1、The Triple Constraint of Project Management
Scope
Time
Cost
2、Project Management Framework
Scope management
Time management
Cost management
Quality management
Human resource management
Communications management
Risk management
Procurement management
Stakeholder management
Project integration management
3、Advantages of Using Formal Project Management
3.1 Better control of financial, physical, and human resources
3.2 Improved customer relations
3.3 Shorter development times
3.4 Lower costs
3.5 Higher quality and increased reliability
3.6 Higher profit margins
3.7 Improved productivity
3.8 Better internal coordination
3.9 Higher worker morale
4、What Helps Projects Succeed?
4.1 User involvement
4.2 Executive support(行政支持)
4.3 Clear business objectives
4.4 Emotional maturity(情感的成熟)
4.5 Optimizing scope
4.6 Agile process
4.7 Project management expertise
4.8 Skilled resources
4.9 Execution
4.10 Tools and infrastructure(基础设施)
5、Ten Characteristics of Organizational Culture
5.1 Member identity
5.2 Group emphasis
5.3 People focus
5.4 Unit integration
5.5 Control
5.6 Risk tolerance
5.7 Reward criteria
5.8 Conflict tolerance
5.9 Means-ends orientation
5.10 Open-systems focus
6、Phases of the Traditional Project Life Cycle
Concept->Development->Implementation->Close-out
7、Predictive Life Cycle Models
Waterfall model
Spiral model螺旋模型
Incremental build model
Prototyping model
Rapid Application Development(RAD)快速应用开发
8、Scrum Framework
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9、Project Management Process Groups
9.1 Project management can be viewed as a number of interlinked processes.
9.2 The project management process groups include
initiating processes
planning processes
executing processes
monitoring and controlling processes
closing processes
10、Scrum Roles
Product owner
ScrumMaster(PM)
Scrum team or development team
11、Scrum Artifacts
Product backlog
Sprint backlog(冲刺订单)
Burndown chart(竣工情况图)
12、Scrum Ceremonies
Sprint planning session
Daily Scrum
Sprint reviews
Sprint retrospectives
13、Approaches to Developing WBSs
The analogy approach(类比法)
The top-down approach(自上而下的方法)
The bottom-up approach
Mind-mapping approach
14、Cost Estimation Tools and Techniques:
Analogous or top-down estimates
Bottom-up estimates
Parametric modeling(参数化建模)
15、Types of Tests:
Unit testing
Integration testing
System testing
User acceptance testing
16、Project managers can apply Covey's 7 habits to improve effectiveness on projects:
16.1 Be proactive主动
16.2 Begin with the end in mind
16.3 Put first things first
16.4 Think win-win双赢
16.5 Seek first to understand and then to be understood
16.6 Synergize(协同)
16.7 Sharpen the saw敏锐的发现
17、Reporting Performance报告绩效
Status reports状态报告
Progress reports流程报告
Forecasts(预测)
18、Suggestions for Improving Project Communications:
18.1 Develop better communication skills
18.2 Run effective meetings
18.3 Use e-mail and other technologies effectively
18.4 Use templates for project communications
19、The 12 Agile Principles:
19.1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
19.2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
19.3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
19.4 Business people and developers must work together daily throughout the project.
19.5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
19.6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
19.7 Working software is the primary measure of progress.
19.8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
19.9 Continuous attention to technical excellence and good design enhances agility.
19.10 Simplicity-the art of maximizing the amount of work not done-is essential.
19.11 The best architectures, requirements, and designs emerge from self-organizing teams.
19.12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
20、Tuckman Model of Team Development
20.1 Forming
20.2 Storming
20.3 Norming
20.4 Performing
20.5 Adjourning
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