Index（目录）
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Project Management Fundamentals
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Project initiation（项目启动）
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Determining project feasibility（确定项目可行性）
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Activity planning and control（活动规划与控制）
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Project Scheduling（项目进度安排）
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Gantt charts（甘特图）
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PERT diagrams（PERT图）
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Managing systems analysis team members（管理系统分析团队成员）
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Prototyping（原型设计）
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Agile Approaches（敏捷方法）
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Values and Principles（价值观和原则）
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SCRUM（敏捷框架中的Scrum方法）
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XP: the Circle of Life（极限编程：生命圈）
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Best Practices（最佳实践）
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Project Management Fundamentals
Project initiation （项目启动）
Problems in an Organization 组织中的问题
Defining the Problems 定义问题
Set up goals 设立目标
Selection of Projects 项目选择
Backing from management 管理层的支持
Appropriate timing of project commitment 项目承诺的适当时机
Possibility of improving attainment of organizational goals 提高组织目标实现的可能性
Practical in terms of resources for the system analyst and organization 对于系统分析师和组织来说资源实用
Worthwhile project compared with other ways the organization could invest resources 与组织投资资源的其他方式相比，该项目有价值
Determining Feasibility（确定项目可行性）
The Three Key Elements of Feasibility
- Technical Feasibility
Add on to present system
Technology available to meet users' needs - Economic Feasibility
Systems analysts' time
Cost of systems study
Cost of employees' time for study
Estimated cost of hardware
Cost of packaged software or software development - Operational Feasibility
Whether the system will operate when put in service
Whether the system will be used
可行性的三大关键要素
- 技术可行性
能否在现有系统上进行扩展
是否有可用技术来满足用户需求 - 经济可行性
系统分析员的时间成本
系统研究的费用
员工参与研究的时间成本
硬件的预估成本
购买软件包或开发软件的费用 - 操作可行性
系统投入使用后能否正常运行
系统是否会被用户实际使用
Activity planning and control（活动规划与控制）
Managing Time and Activities
- Often a project needs to be broken down into smaller tasks or activities
- These tasks together make up a work breakdown structure (WBS)
• Each task or activity contains one deliverable, or tangible outcome, from the activity
• Each task can be assigned to a single individual or a single group
• Each task has a responsible person monitoring and controlling performance - Developing a WBS
• Decomposition, starting with large ideas, then breaking them down into manageable activities
• Product oriented, building a website can be broken down into many parts
• Process-oriented, emphasizes the importance of each phase - Time Estimation Techniques
• Relying on experience
• Using analogies
• Using three-point estimation
• Identifying function points
• Using time estimation software
时间和活动管理
- 项目通常需要被分解为较小的任务或活动
- 这些任务共同构成了工作分解结构（WBS）
每个任务或活动都包含一个交付物，即该活动的具体成果
每个任务可以分配给一个个人或一个小组
每个任务都有一个负责人员进行监督和控制 - WBS的开发：
分解：从大范围的想法开始，然后将其分解为可管理的活动
产品导向：如搭建一个网站可以分解为多个部分
过程导向：强调每个阶段的重要性 - 时间估算技术：
依赖经验
使用类比法
采用三点估算法
识别功能点
使用时间估算软件
Project Scheduling（项目进度安排）
分析-设计-实施
Gantt charts（甘特图）
A Gantt chart is a type of bar chart that illustrates a project schedule. Modern Gantt charts also show the dependency relationships between activities and the current schedule status.
甘特图是一种条形图，用于说明项目进度表。现代甘特图还显示活动与当前计划状态之间的依赖关系。
PERT diagrams（PERT图）
PERT is an acronym for Program Evaluation and Review Technique.
PERT 是项目评估和审查技术的缩写。
• A program is represented by a network of nodes and arrows that are evaluated to determine the critical activities, improve the schedule if necessary, and review progress once the project is undertaken.
计划由节点和箭头网络表示，对这些节点和箭头进行评估以确定关键活动，在必要时改进进度表，并在项目实施后审查进度。
Managing systems analysis team members（管理系统分析团队成员）
Assembling a team
Team communication strategies
Project productivity goals
Team member motivation
Prototyping（原型设计）
User reactions 用户反应
Suggestions 建议
Innovations 创新
Revision plans 修订计划
Agile Approaches（敏捷方法）
- Agile is a process wherein a project is subdivided into iterations.
- The output of each iteration is measured and used to continuously evaluate the schedule.
- Features are implemented in the order of business value so that the most valuable things are implemented first.
- Quality is kept as high as possible.
- The schedule is primarily managed by manipulatin
- 敏捷是一个将项目细分为迭代的过程。
- 每次迭代的输出都会被测量并用于持续评估进度表。
- 功能按照业务价值的顺序实施，以便首先实施最有价值的东西。
- 尽可能保持高品质。
- 时间表主要通过操纵范围来管理。
Values and Principles（价值观和原则）
Agile methods are a collection of innovative, user-centered approaches to systems
敏捷方法是一系列创新的、以用户为中心的系统开发方法
• Satisfy the customer through delivery of working software
• Embrace change, even if introduced late in development
• Continue to deliver functioning software incrementally and frequently
• Encourage customers and analysts to work together daily
• Trust motivated individuals to get the job done
• Promote face-to-face conversation
• Concentrate on getting software to work
• Encourage continuous, regular, and sustainable development
• Adopt agility with attention to mindful design
• Support self-organizing teams
• Provide rapid feedback
• Encourage quality
• Review and adjust behavior occasionally
• Adopt simplicity
通过交付工作软件来满足客户
拥抱变化，即使是在开发后期引入的
继续增量且频繁地交付功能软件
鼓励客户和分析师每天一起工作
信任激励个人完成工作
促进面对面对话
专注于让软件正常运行
鼓励持续、经常、可持续的发展
采用敏捷性并注重贴心设计
支持自组织团队
提供快速反馈
鼓励品质
偶尔回顾并调整行为
采用简单性
SCRUM（敏捷框架中的Scrum方法）
- Scrum is a framework for developing and sustaining complex products.
Scrum 是一个用于开发和维护复杂产品的框架。 - In a nutshell, Scrum requires a Scrum Master to foster an environment where:
简而言之，Scrum 需要 Scrum Master 来营造一个环境：- A Product Owner orders the work for a complex problem into a Product Backlog.
产品负责人将复杂问题的工作安排到产品待办事项列表中。 - The Scrum Team turns a selection of the work into an Increment of value during a Sprint.Scrum
团队将工作的选择转化为 Sprint 期间的价值增量。 - The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint.Scrum
团队及其利益相关者检查结果并为下一个 Sprint 进行调整。 - Repeat
- A Product Owner orders the work for a complex problem into a Product Backlog.
XP: the Circle of Life（极限编程：生命圈）
