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1、工程项目管理案例分析 工程项目管理案例分析姓名学号班级2012-5-241 工程项目管理案例分析一、Project background项目背景Oriental architectural design institute has been using manual file management, file management personnel often complain of high labor intensity, low efficiency, in order to save the manpower and the financial resource, saves the
2、 loan officers waiting time, design institute decided to introduce computer management, with special funds, commissioned by the software development company to develop a set of full-featured file management software.东方建筑设计院一直采用人工进行档案管理工作，档案管理人员经常报怨劳动强度大，效率低下，为节省人力和财力，节省借阅人员的等待时间，设计院决定引入计算机管理，拿出专项经费，
3、委托软件开发公司开发一套功能齐全的档案管理软件。So in 2010March, under the guidance of the director, led by the archives, project management experts, drafted a" Oriental architectural design institute archives management software development project" ( namely the RFP RFP ), and published in the newspapers. In the
4、 request for proposal, gives the following information: Oriental architectural design institute to software development for some business for file management software development; for some business must be in late2010April 30days prior to the submission of" Oriental architectural design institu
5、te of Architectural Design Institute of the Orient file management software development project application" (i.e., the tender); Oriental architectural design institute in May15recently selected a commitment to the completion of the project; for a period of 6 months, from July 1st to December 3
6、1st, all deliverables must be no later than December 31st for Oriental architectural design institute; contract must be in an agreed price, to meet the request for proposal for payment about business.于是在2010年3月，在院长的指示下，由档案室牵头，项目管理专家参与，起草了一份东方建筑设计院档案管理软件开发项目需求建议书（即招标书），并在报纸上公布。在需求建议书中，给出了以下主要信息：东方建筑设
7、计院向软件开发承约商征求档案管理软件开发；承约商必须最迟在2010年4月30日前向东方建筑设计院提交东方建筑设计院档案管理软件开发项目申请书（即投标书）；东方建筑设计院将在5月15日前选中一家承约商；该项目完成的期限为6个月，从7月1日到12月31日，所有的交付物必须不迟于12月31日提供给东方建筑设计院；合同必须以一个商定的价格，向满足建议书要求的承约商付款。A number of software development companies in the newspaper to see the project request for proposal, have compiled app
8、lication form, and send to the Oriental architectural design institute. Finally, China software development company through intense competition, with the price of 350000 yuan to undertake the project. China software development company passes research, decide by Zhang Qiang as the project多家软件开发公司在报纸
9、上看到项目需求建议书后，纷纷编制申请书，并寄发给东方建筑设计院。最后，亚华软件开发公司经过激烈竞争，以35万元的价格承接了此项目。亚华软件开发公司经过研究，决定由张强出任此项目的项目经理。manager.二、Project overview项目概况2 Name of project: development of a full-featured file management software 项目名称：开发一套功能齐全的档案管理软件The importance of project:Save the manpower and the financial resource, improve t
10、he working efficiency of the personnel archives managementSaving loan officers waiting timeIs beneficial to improving the construction of the hospital core competitiveness项目重要性：节省人力和财力，提高档案管理人员的工作效率节省借阅人员的等待时间有利于提高建筑院的核心竞争力Project objectivesObjectives: to the east to build a building design institut
11、es to develop a set of small labor intensity, high efficiency, save the manpower and the financial resource saving loan officers waiting time working methodObjective: to develop a set of20 users, running in the Windows98version of the above functions of ArchivesManagement software项目目标总目标：为东方建一套筑设计院开
12、发一套劳动强度小，效率高，节省人力和财力节省借阅人员的等待时间的工作方法分目标：开发一套20用户、运行在Windows98版本以上功能齐全的档管理软件The major project deliverablesDeliverables: Oriental architectural design institute archives management software, software documentation, user manual ( Revised )项目主要可交付成果交付物：东方建筑设计院档案管理软件、软件文档、用户手册（修改）三、Project manager assign
13、ed项目经理委派1、 the eligibility requirements(资格要求)Software development project manager qualification certificate (具有软件开发项目经理资格证书)2、The basic quality requirements基本素质要求" Quality" generally refers to human morality, knowledge, talent and physical elements of the state. For a successful project ta
14、rget, the project manager is an indispensable and important factor. While the quality of project manager how to determine its management level. Here we will study the basic quality for project managers to ask questions.“素质”一般泛指构成人的品德、知识、才能和体格诸要素的状态。 对于一个成功的项 目，项目经理是不可或缺的重要因素。而项目经理的素质如何又决定了其管理的水平。这里我
15、们将研究对项目经理的基本素质要 求问题。The project manager should have the basic quality is decided by its nature of work. Project management as mentioned before is a very complex job, involve an area wide, many uncertain factors, thus requires the project manager should possess the following several aspects of the ba
16、sic quality:项目经理应具有何种基本素质是由其工作性质决定的。项目管理如前所述是一项 非常复杂的工作，涉及面广，不确定性因素多，因此要求项目经理应具备以下几方面的基本素质：3、能力要求Project manager is responsible for the management of the organization, to project planning, organization, leadership and control and so on, therefore, a project manager must have the following abilities、
17、3 （1）Leadership领导能力Project leadership including effective communication and effective incentive, to make the project team members make concerted efforts to work, to achieve the project objectives, the need for effective leadership.项目领导工作包括有效的沟通和有效的激励，要使项目团队成员齐心协力地工作，实现项目目标，必须进行有效的领导。11 the project m
18、anager needs to take the democratic style of leadership 项目经理需要采取民主式的领导方式22factors to motivate members, and can design a full support and encourage a working environment.懂得激励成员的因素，并能设计出一种富于支持和鼓励的工作环境。Proect organization to complete the project in the process, will encounter some problems, such as the
19、 progress of the project several weeks later than planned, serious influence to customer requirements of the completion date. The project may fall into the budget difficulties, has used the 50% funds, completing only40% workload. The project manager may face various problems, whether can effectively
20、 solve the problems will affect and determine the success or failure of the project. 项目组织在完成项目的过程中，总会遇到一些问题，如项目进度比计划晚了几个星期，严重影响到客户要求的完工日期。项目可能陷入预算困难，已经使用了50% 的资金，只完成40%工作量。项目经理可能会面对各种各样的问题，是否能有效解决问题会影响和决定项目成败。 Project Manager: Zhang Qiang项目经理：张强 Project Manager Responsibilities: plan and implement t
21、he project, with potential users of the exchange, needs analysis, interface design(项目经理的职责：计划并执行整个项目，同潜在用户进行交流，需求分析，界面设计)四、the main project main relations主要项目主要干系The main internal stakeholders: Wu Bin, Liu Li主要内部干系人：吴斌、刘丽 Key external stakeholders: Xie Hong, Zhang Hui主要外部干系人：谢红、张辉五、项目范围分析1、project j
22、ustification. 项目的合理性说明。That explains why to implement this project, also is to carry out the aim of this project is what. Project justification for the future to provide an assessment of various advantages and disadvantages between the base.即解释为什么要实施这个项目，也就是实施这个项目的目的是什么。项目的合理性说明为将来提供了评估各种利弊关系的基础。2、o
23、bjectives of the project. 项目目标As has been said, the goal is to achieve the desired project products or services, to determine the target item, also identified the successful implementation of projects must meet a certain number of standard. The objectives of the project should include at least the c
24、ost, schedule and technical performance or quality standards. When the project is completed successfully, must show to others, project beforehand the target of set has reached. It is important to note that, if the project objectives can not be quantified, it would take the risk前面已经讲过，项目目标是所要达到的项目的期望
25、产品或服务，确定了项目目标，也就确定了成功实现项目所必须满足的某些数量标准。项目 4 目标至少应该包括费用、时间进度和技术性能或质量标准。当项目成功地完成时，必须向他人表明，项目事先设定的目标均已达到。值得注意的一点是，如果项目目标不能够被量化，则要承担很大的风险3、the project deliverables list. 项目可交付成果清单。If included in the project deliverables list item once it is fully achieved, and delivered to the user - project intermediate
26、s or final user, it marked the completion of the project or project phase. For example, a software development project deliverables have to run the computer program, user manuals and help users to master the computer software for interactive teaching program. But how to get others to recognize? This
27、 needs to show them that project pre-established goal has reached, at least let them see the original cost, schedule and quality have reached.如果列入项目可交付成果清单的事项一旦被完满实现，并交付给使用者项目的中间用户或最终用户，就标志着项目阶段或项目的完成。例如，某软件开发项目的可交付成果有能运行的电脑程序、用户手册和帮助用户掌握该电脑软件的交互式教学程序。但是如何才能得到他人的承认呢？这就需要向他们表明项目事先设立的目标均已达到，至少要让他们看到原定
28、的费用、进度和质量均已达到。六、Project manager for the Department of organization项目经理部组织Wu Bin, Liu LiKey external stakeholders: Xie Hong, Zhang Hui项目经理；吴斌、刘丽外部人员：谢红、张辉七、Project time, cost, quality management项目的时间、成本、质量管理项目开始时间：2010年7月1日项目结束时间：2010年12月31日主要里程碑安排：2010年7月1日2010年7月10日：方案设计2010年7月11日2010年7月20日：用户需求调研2
29、010年7月21日2010年12月10日：软件开发2010年12月11日2010年12月31日：BETA测试Project start date: July 1, 2010Project completion time: December 31, 2010Main milepost arrangement:July 1, 2010to July 10, 2010: Scheme DesignJuly 11, 2010to July 20, 2010: user needs surveyJuly 21, 2010to December 10, 2010: software development
30、December 11, 2010to December 31, 2010: BETA testTotal project budget（项目总体预算）Project general budget:350000 yuan（项目总体预算：35万元以5 response delay time happen.2timely to the superior department the construction progress and construction process of the problems encountered八、Project risk management项目风险管理Soft
31、ware project risk is reflected in the following four aspects: demand, technology, cost and schedule. IT project development in common risks include the following:软件项目的风险无非体现在以下四个方面：需求、技术、成本和进度。I项目开发中常见的风险有如下几类：Software project risk is reflected in the following four aspects: demand, technology, cost
32、 and schedule. IT project development in common risks include the following:Risk identification风险辨识Risk identification is the systematic identification of known and predictable risk, possibly to avoid these risks, and when necessary to control these risks. According to the risk, we risk can be divid
33、ed into:(1) the product scale and risk: the overall size and software related risks.(2) the influence of business risk: business risk to affect the survival ability of software development. Business risk contains five识别风险是系统化地识别已知的和可预测的风险，在可能时避免这些风险，且当必要时控制这些风险。根据风险 Risk analysis风险分析In the risk iden
34、tification, we will carry out risk estimation, risk assessment from the following several aspects: assessment of risk in the list of each risk:(1) the establishment of a scale, in order to reflect the possibility of risk;(2) to describe the risk consequences;(3) to estimate the risk of the project a
35、nd the influence of product;(4) marked risk prediction of overall accuracy, so as to avoidmisunderstanding.在进行了风险辨识后，我们就要进行风险估算，风险估算从以下几个方面评估风险清单中的每一个风险：(1)建立一个尺度，以反映风险发生的可能性；(2)描述风险的后果；(3)估算风险对项目及产品的影响；(4)标注风险预测的整体精确度，以免产生误解。Risk control风险控制Risk control measures, including the specified risk mitiga
36、tion, risk monitoring, risk tracking etc.All risk analysis activities have only one purpose - aided project group established a risk management strategy. If the software project group for risk taking active approach, avoiding the is always the best policy. This can be 6 through the establishment of
37、a risk mitigation plan to achieve that develop countermeasure.风险驾驭包括对策指定、风险缓解、风险监控、风险跟踪等内容。所有风险分析活动都只有一个目的辅助项目组建立处理风险的策略。如果软件项目组对于风险采取主动的方法，则避免永远是最好的策略。这可以通过建立一个风险缓解计划来达到即制定对策。九、project control(项目控制 )Since the project control function and the purpose is to ensure that the project can meet the requir
38、ements of final project objectives, while the project objectives and includes the project deliverables and software product range, quality, date of delivery, and project controls should include at least the range control, quality control, schedule control. The delivery outcome is determined by the p
39、rice, and the enterprise in order to ensure the software product to gain certain profit, will set the budget target, therefore also carries on the cost control. Furthermore, the software needs of ambiguity, project external condition and multi project resource sharing, may have need for projects to
40、adjust, so the need for project change control.既然项目控制的作用和目的是为了保证项目实施最终能够满足项目目标的要求，而项目目标又包括项目可交付成果及软件产品的范围、质量、交付日期，因此项目控制至少要包括范围控制、质量控制、进度控制。另外由于交付的成果大多具有确定的价格，而企业为了保证软件产品能够赢得一定的利润，就会设定预算目标，因此还要进行成本控制。再者，软件需求的不明确性、项目的外在条件和多项目资源共享的情况，都有可能需要对项目计划进行调整，因此需要进行项目的变更控制。Range control: the construction indust
41、ry may be less need for range control, because of the construction of several houses and its scope is very. But it is hard to say, perhaps because of funding problems, the original plans to build7 houses, now can be changed to Cheng Xianjian4, build 3houses. Originally prepared to build or88 layer,6
42、8 layer are now changed into. But the software system scope control is very important, some demand function decomposition very thick very fuzzy, the scope of the project is an area, it is difficult to control its scope. Range control is the first step in the scope of the project clear. Define clearl
43、y after the project scope is relatively good control. 范围控制：建筑行业可能不太需要范围控制，因为建造几栋房子其范围是非常。但也很难说，也许由于资金的问题，原来准备建7栋的，现在可能改成先建4栋，再建3栋。或者原来准备建88层的，现在改成建68层。但是软件系统的范围控制就很重要，有的需求功能分解得很粗很模糊，项目范围是一个大致的范围，这样就比较难以控制其范围。范围控制的第一步就是把项目的范围确定清晰。确定清楚后项目范围是比较好控制。Quality control quality control: the purpose is to ensu
44、re that the project quality to meet the project quality plan is illustrated in the results of the project quality requirements. Project quality plan that may refer to other documents to illustrate the results of the project quality requirements, such as tender, bid, contract, specification, national
45、 standards, industry standards, enterprise interior to develop a variety of specifications and so on.7 质量控制：质量控制的目的是保证项目成果的质量满足项目质量计划中说明的项目成果的质量要求。项目质量计划的说明可能会引用其他文件来说明项目成果的质量要求，如招标书、投标书、合同、需求规格说明书、国家标准、行业标准、企业 Schedule control: the process of project, must constantly check, monitor the progress of
46、the project, to ensure that each decomposition of tasks can be completed according to plan. Continuous collection of project data, master project plan implementation situation, the actual situation and plan comparison, analysis of the gap and the reasons which cause the difference, when necessary, t
47、ake effective corrective or preventive measures, so that the project according to the project schedule in a predetermined goal of the project, to prevent delays. Project schedule control attention not only to the main task or tasks on the critical path of the project, we should pay attention to some
48、 original secondary task progress, in order to prevent the secondary task delay effect, main tasks and tasks on the critical path.进度控制：项目进行过程中，必须不断检查、监控项目的进展情况，以保证每项分解的任务都能按计划完成。持续收集项目进展数据，掌握项目计划的实施情况，将实际情况与进度计划进行对比，分析其差距和造成这些差距的原因，必要时采取有效地纠正或预防措施，使项目按照项目进度计划中预定的工期目标进行，防止延误工期。项目进度控制不仅要注意主要任务或关键路径上的任务的工期，也要注意一些本来次要的任务的进展，以防止次要任务拖延，影响主要任务和关键路径上的任务。Cost control: cost control is based on the project in the project plan to develop a reasonable cost budget, also called cost budget. Cost control is as much as possible to ensure that all work in the project plan the predetermined budget. C
