IT项目管及项目架构.pptVIP

IT项目管理 Part 1项目管理框架 教学结构： 第一部分：第1-3章，项目管理框架 第二部分：第4-12章，IT项目中的管理知识领域 第三部分：附录A和B，MS Project 2007、对项目管理师考试和相关资格认证的建议 Key Items 项目、IT项目、项目特征、项目发起人（Sponsor）、三维约束（Triple constraint）、四维约束 项目管理、利益相关者（Stakeholder）、项目管理9大知识领域（4大核心、4个辅助）、常用项目管理工具和技术、项目成功标准 项目群（Program）、项目群经理、项目组合管理(Project Portfolio management)、最佳实践（Best Practice） 学习网站 M CIO.com /pmc 自学部分 1.5 项目经理的作用 1.6 项目管理职业 课堂讨论 案例分析 作业一 通过教材与网站学习、收集资料并进行小组讨论： 1. 项目经理应具备的技能、有何作用？ 2. 参考1.5.4、1.6部分内容，拟一份个人PM职业规划、获得PMP资格认证的要求。 “Super tools” are those tools that have high use and high potential for improving project success, such as: Software for task scheduling (such as project management software) Scope statements Requirements analyses Lessons-learned reports Tools already extensively used that have been found to improve project importance include: Progress reports Kick-off meetings Gantt charts Change requests * What Went Right? Improved Project Performance The Standish Group’s CHAOS studies show improvements in IT projects in the past decade: The number of successful IT projects has more than doubled, from 16 percent in 1994 to 35 percent in 2006 The number of failed projects decreased from 31 percent in 1994 to 19 percent in 2006 The United States spent more money on IT projects in 2006 than 1994 ($346 billion and $250 billion, respectively), but the amount of money wasted on challenged and failed projects was down to $53 billion in 2006 compared to $140 billion in 1994 * The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.”* *Standish Group, CHAOS 2001: A Recipe for Success (2001). * There are several ways to define project success: The project met scope, time, and cost goals The project satisfied the customer/sponsor Th