《信息系统开发》——信息系统项目管理（信息系统开发与管理）

今天小编主要分享的是信息系统项目管理生命周期。首先，明确项目是什么？项目是一个（临时的）唯一的、复杂的和关联的具有同一目标或者目的并且必须在特定时间里、在预算内、按照规格说明要完成的活动序列。

按照项目进展可以大致分为四个阶段，项目发起、项目规划、项目执行、项目终结，接下来具体介绍这四个阶段。

Today the editor mainly shares the information system project management life cycle. First, clarify what the project is? A project is a (temporary) unique, complex and related sequence of activities that have the same goal or purpose and must be completed within a specific time, within a budget, and in accordance with specifications.

According to the progress of the project, it can be roughly divided into four stages: project initiation, project planning, project execution, and project termination. Next, we will introduce these four stages in detail.

项目发起

其核心是评估项目的大小、范围和复杂性，以及建立支持后续项目活动的规程。

成立项目发起团队主要的活动是组织项目核心成员辅助完成项目发起活动；

建立与客户之间的关系，全面了解客户，构建更强的伙伴关系，以及更高级别的信任，任命特定人员到每个业务单元的策略有利于保证项目发起之前可以和谐地工作在一起；

制定项目发起计划中定义项目目标和范围，将其业务需求转换为系统服务请求书；

建立管理规程，关注开发团队通信以及汇报规程，工作任务和角色，项目变更规程，决定如何筹集项目资金和处理票据；

项目工作手册主要包括：项目概述、发起计划和SSR、项目范围和风险、管理规程、数据描述、过程描述、团队函件、工作声明、项目进度

The core is to assess the size, scope and complexity of the project, and establish procedures to support subsequent project activities.

The main tasks are to establish a project initiation team, establish a relationship with customers, formulate a project initiation plan, establish management procedures, establish a project management environment and a project work manual; the main activity of the establishment of a project initiation team is to organize the core members of the project to assist in completing the project Initiating activities, establishing relationships with customers, understanding customers comprehensively, building stronger partnerships, and a higher level of trust. The strategy of appointing specific personnel to each business unit is conducive to ensuring that you can work in harmony before the project is launched. At the same time, define the project goals and scope in the development of the project initiation plan, convert its business requirements into a system service request, and establish management procedures, pay attention to the development team communication and reporting procedures, work tasks and roles, project change procedures, and decide how to raise the project Funds and processing bills, the project work manual mainly includes: project overview, initiation plan and SSR, project scope and risks, management procedures, data description, process description, team letter, work statement, project progress

项目规划

其核心是定义清楚的、离散的活动以及完成每个活动需要做的工作。

描述项目范围、候选方案、可行性，项目范围主要界定项目的问题或机会，项目的量化结果，项目需要完成的任务，验收标准，项目进度等；

将项目分解为可管理的任务，采用工作分解结构将项目划分成可以管理的人物单元，分析任务之间的顺序和依赖关系；

估算资源并创建资源规划，目的是估计每项活动的资源要求，利用这些信息制定项目资源计划；

制定初步进度，利用任务以及可用资源等信息为工作分解结构中的每个活动指派时间估量，从而建立项目的预期开始和结束日期。

制定通信计划，此项活动的目标是概括出管理层、项目组成员以及客户之间的通信规程。

确定项目标准和规程，即将使用的各种工具、开发方法、文档类型、汇报形式、术语、技术规范等；
识别和评估风险，识别风险及其可能产生的后果。包括采用新技术、用户对新系统的抵触、关键资源、系统构建产生的管理变革、项目组的经验缺乏等风险因素；

创建初步的预算，概括与项目有关费用和收入预算。

开发工作陈述，主要是面向客户阐述所要进行的工作以及预期的交付成果。

开发工作陈述，十分有益于保证客户以及其他项目组成员对所计划的项目大小、期限以及成果有清楚的认识；

建立基线项目计划，基线计划提供对项目任务和资源需求的评估,并为项目执行提供依据。

The core of project planning is clearly defined, discrete activities and the work that needs to be done to complete each activity.

Describe the project scope, candidate plans, feasibility, the project scope mainly defines the problems or opportunities of the project, the quantitative results of the project, the tasks that the project needs to complete, the acceptance criteria, the project schedule, etc.;

Decompose the project into manageable tasks, use the work breakdown structure to divide the project into manageable character units, and analyze the sequence and dependencies between tasks;

Estimate resources and create a resource plan. The purpose is to estimate the resource requirements of each activity and use this information to formulate project resource plans;

Develop a preliminary schedule and use information such as tasks and available resources to assign time estimates for each activity in the work breakdown structure to establish the expected start and end dates of the project.

Develop a communication plan. The goal of this activity is to outline the communication procedures between management, project team members, and customers.

Determine project standards and procedures. Various tools, development methods, document types, reporting forms, terminology, technical specifications, etc. to be used.

Identify and evaluate risks, identify risks and their possible consequences. Including the adoption of new technologies, user resistance to the new system, key resources, management changes resulting from system construction, and lack of experience in the project team.

Create a preliminary budget. Summarize the project-related expenses and income budget.

The development work statement is mainly to explain the work to be performed and the expected deliverables to the customer. The work statement is very helpful to ensure that the client and other project team members have a clear understanding of the planned project size, deadline, and results.

Establish a baseline project plan. The baseline plan provides an assessment of project tasks and resource needs, and provides a basis for project execution.项目执行

其核心是将项目发起和项目规划阶段的计划付诸行动。

执行基线项目计划，确保项目按照基线计划执行,包括配置资源、培训项目组成员等,确保项目跟上进度,保证交付质量。

按照基线项目计划监督项目进展，根据监控项目进展是否落后或提前于进度,调整资源、活动和预算。

管理基线项目计划的变更，项目需进行审批才能进行变更,所有的变更必须反映在基线计划以及项目工作手册中。变更请求必须解释为什么要求变更,并描述对之前或者后续活动、资源、整个项目进度的可能造成的所有影响。变更后重新修正计划。
维护项目工作手册，需要保留所有项目事件的完整记录,作为新项目组成员的学习文档,也作为项目报告的主要信息源。

沟通项目状况，项目经理需确保系统开发人员、管理者、客户等项目组成员及时了解项目状况,从而达成共识,协调工作。

The core of project execution is to put into action the plans of the project initiation and project planning stage.

Implement the baseline project plan. Ensure that the project is executed in accordance with the baseline plan, including the allocation of resources, training of project team members, etc., to ensure that the project keeps up with the progress and guarantees the quality of delivery.

Monitor the progress of the project in accordance with the baseline project plan. According to whether the progress of the monitoring project is behind or ahead of schedule, adjust resources, activities and budgets.

Manage changes to the baseline project plan. The project needs to be approved to make changes, and all changes must be reflected in the baseline plan and project work manual. The change request must explain why the change is required and describe all possible impacts on previous or subsequent activities, resources, and the overall project schedule. Revise the plan after the change.

Maintenance project work manual. It is necessary to keep a complete record of all project events, as a learning document for new project team members, and as the main source of information for project reports.

Communicate the status of the project. The project manager needs to ensure that system developers, managers, customers and other project team members understand the status of the project in a timely manner, so as to reach a consensus and coordinate work.

项目终结

其核心是把项目带到结束。

结束项目，完成对项目组成员的绩效和薪资的鉴定;通知各利益相关方；完成所有项目文档和财务记录等；

项目评估，项目结束后需要由管理者和客户进行项目的最后评估。审查的目的是确定项目交付品、用于创建交付品的过程、以及项目管理过程中存在的优点和缺点；

终止项目合同，保证项目的各项合同条款已经满足,只有当合同双方都书面同意之后,项目才算完成。

The end of the project, its core is to bring the project to the end.

End the project, complete the appraisal of the performance and salary of the project team members; notify all stakeholders; complete all project documents and financial records, etc.

Project evaluation. After the project ends, the final evaluation of the project needs to be carried out by the manager and the client. The purpose of the review is to determine the project deliverables, the process used to create the deliverables, and the advantages and disadvantages of the project management process.

Termination of the project contract guarantees that the various contract terms of the project have been met, and the project is considered complete only after both parties in the contract agree in writing.

参考资料：文字：《信息系统开发》；图片：百度；翻译：Google翻译

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