项目管理跟cmmi中执行力、执行度.pdfVIP

專案管理與CMMI中執行力、執行度、和軟體品質的探討 Ability to Perform, Degree of Commitment, and Software Quality in Project Management and CMMI 陳仲儼 長庚大學資訊管理研究所 桃園縣龜山鄉文化一路259號 Email:cychen@.tw Chung-Yang Chen Dept. of Information Management, Chang Gung University Email:cychen@.tw 摘要 國內軟體業者在專案開發上常常延宕交件或超出預算，因此，專案後期與客戶的 協商成了專案管理中主要工作之一。然而軟體企業在邁向國際化時，此已不再是權宜 之計。本文針對此一現象，在專案管理上試圖論述解決之道。作者以為管理軟體專案 的開發有三大訴求:執行度、執行力、及軟體品質，且為能力成熟度整合模式(CMMI) 第二層級Managed之實踐。專案之執行度端賴有效的專案人員組織管理，尤其面對大 型專案，或多個專案同時進行。專案之執行力端賴專案資源制度化的管理，其內容包 括CMMI層級二之流程領域。而在全面品質管理觀念中，專案執行度及執行力則影響 軟體品質。本研究試圖從抽象化物件導向專案組織架構、專案開發模式、及CMMI Level 2 的專案管理三方面來探討軟體組織如何掌握專案執行度、執行力，進而改善軟體品 質。 關鍵詞: 軟體品質、專案管理、能力成熟度整合模式 Abstract Software industry usually has the following problem: project overdue or budget overspent; therefore, how to pacify customers has been critical in project management. Yet it is no more applicable as Taiwan software organizations become internationally competitive. To eliminate the above plausible issue, this paper suggests three aspects for managing software development: degree of commitment, ability to perform, and software quality, which are also fulfillments for Capability Maturity Model Integration (CMMI) Level 2. A solution is discussed by looking into abstract project organization, project development process, and project management in CMMI Level 2 in order to help software organizations manage degree of commitment, ability to perform, and software quality during software development. Keywords: Project Management, Software Quality, CMMI 一、專案開發管理與CMMI 軟體工業近年來已成為台灣另一個欲爭取演出