CMMI高成熟度实施和敏捷方法.ppt

结合实施状况-士气 结合实施状况-责任感 结合实施状况-团队合作 结合实施状况-交付质量 结合实施状况-期望继续 欢迎联系 广州赛宝认证中心 地址：广州市 天河区 东莞庄路 110号 邮编：510610 电话：+86-20邮箱：lihb@ceprei.org 敏捷方法中的迭代，对项目管理流程的效率和效力提出更高要求 传统的项目管理方法本质上是顺序的：定义、规划、执行和收尾 敏捷方法使用迭代的项目定义、规划、执行和测试的方法，直至实现预期干系人价值 敏捷方法中的迭代，对项目管理流程的效率和效力提出更高要求 Detail on typical Barriers: Fractional and Unqualified resources – Many AD projects have inadequate Project Management, and implemented within a application support team that may not have right skills and have to split time to many activities (ASD has Right Skills at right time in right ratio and majority are focused full time) Misunderstood Requirements – Some requirements are difficult to articulate in the written word alone without close collaboration (ASD uses Joint sessions to develop ideas into HL requirements and co-located business for elaboration of those requirements) Lack of executive business and IT support – Parties are focused on multiple priorities such as maintaining existing applications while using the same group of resources for application development which leads to under allocation of resources to the baseline plan or reduced focus and productivity (ASD org construct focuses only on critical project delivery and exec support for fast tracked project delivery is secured for ASD org implementation and for each project) Rigorous Lifecycle Process Delays – Initiation, PM, Architecture, RFP or other processes and review boards are not built for speed which results in slow project cycle and often create re-work (ASD is Proactive vs. reactive and processes are optimized for speed from ideation through implementation) RFI / RFP processes - Client often does not understand or clearly document full requirements, focus becomes low price, and results in inaccurate baselines that are exceeded in time and budget (ASD projects are fast tracked, but fast track RFP process for “buy” solutions can be integrated) Big Bang Project Delivery – Large complex projects delivered with waterfall approach