IT 項(xiàng)目的組織計(jì)劃和安排(ppt)
Organizing, planning, and scheduling IT projects IT 項(xiàng)目的組織，計(jì)劃，和安排
Objectives 內(nèi)容
案例分析: 長虹ERP擱淺*
案例分析: 長虹ERP擱淺 原由
案例分析: 長虹ERP擱淺 教訓(xùn)
案例分析: 長虹ERP擱淺 啟示
Objectives 內(nèi)容
IT project management IT 項(xiàng)目管理
IT management distinctions IT管理的特性
Objectives 內(nèi)容
Management activities 管理活動(dòng)
Project staffing 項(xiàng)目人員安排
Types of project plan 項(xiàng)目規(guī)劃的種類
Types of project plan 項(xiàng)目規(guī)劃的種類
Project planning process 項(xiàng)目規(guī)劃的過程
Milestones in the requirements engineering process 工程中要求的里程碑
Objectives 內(nèi)容
Project scheduling 項(xiàng)目時(shí)間安排
The project scheduling process 項(xiàng)目時(shí)間安排過程
Scheduling problems 時(shí)間安排的問題
Bar charts and activity networks 直方圖和行為網(wǎng)
Task durations and dependencies 工作時(shí)間和依賴
Activity network 活動(dòng)網(wǎng)絡(luò)圖
Critical Path Scheduling 關(guān)鍵途徑的時(shí)間安排
Repeat until all tasks are scheduled
不斷改進(jìn)直到所有的工作都有了安排
Choose a task all of whose perquisite tasks have already been scheduled.
選擇一個(gè)工作，限制它的先決工作已經(jīng)安排了
Schedule it at the earliest available time
給這項(xiàng)工作安排盡可能早的時(shí)間
Add an arrow connecting all of its perquisites to it
在先決工作和這項(xiàng)工作之間化一箭頭聯(lián)線
Initially, only tasks with no prerequisites can be scheduled
最初，只能安排沒有先決限制的工作

Critical Path Scheduling 關(guān)鍵途徑的時(shí)間安排
Activity timeline 活動(dòng)時(shí)間表
Staff allocation 員工定位
Staff Utilization 員工的利用率
Notice that everyone has some idle time. Jim and Mary are hardly busy at all.
我們發(fā)現(xiàn)Jim和Mary總是非常忙，但其他人都有一些空余時(shí)間。
Is there a schedule that would require only four staff members? This would free up someone for a different project.
是否可以制訂只用3人的時(shí)間安排？這樣可以安排一些人去不同的項(xiàng)目
Yes, slide T7, T5, T10 later 是，將T7, T5, T10 向后移
Objectives 內(nèi)容
Plans are Always Wrong 規(guī)劃總會(huì)出錯(cuò)
People get sick
人員生病
Staff leave the project (or the company)
員工離開項(xiàng)目（或公司）
New people get assigned to project
新的人員分派到項(xiàng)目
Tasks take longer than predicted
工作花費(fèi)的時(shí)間比預(yù)計(jì)的長
New tasks are discovered (or imposed)
發(fā)現(xiàn)了新的工作（或外加）
Requirements change
要求的改變
Risk management 風(fēng)險(xiǎn)管理
Choose software risks 選軟件的風(fēng)險(xiǎn)
The risk management process 風(fēng)險(xiǎn)管理過程
The risk management process 風(fēng)險(xiǎn)管理過程
The risk management process 風(fēng)險(xiǎn)管理過程
Risk identification 確定風(fēng)險(xiǎn)
Risks and risk types 風(fēng)險(xiǎn)和風(fēng)險(xiǎn)種類
Risk analysis 風(fēng)險(xiǎn)分析
Risk analysis 風(fēng)險(xiǎn)分析
Risk planning 風(fēng)險(xiǎn)規(guī)劃
Risk planning 風(fēng)險(xiǎn)規(guī)劃
Risk management strategies 風(fēng)險(xiǎn)管理戰(zhàn)略
Risk management strategies 風(fēng)險(xiǎn)管理戰(zhàn)略
Reducing Estimation Risk 減少估計(jì)風(fēng)險(xiǎn)
Practice!
實(shí)踐！
Keep records of every IT project
保持每一個(gè)IT項(xiàng)目的記錄
Personal IT project process methodology
個(gè)人的IT項(xiàng)目過程的方法論
Use those records to help make estimates in future projects
利用這些記錄來幫助估計(jì)未來的項(xiàng)目
Reducing Estimation Risk 減少估計(jì)風(fēng)險(xiǎn)
Allocate some staff time to research
允許一些員工的時(shí)間作研究
Study similar projects in the company
研究公司中相似的項(xiàng)目
Experiences of other companies using a particular provider
其他公司用過的特定供應(yīng)商的經(jīng)歷
Experiences of other groups working with this customer
其他項(xiàng)目組與這個(gè)顧客的工作經(jīng)歷


IT 項(xiàng)目的組織計(jì)劃和安排(ppt)