響。
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The project scheduling process
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Scheduling problems
難以正確評估問題的困難度極發展價格。 產能與參予人數不成正比。 計畫落後時，加入人員無法讓計畫趕上進度， 因為增加了溝通的費用。 偶發事件經常發生。
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排程之圖形表示法
Bar charts and activity networks
Bar charts show schedule against calendar time. Activity charts show task dependencies and the the critical path.
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案例
工期
Activity T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 Duration (days) 8 15 15 10 10 5 20 25 15 15 7 10 T2, T4 (M2) T1, T2 (M3) T1 (M1) T4 (M5) T3, T6 (M4) T5, T7 (M7) T9 (M6) T11 (M8)
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Dependencies
T1 (M1)
Ti : ith task Mi : ith milestone
Activity network
14/7 /03
15 days
T3
15 days
T9 4/8/03 M4 25/8/03 M6
8 days
T1
M1
粗線條為 critical path
25/7 /03 4/7 /03 start M3
5 days
T6 20 days T7
15 days
T2
7 days
T11 11/8/03 M7 15 da ys T10 5/9/03 M8 10 days T12
10 da ys T4
25/7 /03 M2 18/7 /03 M5
10 days T5
25 days
T8 19/9/03 Finish
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Bar Chart
4/7 Star t T4 T1 T2 M1 T7 T3 M5 T8 M3 M2 T6 T5 M4 T9 M7 T10 M6 T11 M8 T12 Finish 11/7 18/7 2 5/7 1/8 8/8 1 5/8 22/8 2 9/8 5/9 12/9 1 9/9
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甘特圖
工作項 月份
1
2
…..
5
工 T1 作 項
T2
Tn
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Staff allocation
4/7 F red T4 T8 T11 T12 J ane T1 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T3
T9 Anne T2 T6 Jim Mary T7 T5 23 T10
Risk management
Risk management
Identifying risks Drawing up plans to minimise their effect on a project.
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Possible Software risks
Possible risks
Staff turn over
Experienced stuff leave before the project finished
Management change Hardware unavailable Requirement change Specification delays Size under estimate Product competition
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The risk management process
Risk identification
Identify project, product and business risks;
Risk analysis
Assess the likelihood and consequences of these risks;
Draw up plans to avoid or minimise the effects of the risk; Monitor the risks throughout the project;
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Risk planning
Risk monitoring
The risk management process
product
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Risk identification
To identify the risk and its type.
Risk types
possible risks Data base 不合使用、重用元件有錯
Risk type Technology
People Organization Tool Requirements Estimation
技術不足、生病等 改組(管理改變)、資金不足等 產生的碼效率不好、整合不易。 需求變更到須重新設計等 經費、人力預估不足等
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Risk analysis
評估風險發生之機率及其嚴重性
機率的等級分: very low、low、moderate、 high 、 very high. 嚴重性 則分: catastrophic (大災難) 、 serious、 tolerable 、 insignificant.
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Risk analysis
風 預算被刪減 無法找到所需人手 低估發展時間 主要人員在重要時刻生病 客戶不了解改變需求之衝擊 險 機 率 Low High High 嚴 重 性 Catastrophic catastrophic Serious
Moderate Serious moderate Tolerable
管理人員改變
High
Serious
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Risk planning
Consider each risk and develop a strategy to manage that risk.
Avoidance strategies
The probability that the risk will arise is reduced;
The impact of the risk on the project or product will be reduced; If the risk arises, contingency plans are plans to deal with that risk;
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Minimisation strategies
Contingency (系列) plans
Risk management strategies
風 險
向高層爭取
處理策略
預算不足
找所需人手困 向客戶說明交付期可能延後、買現成 難 元件
低估發展時間 買現成元件、善用工具
員工生病 需求改變 公司重整 調整團隊使隊員可相互支援 製作可追蹤改變之文件、設計彈性之 軟體架構 向高層計畫之重要性，以求改變最少
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Risk monitoring
For each identified risks, assess regularly
Its status
becoming less or more probable. Is its effects changed?
Each key risk should be discussed at management progress meetings.
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Risk indicators (風險徵兆)
風險型態
技術
人員 公司 case tool 需求 評估
徵兆
軟、硬體延遲交付
員工倫理差、關係不好、沒有合約 耳語太多、資深經理沒動作 團隊人員不願使用、抱怨、希望有更 高階的機器 需求經常改變、客戶抱怨 工作無法與排程契合
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Key points
Good project management is essential for project success. The intangible nature of software causes problems for management. Managers have diverse roles but their most significant activities are planning, estimating and scheduling.
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Key points
Planning and estimating are iterative processes which continue throughout the course of a project. A project milestone is a predictable state where a formal report of progress is presented to management.
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Key points
Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.
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