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6、 level,Eighth level,Ninth level,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Sixth level,Seventh level,Eighth level,Ninth level,*,杭電軟職 張萬(wàn)軍,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third lev

7、el,Fourth level,Fifth level,Sixth level,Seventh level,Eighth level,Ninth level,*,杭電軟職 張萬(wàn)軍,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Sixth level,Seventh level,Eighth level,Ninth level,*,杭電軟職 張萬(wàn)軍,*,基于,CMMI,的軟件工程,項(xiàng)目跟蹤及控制,第十章 項(xiàng)目

8、跟,蹤,蹤及控制,CMMI,對(duì)應(yīng)實(shí)踐,項(xiàng)目跟蹤及控制,簡(jiǎn),簡(jiǎn)述,項(xiàng)目跟蹤及控制,活,活動(dòng),收集項(xiàng)目度量數(shù),據(jù),據(jù),處理項(xiàng)目偏離,項(xiàng)目跟蹤、監(jiān)測(cè),和,和控制是項(xiàng)目管,理,理的重要活動(dòng)，,貫,貫穿項(xiàng)目生命周,期,期的全過(guò)程。從,CMMI,的角度來(lái)說(shuō)，項(xiàng),目,目監(jiān)控，有兩個(gè),目,目標(biāo)：,1,、通過(guò)跟蹤、監(jiān),測(cè),測(cè)，及時(shí)了解項(xiàng),目,目計(jì)劃的實(shí)際執(zhí),行,行情況（包括工,作,作量、成本、進(jìn),度,度、缺陷、承諾,以,以及風(fēng)險(xiǎn)等），,評(píng),評(píng)價(jià)項(xiàng)目狀態(tài)，,為,為項(xiàng)目組長(zhǎng)以及,各,各級(jí)管理者提供,項(xiàng),項(xiàng)目當(dāng)前真實(shí)情,況,況的可視性，并,用,用以判斷項(xiàng)目是,否,否沿著計(jì)劃所期,望,望的軌道健康地,取,取得了進(jìn)展。,

9、2,、如果項(xiàng)目狀態(tài),偏,偏離了期望的軌,道,道，例如工作量,或,或進(jìn)度的偏離超,過(guò),過(guò)了允許的門限,值,值，則應(yīng)采取糾,正,正措施，改進(jìn)過(guò),程,程性能，使項(xiàng)目,的,的規(guī)模、工作量,、,、進(jìn)度、成本、,缺,缺陷以及風(fēng)險(xiǎn)得,到,到有效控制，必,要,要時(shí)修正項(xiàng)目計(jì),劃,劃，最終將項(xiàng)目,調(diào),調(diào)整到計(jì)劃所期,望,望的軌道上。,項(xiàng)目監(jiān)督與控制,PMC,PMC（一）,目的：提供對(duì)項(xiàng),目,目進(jìn)度的理解，,以,以便當(dāng)項(xiàng)目性能,顯,顯著偏離計(jì)劃時(shí),采,采取適當(dāng)?shù)募m正,措,措施。,SG1 Monitor Project AgainstPlan,（按照項(xiàng)目計(jì)劃,監(jiān),監(jiān)控項(xiàng)目），按,照,照項(xiàng)目計(jì)劃來(lái)監(jiān),控,控項(xiàng)目實(shí)際的

10、進(jìn),度,度及性能。通常,是,是通過(guò)對(duì)個(gè)人周,報(bào),報(bào)、項(xiàng)目周報(bào)、,里,里程碑報(bào)告,/,階段進(jìn)度報(bào)告等,的,的評(píng)審或數(shù)據(jù)收,集,集分析來(lái)執(zhí)行。,SP1.1 MonitorProjectPlanning Parameters,（監(jiān)控項(xiàng)目計(jì)劃,的,的要素），在項(xiàng),目,目開發(fā)過(guò)程中，,需,需要按照項(xiàng)目計(jì),劃,劃來(lái)監(jiān)控與之相,關(guān),關(guān)要素的實(shí)際值,。,。,SP1.2 MonitorCommitments,（監(jiān)控承諾），,按,按照項(xiàng)目計(jì)劃的,規(guī),規(guī)定監(jiān)控承諾的,實(shí),實(shí)現(xiàn)情況。,SP1.3 MonitorProjectRisks,（監(jiān)控項(xiàng)目風(fēng)險(xiǎn),）,），按照項(xiàng)目計(jì),劃,劃的規(guī)定監(jiān)控風(fēng),險(xiǎn),險(xiǎn)。,PMC,（二）,

11、MonitorData Management(,監(jiān)控?cái)?shù)據(jù)管理,),，按照項(xiàng)目計(jì)劃,監(jiān),監(jiān)控項(xiàng)目數(shù)據(jù)的,管,管理，項(xiàng)目中形,成,成的各類記錄及,文,文檔、工作產(chǎn)品,等,等都屬于此范圍,。,。,SP1.5 MonitorStakeholder Involvement,（監(jiān)控干系人的,參,參與），按照項(xiàng),目,目計(jì)劃監(jiān)控項(xiàng)目,相,相關(guān)各方的參與,情,情況。,SP1.6 ConductProgress Reviews,（執(zhí)行進(jìn)度評(píng)審,）,）,SP1.7 ConductMilestone Reviews,（執(zhí)行里程碑評(píng),審,審）,SG2 Manage CorrectiveActionto Closure,

12、（管理糾正措施,直,直到關(guān)閉），當(dāng),項(xiàng),項(xiàng)目性能或者結(jié),果,果明顯偏離計(jì)劃,時(shí),時(shí)，采取糾正措,施,施，并對(duì)這些糾,正,正措施進(jìn)行管理,，,，直到關(guān)閉。,SP2.1 AnalyzeIssues,（分析問(wèn)題），,收,收集和分析問(wèn)題,，,，并決定解決問(wèn),題,題的糾正措施，,形,形成需要糾正的,問(wèn),問(wèn)題清單，并附,上,上糾正措施。,SP2.2 Take CorrectiveAction,（采取糾正措施,）,），針對(duì)問(wèn)題采,取,取糾正措施。,SP2.3 Manage Corrective Action,（管理糾正措施,）,），對(duì)采取的糾,正,正措施進(jìn)行管理,，,，跟蹤直至關(guān)閉,，,，并且把結(jié)果形,成,

13、成記錄。,第十章 項(xiàng)目跟,蹤,蹤及控制,CMMI,對(duì)應(yīng)實(shí)踐,項(xiàng)目跟蹤及控制,簡(jiǎn),簡(jiǎn)述,項(xiàng)目跟蹤及控制,活,活動(dòng),收集項(xiàng)目度量數(shù),據(jù),據(jù),處理項(xiàng)目偏離,項(xiàng)目跟蹤及控制,方,方針,項(xiàng)目組應(yīng)按照項(xiàng),目,目定義過(guò)程開展,項(xiàng),項(xiàng)目軟件開發(fā)活,動(dòng),動(dòng)。,項(xiàng)目經(jīng)理負(fù)責(zé)，,依,依據(jù)經(jīng)評(píng)審、批,準(zhǔn),準(zhǔn)的項(xiàng)目開發(fā)計(jì),劃,劃書進(jìn)行項(xiàng)目跟,蹤,蹤和監(jiān)督。,項(xiàng)目組全體成員,必,必須按時(shí)如實(shí)填,寫,寫個(gè)人工作周報(bào),/,工作日志；項(xiàng)目,經(jīng),經(jīng)理匯總形成項(xiàng),目,目組周報(bào)，跟蹤,過(guò),過(guò)程度量數(shù)據(jù)，,了,了解并掌握項(xiàng)目,狀,狀態(tài)及存在的主,要,要問(wèn)題。,項(xiàng)目經(jīng)理主持召,開,開項(xiàng)目例會(huì)，會(huì),上,上交流、討論項(xiàng),目,目狀態(tài)，進(jìn)度偏,

14、離,離的處理、質(zhì)量,保,保證工程師發(fā)現(xiàn),的,的不符合項(xiàng)處理,等,等，并形成會(huì)議,記,記錄。,定期或事件驅(qū)動(dòng),形,形成階段進(jìn)度報(bào),告,告，匯總并分析,包,包括規(guī)模、工作,量,量、進(jìn)度、風(fēng)險(xiǎn),、,、成本等在內(nèi)的,度,度量數(shù)據(jù)，根據(jù),分,分析結(jié)果評(píng)價(jià)項(xiàng),目,目當(dāng)前狀態(tài)。,總工程師負(fù)責(zé)里,程,程碑處評(píng)審，當(dāng),項(xiàng),項(xiàng)目的實(shí)際偏離,項(xiàng),項(xiàng)目開發(fā)計(jì)劃過(guò),大,大時(shí)，應(yīng)采取措,施,施改進(jìn)過(guò)程，必,要,要時(shí)修改和調(diào)整,項(xiàng),項(xiàng)目開發(fā)計(jì)劃，,注,注意項(xiàng)目開發(fā)計(jì),劃,劃調(diào)整或相關(guān)約,定,定的修改應(yīng)及時(shí),與,與相關(guān)組和個(gè)人,協(xié),協(xié)商確認(rèn)；如果,涉,涉及外部用戶或,其,其他部門的相關(guān),組,組，則應(yīng)請(qǐng)總工,程,程師協(xié)助解決。

15、,項(xiàng)目跟蹤及控制,的,的內(nèi)容,項(xiàng)目跟蹤的主要,內(nèi),內(nèi)容為：,規(guī)模跟蹤；,工作量跟蹤；,進(jìn)度跟蹤；,爭(zhēng)議問(wèn)題跟蹤；,成本跟蹤；,風(fēng)險(xiǎn)跟蹤；,關(guān)鍵計(jì)算機(jī)資源,跟,跟蹤。,項(xiàng)目跟蹤流程圖,項(xiàng)目經(jīng)理：負(fù)責(zé),項(xiàng),項(xiàng)目跟蹤監(jiān)測(cè)和,控,控制；匯總項(xiàng)目,組,組成員的個(gè)人工,作,作周報(bào)，編寫或,確,確認(rèn)項(xiàng)目周報(bào)；,主,主持項(xiàng)目例會(huì)和,日,日常評(píng)審活動(dòng)；,編,編制、提交項(xiàng)目,狀,狀態(tài)報(bào)告；根據(jù),需,需要及時(shí)采取糾,正,正措施包括調(diào)整,項(xiàng),項(xiàng)目計(jì)劃。,項(xiàng)目組員（包括,配,配置管理）：每,周,周填寫個(gè)人工作,周,周報(bào)、參加項(xiàng)目,例,例會(huì)；完成項(xiàng)目,組,組長(zhǎng)指派的其他,監(jiān),監(jiān)控任務(wù)。,質(zhì)量保證工程師,：,：驗(yàn)證各項(xiàng)監(jiān)控

16、,活,活動(dòng)與規(guī)范、規(guī),程,程的符合性，提,交,交審核報(bào)告,研發(fā)部經(jīng)理：主,持,持里程碑評(píng)審；,批,批準(zhǔn)涉及里程碑,計(jì),計(jì)劃變更的項(xiàng)目,計(jì),計(jì)劃變更，確認(rèn),涉,涉及發(fā)布計(jì)劃變,更,更的項(xiàng)目計(jì)劃變,更,更；解決跟蹤過(guò),程,程中項(xiàng)目經(jīng)理不,能,能解決的爭(zhēng)議問(wèn),題,題。,項(xiàng)目相關(guān)各方（,干,干系人）：提交,必,必要的工作周報(bào),；,；參與承諾監(jiān)測(cè),活,活動(dòng)；參加里程,碑,碑評(píng)審；承諾項(xiàng),目,目計(jì)劃變更引起,的,的職責(zé)分工的改,變,變。,總工程師：參加,里,里程碑評(píng)審，簽,署,署評(píng)審結(jié)論；批,準(zhǔn),準(zhǔn)涉及發(fā)布計(jì)劃,變,變更的項(xiàng)目計(jì)劃,變,變更；解決跟蹤,監(jiān),監(jiān)控過(guò)程中項(xiàng)目,經(jīng),經(jīng)理和研發(fā)部經(jīng),理,理不能解決的爭(zhēng),議,議問(wèn)題,項(xiàng)目跟蹤及控制,中,中人員職責(zé),第十章 項(xiàng)目跟,蹤,蹤及控制,CMMI,對(duì)應(yīng)實(shí)踐,項(xiàng)目跟蹤及控制,簡(jiǎn),簡(jiǎn)述,項(xiàng)目跟蹤及控制,活,活動(dòng),收集項(xiàng)目度量數(shù),據(jù),據(jù),處理項(xiàng)目偏離,項(xiàng)目跟蹤活動(dòng),在項(xiàng)目跟蹤時(shí)通,過(guò),過(guò)多種方式來(lái)進(jìn),行,行，原則上是從,底,底到上的方式進(jìn),行,行跟蹤，即先是,個(gè),個(gè)人對(duì)工作完成,情,情況進(jìn)行跟蹤，,然,然后再項(xiàng)目組整,體,體進(jìn)行跟蹤。,常用的方式主要,有,有