Software project management

Preface

Because it is an English test , The following notes are a mixture of Chinese and English ~~

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One 、Project Management Overview

(1) project Definition ：

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

(2) distinguish Ongoing work and Project:

Ongoing work It is often repetitive work , and Project With uncertainty and uniqueness .

(3) distinguish Program and Portfolio:

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

Portfolio: A collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic objectives.

All in all ,portfolio Than program Large scope , One portfolio It can contain more than one program

(4) Project Management Definition ：

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

(5) 5 Process groups (Process Groups)：

Initiating, Planning, Executing, Monitoring and Controlling, Closing

(6) 10 It's a field of knowledge (Knowledge Areas)：

1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

(7) Stakeholder( Stakeholders )：

1. All members of the project team
2. All relevant entities within or outside the organization .
   

(8) Organizational structure (Organizational Structure)：

The same as the following human resources management part

(9) Software Project Management Definition ：

Software Project Management is a system management method based on software project, which uses the relevant knowledge, techniques and tools for planning, organizing, advising and controlling each stage of software project cycle to achieve the project objectives.

(10) Software development lifecycle (Software Development Life Cycle)：

1. Requirements Analysis
2. Architecture Design
3. Detailed Design
4. Code and TestI
5. Integration
6. Qualification Testing
7. Installation
8. Acceptance Support

(11) 4 Kind of model ：

1. Predictive Life Cycles
   Waterfall model
2. Incremental Life Cycles
3. Iterative Life Cycles
4. Adaptive Life Cycles
   Agile model

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Two 、Integration Management

(1) Differentiate software process assets (Organizational Process Assets) And enterprise environmental factors (Enterprise Environmental Factors)：

Enterprise Environmental Factors are not under the control of the project team

Organizational Process Assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.

(2) Remember the inputs and outputs of the following processes ：

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3、 ... and 、Scope Management

(1) Collect requirements (Collect Requirements)：

Brainstorming： free-thinking, no criticism, no obstruction( Don't interrupt others )
Affinity diagram： Used to put a lot of ideas classification
Delphi technique： Used to obtain Expert opinion

(2) Scope Baseline：

1. Project scope statement

2. WBS: WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

   Work Package： The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed.

3. WBS dictionary( No test )
   
   

(3) distinguish scope creep and gold plating：

Scope creep: The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources. is given by customer Party A's father ruthlessly squeezed

Gold planting: is the act of giving the customer more than what he originally asked for. is done by team members actively The icing on the cake is over

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Four 、Time Management

(1) Activities (Activity) The definition of ：

The activity is made up of Work Package Points out the

(2) Precedence diagramming method (PDM)：

1. Finish-to-start (FS)： The award ceremony must be held after the competition
2. Finish-to-finish (FF)： Document editing can only be completed after the document is written
3. Start-to-start (SS)：
4. Start-to-finish (SF)： The first shift of the security guard will not end until the second shift is on the top

(3) Dependency determination：

1. Mandatory： Mandatory logic
2. Discretionary： Free to decide （ Soft logic ）
3. External： The project team has no control over
4. Internal： The project team can control

(4) Estimate activity duration：

1. Analogous estimating： According to historical data
2. Parametric estimating：
   Duration time= quantity of work × labor hours per unit of work
3. Three-point estimating:
   Triangle： Add it up and divide by 3
   Beta( The default method )： Actual percentage 4 Share , The best and the worst occupy 1 Share , Add it up and divide by 6

(5) critical path (Critical Path) Calculation ：

1. Critical path： The longest path

2. count Float：（ Generally, the length of all paths is found first ）

1. Of activities on the critical path float All for 0, Directly mark
2. Find the second longest path , Calculate the number of unmarked activities Float = The critical path is long - This path is long
3. Repeat step 2 , Only the activities that have not been calculated before are calculated each time
   

3. count ES and EF：

1. Activities along a path , Calculate from beginning to end .Start Of ES and EF All are 0
   Formula for ：
   ES = EF（ Precursor activities ）+ 1
   EF = ES + Duration – 1
2. If you encounter an activity with two precursors , Take the maximum and continue to calculate
   

4. Calculation LS and LF：

1. Follow a path , Calculate from the end to the beginning （ The reverse ）.Finish Of LF Equal to the critical path length （ should ）
   Formula for ：
   LF = LS（ Follow up activities ）- 1
   LS = LF – Duration + 1
   
2. ！！ Simple algorithm ！！ Use the formula ：
   Then you just need to figure out what is easy to calculate ES and EF, Decrease respectively float You can find out. LS and LF

(6) distinguish Fast tracking and Crashing：

Fast tracking： Do multiple jobs at the same time to shorten the construction period （ The risk becomes higher ）
Crashing： Use additional resources to shorten the duration （ cost Increase ）

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5、 ... and 、Time Management

(1)Function Point (FP) Calculation ：

FP = UFC × TCF

(2) Experts evaluate (Expert Estimation)（ Average value is required ）：

(3) Determine Budget：

(4) EVM Calculation ( Required questions )：

Calculation process of major problems ：

1. Write first BAC（Budget at completion Total project budget ）
2. PV = BAC × planned% ( According to the proportion that should be completed as planned )
3. EV = BAC × actual% （ Proportion actually completed ）
4. AC = Current actual cost
5. SV = EV – PV （ The cost of the current degree of completion – Estimated cost , Less than 0 It means that the project progress is slower than expected ）
6. CV = EV – AC （ That is, the cost of the current degree of completion – The actual cost , If it is less than 0 Explain that the budget is exceeded , It will cost more to complete the current schedule than budgeted ）
7. SPI = EV ÷ PV （ Actually sum SV A truth , It's just division , Less than 1 It means less work , It's lower than planned . Greater than 1 It indicates that the workload is greater than the planned value .）
8. CPI = EV ÷ AC （ Actually sum CV A truth , It's just division , Less than 1 Explain the overspending ）
9. EAC There are three cases for the calculation of （ Just remember the first two ？）
   • EAC forecast for ETC work performed at the budgeted rate
     EAC = AC + (BAC – EV)
   • EAC forecast for ETC work performed at the present CPI
     EAC = BAC/CPI
   • EAC forecast for ETC work considering both SPI and CPI factors
     EAC = AC + [(BAC-EV)/(CPI×SPI)]
10. VAC = BAC – EAC （ Usually used to choose 9,VAC A small budget means a small budget ）
11. ETC = EAC - AC ( The completion of the project needs to be estimated = Completion estimate - The actual cost )
    

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6、 ... and 、Quality Management

(1) Seven quality tools

1. fishbone diagram （Cause-and-effect diagrams） Trace the root cause of the problem
2. Flowchart
3. Checksheet: gathering data to identify defects
4. Histogram
5. Pareto diagram:** Identify the small number of resources that are causing the main problem Pareto 80/20 rule
6. Control chart： Judge a process (process) Is stable
   A criterion for judging the instability of a process ：
   • Data point control limits , Exceeding the maximum or below the minimum
   • Yes 7 Consecutive data points exceed the mean （Rule of seven）
   • Yes 7 Consecutive data points are below the mean （Rule of seven）
7. Scatter diagrams ( Scatter plot )

(2) Quality cost chart ：

1. The prevention of ： The cost of ensuring project quality , Such as training employees 、 Instruments and equipment 、 Documents, etc.
2. evaluation ： Test project 、 Check the cost of the project
3. Inside ： Problems arising from within the project , If the code needs to be rewritten 、 Discard, etc
4. external ： Problems discovered by customers

Belong to COQ Of ：PAF（Prevention/Appraisal/Failure）

(3) distinguish Control Quality and Quality Assurance：

Control Quality：During the project executing and closing phases to formally demonstrate, with reliable data, that the sponsor and/or customer’s acceptance criteria have been met.

Quality Assurance：During the project’s planning and executing phases to provide confidence that the stakeholder’s requirements will be met

Control Quality means inspecting for defects in deliverables, while Perform Quality Assurance means auditing a project to check the overall process

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7、 ... and 、Human Resource Management

(1) Organizational structure (Organizational Structure)：

1. Functional organizational structure （Functional Manager Cow's ）
2. Projectized organizational structure （Project Manager Cow's ）
3. Matrix organizational structure（ Divided into three , weak 、 Balance 、 in , Personal understanding is sorted from small to large according to the rights of the project manager , The project budget in the weak matrix is determined by the functional manager , In the strong matrix, the project manager decides ）
   
   

(2) Tuckman ladder：

1. Forming： Team members prepare the project independently , Understand your responsibilities
2. Storming： The team works together to solve and decide some problems （ But at this time, the team members do not trust each other , Not enough cooperation ）
3. Norming： Team members adjust their personal behavior to adapt to team cooperation （ At this point, team members and trust each other 、 A concerted effort to ）
4. Performing： Team members have been able to work well together , Frequent communication
5. Adjourning： The team and completed the project , Pleasant and successful cooperation , I'm busy and I'm gone

(3) conflict management (Conflict Management)：

1. Withdraw/Avoid： Both of them are angry , Let's stop arguing , Archive well
2. Smooth/Accommodate： Emphasize cooperation rather than distinction , muddle （ Oh , It's no big deal ！）
3. Compromise/Reconcile： Both men took a step back , Both give up some of their ideas
4. Force/Direct： Force the adoption of one of the views , For example, I am the boss and I am in charge , You shut up
5. Collaborate/Problem Solve： Think about each other from their own perspectives , A comprehensive analysis of , Fundamentally resolve conflicts and contradictions , Optimal solution ！
   

(4) RACI：

1. R：Responsible
2. A：Accountable
3. C：Consulted
4. I：Informed

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8、 ... and 、Risk Management

(1) EMV Calculation ：

Risk May be positive or negative , May bring positive benefits **

(2) Strategies for Risks：

1. For negative risks ：Avoid, Mitigate （ Find ways to mitigate the risk ）, Transfer （ Spend money looking for a third party to transfer the risk ）, Accept （ I can only accept , Think of a follow-up solution ）,
2. For positive risks ：Exploit, Enhance （ Make this risk more likely to occur ）, Share （ Share risks with others to maximize benefits ）, Accept （ Accept ）

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Nine 、Procurement Management

I don't seem to take the exam

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Ten 、Stakeholder Management

(1) Communication path calculation (Conflict Management)：

Same as Find the number of edges of undirected complete graph equally , Everyone sees it as a summit . Formula for n(n-1)/2

But watch out for a few people , For example, the following example , In the title You are managing a project, So you are one of the people in the project , Tian hang ！

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summary

At what stage does an event occur ？

1. Initiating：Develop Project Charter
2. Planning：Develop Project Management Plan All etc. belt Plan Events
3. Executing：Direct and Manage Project Work, Perform Quality Assurance, Manage Communications, Manage Stakeholder engagement （ belt Manage Events ）, It also includes and Change Related events
4. Monitoring & Controlling： All take Control Events
5. Closing：Close Project or Phase

I wish you all the best in the exam ！