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软件过程与项目管理笔记


写于：2025-06-05   改于：2025-06-05
字数：9420  阅读需要52 mins

小题

Chapter1:

  • A megaproject is defined as one that costs over $1 billion and affects more than 1 million people.
    • 巨型项目是指成本超过10亿美元并影响超过100万人口的项目。
  • Scrum is an adaptive project management framework used in agile methodologies.
    • Scrum 是一种用于敏捷方法的适应性项目管理框架。
  • A program manager leads and coordinates multiple related projects.
    • 项目经理负责领导和协调多个相关项目。
  • Agile project management is known for its flexibility, incremental releases, and adaptability to change.
    • 敏捷项目管理以灵活性、渐进式发布和适应变化而著称。
  • Agile assumes that changes will occur during the project lifecycle.
    • 敏捷假设项目生命周期中会发生变化。
  • Predictive project management relies on detailed upfront planning and delivers the final product at the end.
    • 预测型项目管理依赖于前期详细规划，并在项目结束时交付最终成果。
  • A hybrid approach combines predictive and agile project management methods.
    • 混合方法结合了预测型和敏捷项目管理方法。
  • Tools like Gantt charts and network diagrams are used for effective schedule management.
    • 甘特图和网络图等工具用于高效的进度管理。
  • An artifact in project management refers to a document, template, output, or deliverable.
    • 在项目管理中，artifact 指的是文档、模板、产出或交付物。
  • The triple constraint involves balancing scope, schedule, and cost.
    • 三重约束涉及在范围、进度和成本之间进行平衡。
  • The Net Promoter Score (NPS) measures how likely a customer is to recommend a product or service.
    • 净推荐值（NPS）衡量客户推荐产品或服务的可能性。

Chapter 2:

  1. NPV (Net Present Value) analysis determines the expected net gain or loss from a project in today’s monetary value.
    • 净现值（NPV）分析用于确定项目在当前货币价值下的预期净收益或损失。
  2. Mind mapping is a visual technique where ideas branch out from a central theme.
    • 思维导图是一种从中心主题发散出想法的可视化技术。
  3. Lean methodology emphasizes eliminating waste and optimizing value.
    • 精益方法强调消除浪费并优化价值。
  4. A product roadmap is a document that outlines the strategic direction of a product over time.
    • 产品路线图是概述产品战略方向的文件。
  5. The payback period is not used to measure overall project profitability over time.
    • 回收期不是用于衡量项目长期盈利能力的方法。
      • 回收期（Payback Period）只衡量收回初始投资所需的时间，并不考虑项目在回本之后的利润，也不考虑资金的时间价值。
  6. Cash flow is calculated by subtracting expenses from income.
    • 现金流是收入减去支出的结果。
  7. Lean methodology does not focus on increasing employee count to boost productivity.
    • 精益方法不强调通过增加员工数量来提高生产力。
      • 精益方法论（Lean methodology）的核心是消除浪费、提高效率、最大化客户价值的交付，而不是通过增加员工数量来提升生产力。
  8. SWOT analysis assesses both internal and external business factors.
    • SWOT 分析评估企业的内部和外部因素。
  9. Strategic planning helps organizations set long-term goals and strategies.
    • 战略规划帮助组织制定长期目标和战略。
  10. The discount rate is used to convert future cash flows to present value.
    • 折现率用于将未来现金流转换为现值。
  11. SWOT analysis is used to evaluate strengths, weaknesses, opportunities, and threats.
    • SWOT 分析用于评估优势、劣势、机会和威胁。
  12. A product roadmap visually summarizes the long-term direction of a product.
    • 产品路线图是对产品长期方向的可视化总结。

Chapter 3:

  • The project charter provides formal recognition of a project and outlines its objectives.
    • 项目章程正式确认项目的存在并概述其目标。
  • In Scrum, the Product Owner is responsible for maximizing product value through backlog management.
    • 在 Scrum 中，产品负责人通过待办列表管理最大化产品价值。
  • The Champion role is not part of the official Scrum roles.
    • “冠军”不是 Scrum 官方角色之一。
      • Scrum 三大官方角色
角色名称 英文名 职责简述
产品负责人 Product Owner（PO） 代表客户利益，负责产品待办列表（Product Backlog）的管理与优先级排序，确保团队开发出最具价值的功能。
Scrum 主管/教练 Scrum Master 保证 Scrum 过程被正确实践，移除团队障碍，促进团队自组织和持续改进，是团队的教练与护航者。
开发团队成员 Development Team 跨职能、能自主完成工作的成员群体，包括程序员、测试、设计师等，负责每个 Sprint 内完成“可交付的产品增量”。
  • The Scrum Master is not responsible for enforcing the product vision.
    • Scrum Master 不负责执行产品愿景。
  • A user story does not represent a technical requirement; it reflects user needs and value.
    • 用户故事不是技术需求，而是反映用户需求和价值。
  • A sprint usually lasts 1 to 4 weeks in agile development, not one to three months.
    • 在敏捷开发中，一个冲刺通常持续1到4周，而不是1到3个月。
  • A phase is a distinct stage in a project’s life cycle.
    • 阶段是项目生命周期中的一个明确阶段。
  • The iterative approach gathers feedback after each cycle to guide future development.
    • 迭代方法在每个周期后收集反馈，以指导未来开发。
  • The development team delivers a potentially releasable product increment at the end of each sprint.
    • 开发团队在每个冲刺结束时交付一个可发布的产品增量。

Chapter:4

  • The Requirements Management Plan explains how project requirements will be collected, tracked, and managed.
    • 需求管理计划说明如何收集、跟踪和管理项目需求。
  • INVEST stands for Independent, Negotiable, Valuable, Estimable, Small, and Testable — key qualities of a good user story.
    • INVEST 代表：独立（Independent）、可协商（Negotiable）、有价值（Valuable）、可估算（Estimable）、小型（Small）、可测试（Testable）——是优秀用户故事的关键特征。
  • The MoSCoW method is used to prioritize project requirements based on importance.
    • MoSCoW 方法用于根据重要性对项目需求进行优先级排序。
  • An epic in agile is a large user story that can be broken down into smaller stories for execution.
    • 在敏捷开发中，epic 是一个可以拆分为多个小型用户故事的大型故事。
  • A requirements traceability matrix (RTM) tracks each requirement and its attributes throughout the project lifecycle.
    • 需求可追溯矩阵（RTM）在整个项目生命周期中跟踪每个需求及其属性。
  • An epic is too large to complete in a single iteration and should be split into smaller stories.
    • Epic 太大，无法在一个迭代中完成，应拆分为更小的用户故事。
  • A work package is the smallest deliverable in a Work Breakdown Structure, assigned to an individual.
    • 工作包是工作分解结构（WBS）中分配给个人的最小交付成果。
  • All requirements must be testable and traceable to a clear business need.
    • 所有需求都必须可测试，并且可追溯到明确的业务需求。
  • Backlog refinement is a continuous process, not a one-time event at the start of the project.
    • 待办事项列表优化是一个持续的过程，而不是项目开始时的一次性事件。
  • The scope statement does not include detailed cost estimates or resource assignments.
    • 范围说明不包含详细的成本估算或资源分配信息。

Chapter:5

  1. Critical Chain Scheduling considers resource constraints and adds buffers to protect the project end date.
    • 关键链调度法考虑资源限制，并添加缓冲时间以保障项目完工日期。
  2. Planning Poker is an Agile estimation technique using numbered playing cards to estimate story size.
    • 规划扑克是一种敏捷估算技术，使用编号纸牌来评估用户故事的大小。
  3. A Kanban board typically has columns such as “To Do,” “In Progress,” and “Done.”
    • 看板通常分为“待办事项”、“进行中”和“已完成”等列。
  4. PERT is not ideal when activity durations are highly predictable.
    • 当活动持续时间高度可预测时，PERT 技术并不适用。
  5. The Theory of Constraints states that most systems are limited by one key constraint.
    • 制约理论认为，大多数系统都受到一个主要瓶颈的限制。
  6. The critical path is the longest sequence of activities that determines the earliest project completion date.
    • 关键路径是项目中持续时间最长的一系列活动，决定了项目最早完成的日期。
  7. A timebox is a fixed, short period in Agile where teams work to complete specific goals.
    • 时间盒是在敏捷开发中用于完成特定目标的固定短周期。
  8. Fast tracking is a schedule compression technique where activities are performed in parallel.
    • 快速跟踪是一种进度压缩技术，通过并行执行活动以缩短工期。

Chapter:6

  • A RACI chart defines team roles in terms of responsibility and accountability.
    • RACI 图用于明确团队成员在任务中的责任与问责角色。
  • The Definition of Done outlines the criteria that must be met for a product increment to be considered complete.
    • 完成的定义指明产品增量被认为完成所必须满足的标准。
  • A Procurement Statement of Work (SOW) clearly describes what is being purchased.
    • 采购工作说明书（SOW）清楚地描述了所采购的内容。
  • A team charter helps set expectations and defines how members will work together.
    • 团队章程有助于设定期望并明确成员之间的协作方式。
  • A fallback plan is not implemented when risk responses are successful; it’s used if the primary response fails.
    • 当主要风险应对措施失败时，才会实施后备计划，而不是在成功时实施。
  • Fitness for use requires a product to be both technically correct and suitable for its intended purpose.
    • “适用性”不仅要求产品符合技术规格，还必须适合其预期用途。
  • Make-or-buy analysis compares the internal cost of development with external outsourcing options.
    • 自制或外购分析用于比较内部开发成本与外部外包选项。
  • An information radiator is a visible display that shows real-time progress of a project.
    • 信息辐射器是一个可视化展示项目实时进展的显示板。
  • A root cause is the underlying reason why a problem or issue occurs.
    • 根本原因是问题或故障发生的根本性因素。  

      Chapter:7

  1. A cause-and-effect diagram (also called a fishbone or Ishikawa diagram) helps identify the root causes of quality issues.
    • 因果图（又称鱼骨图或石川图）有助于识别质量问题的根本原因。
  2. The collaborating conflict-handling mode combines high assertiveness and high cooperativeness to find win-win solutions.
    • 协作型冲突处理方式结合高度的自信与合作，寻求双赢解决方案。
  3. A quality audit is used to review quality activities and identify areas for improvement.
    • 质量审计用于审查质量相关活动并找出改进空间。
  4. The Tuckman model describes stages of team development: forming, storming, norming, performing, and adjourning.
    • 塔克曼模型描述了团队发展的阶段：形成、风暴、规范、执行与解散。
  5. Benchmarking does not compare team members for salary gaps; it compares performance or processes against best practices.
    • 基准分析不是用于比较员工工资差异，而是将绩效或流程与最佳实践进行比较。
  6. Empathic listening involves understanding others by putting yourself in their position.
    • 移情式倾听是通过将自己置于对方立场来理解他人。
  7. The competing conflict-handling style is assertive but not cooperative.
    • 竞争型冲突处理方式具有攻击性但缺乏合作性。
  8. Explicit knowledge is easy to articulate and share, such as in documents or procedures.
    • 显性知识易于表达与分享，例如通过文档或流程。
  9. Mirroring is a technique where one subtly matches another’s body language or tone to build connection.
    • 镜像是一种通过模仿他人的肢体语言或语调来建立联系的技巧。
  10. An issue log is used to track and manage issues that require resolution throughout the project.
    • 问题日志用于跟踪和管理项目中需要解决的问题。
  11. Rapport is a harmonious relationship built on mutual understanding and trust.
    • 融洽关系是基于相互理解与信任建立的和谐关系。
  12. Synergy refers to the combined effort of a team producing results greater than the sum of individual contributions.
    • 协同作用指的是团队合作所产生的效果大于个人贡献之和。  

      Chapter:8

  • Earned Value Management (EVM) integrates scope, time, and cost to assess project performance.
    • 挣值管理（EVM）整合范围、时间和成本来评估项目绩效。
  • A slipped milestone is one that is completed later than originally planned.
    • 延迟的里程碑是指比原计划完成时间更晚的里程碑。
  • Estimate at Completion (EAC) is a metric used to forecast the total expected cost of a project.
    • 完工估算（EAC）用于预测项目的总预期成本。
  • Actual Cost (AC) is the real cost incurred for the work completed, not the planned cost.
    • 实际成本（AC）是已完成工作的真实支出，而非计划成本。
  • Stratification is a technique for analyzing data by dividing it into separate categories to reveal patterns.
    • 分层法是一种通过将数据分为不同类别以分析其模式的技术。
  • Workarounds are not proactive risk responses—they are unplanned solutions to unexpected problems.
    • 应急措施不是主动的风险应对措施，而是对突发问题的临时解决方案。
  • Earned value is the measure of completed work expressed in terms of the approved budget.
    • 挣值是用预算金额来表示已完成工作的度量标准。
  • Resiliency is the ability to recover quickly from difficulties or project setbacks.
    • 韧性是指从困难或项目挫折中快速恢复的能力。
  • Integrated change control is the process of managing changes to scope, time, and cost in a coordinated way.
    • 集成变更控制是协调管理项目范围、时间和成本变更的过程。
  • Control charts are used to visualize process variations over time and determine if the process is under control.
    • 控制图用于显示流程随时间的变化，并判断流程是否在控制范围内。
  • Progress charts display task accomplishments within a defined timeframe.
    • 进度图用于展示在特定时间段内任务的完成情况。 

Chapter:9

  1. The main goal of knowledge transfer in project management is to communicate knowledge across individuals or departments.
    • 项目管理中知识转移的主要目标是促进个人或部门之间的信息共享。
  2. A post-mortem is not a project initiation meeting; it is conducted after the project ends.
    • 事后总结会议不是项目启动会议，而是在项目结束后举行的。
  3. A post-mortem is a meeting held at the end of a project to review what went well, what didn’t, and how to improve future projects.
    • 事后总结会议是在项目结束时召开的，目的是回顾项目中哪些做得好、哪些不足，以及未来改进的方向。

大题

Q1

Question 1: Application of Critical Path Method in SDLC [(Total Marks: 10)]

You are managing a software development project following the SDLC process. The key activities, their durations, and dependencies are given below:

Activity Description Duration (Days) Predecessors
A Requirements Gathering 3 -
B System Design 4 A
C Database Design 3 B
D Frontend Development 5 B
E Backend Development 6 C
F Integration and Testing 4 D, E
G Deployment 2 F

Tasks:

  1. Draw the activity network diagram. (3 marks)
  2. Perform a forward pass and backward pass to determine the earliest and latest start/finish times. (4 marks)
  3. Identify the critical path and total project duration. (2 marks)
  4. Which activities have float, and how much? (1 mark)
Earliset Start Time Duration Earliest Finish Time
  Activity  
Latest Start Time Float Latest Finish Time

Q2

Question2: Earned Value Management in a Mobile App Development Project3 (Total Marks: 10) You are the project manager of a 10-week mobile app development project with a total budget (BAC) of $100,000. The work is divided into 5 phases:

Phase Planned % of Total Work Planned Duration (weeks)
Requirements Analysis 10% 1
UI/UX Design 20% 2
Backend Development 30% 3
Frontend Development 25% 2
Testing & Deployment 15% 2

At the end of Week 5, the following progress and costs are reported:

  • Actual Cost (AC) = $55,000
  • Work completed = 40%
  • Planned % of work by end of Week 5 = 60%

Tasks:

  1. Calculate the Earned Value (EV). (2 marks)
  2. Calculate the Estimate at Completion (EAC) assuming current cost performance continues. (3 marks)
  3. Calculate the Schedule Performance Index (SPI) and estimate the revised project duration based on it. (3 marks)
  4. Comment on the project’s current cost and schedule status. (2 marks)

Hint:

  • EV = % of actual work completed × BAC
  • EAC = BAC / CPI
  • SPI = EV / PV
缩写 英文全称 中文翻译 简要说明
BAC Budget at Completion 完工预算 项目的总预算，即项目完成时计划花费的总金额。
AC Actual Cost 实际成本 到目前为止，项目实际花费的金额。
EV Earned Value 挣得价值 已完成工作的价值（= 实际完成百分比 × BAC），反映产出。
PV Planned Value 计划价值 到目前为止，计划完成工作的价值（= 计划完成百分比 × BAC）。
CPI Cost Performance Index 成本绩效指数 EV ÷ AC，用于衡量成本效率（CPI < 1 表示超支）。
SPI Schedule Performance Index 进度绩效指数 EV ÷ PV，用于衡量进度效率（SPI < 1 表示进度滞后）。
EAC Estimate at Completion 完工估算 按当前成本效率预测的项目总成本（= BAC ÷ CPI）。
ETC Estimate to Complete 完成尚需估算 完成剩余工作的预计成本（= EAC – AC）。

移动应用开发项目中的挣值管理（EVM）

你是一个为期 10 周的移动应用开发项目的项目经理，总预算（BAC）为 $100,000。工作被分为如下 5 个阶段：

阶段 计划工作百分比 计划持续时间（周）
需求分析 10% 1
UI/UX设计 20% 2
后端开发 30% 3
前端开发 25% 2
测试与部署 15% 2

截至第5周末，报告如下：

  • 实际成本（AC）= $55,000
  • 实际完成工作量 = 40%
  • 截至第5周，计划完成工作比例 = 60%

1. 计算挣值 EV（2分）

\[EV = BAC × 实际完成百分比\] \[EV = 100,000 × 40\% = 40,000\]

答： 挣值 EV = $40,000

2. 计算完工估算 EAC（假设当前成本效率持续）（3分）

\[EAC = \frac{BAC}{CPI} = \frac{BAC × AC}{EV}\] \[CPI = \frac{EV}{AC} = \frac{40,000}{55,000} ≈ 0.727\] \[EAC = \frac{100,000}{0.727} ≈ 137,500\]

答： 完工估算 EAC ≈ $137,500

3. 计算 SPI（进度绩效指数）并估算调整后的项目周期（3分）

\[SPI = \frac{EV}{PV}\]

PV = BAC × 计划完成百分比 = $100,000 × 60% = $60,000

\[SPI = \frac{EV}{PV} = \frac{40,000}{60,000} = 0.667\]

调整后的项目工期：

\[预计工期 = \frac{原工期}{SPI} = \frac{10}{0.667} ≈ 15 周\]

答：

  • SPI = 0.667
  • 调整后的项目周期 ≈ 15 周

4. 项目当前的成本与进度状态评论（2分）

成本状况：

  • CPI < 1，说明单位工作成本超支 → 项目 超预算。

进度状况：

  • SPI < 1，说明工作进度落后 → 项目 延期。

总结：

项目当前既 超预算又 进度延迟，如按现有趋势继续，将需更多资金和时间完成。

公式汇总表

名称 缩写 公式 含义
挣值 EV $EV = BAC × 实际完成比例$ 表示实际已完成工作的价值
计划值 PV $PV = BAC × 计划完成比例$ 计划到目前应完成的工作价值
实际成本 AC 题目中直接给出 实际已经花费的成本
成本绩效指数 CPI $CPI = \frac{EV}{AC}$ 衡量成本效率，<1 表示超支
进度绩效指数 SPI $SPI = \frac{EV}{PV}$ 衡量进度效率，<1 表示落后
完工估算 EAC $EAC = \frac{BAC}{CPI}$ 预计完成整个项目所需的总成本
预计项目周期   $新周期 = \frac{原周期}{SPI}$ 估算在当前进度效率下的项目总时长

Q3

Question3:Application-Based Scrum

You have been hired as the Scrum Master for a tech startup building a food delivery mobile app. The team includes front-end and back-end developers, a Product Owner, UX designers, and QA testers. The app is expected to go live in four months. Stakeholders are pushing for faster releases, while the team is struggling with unclear user stories and repeated changes during the sprint.

Write a detailed essay explaining how you would apply Scrum principles and practices to:

  1. Structure the roles and responsibilities within the Scrum team
  2. Manage and prioritize a dynamic Product Backlog
  3. Facilitate effective Sprint Planning, Daily Scrums, Sprint Review, and Retrospective
  4. Deal with frequent mid-sprint change requests
  5. Improve team performance and stakeholder collaboration over time Support your answer with specific tools (e.g., burndown chart, definition of done, backlog refinement) and real-world practices from similar agile projects.

问题 3：基于应用程序的 Scrum 您已被聘为一家科技初创公司的 Scrum Master，该公司正在构建一个送餐移动应用程序。该团队包括前端和后端开发人员、产品负责人、UX 设计师和 QA 测试人员。该应用程序预计将在四个月后上线。利益相关者正在推动更快的发布，而团队则在冲刺期间努力解决不明确的用户故事和重复更改的问题。 写一篇详细的文章，解释如何将 Scrum 原则和实践应用于：

  1. 构建 Scrum 团队中的角色和职责
  2. 管理动态产品待办列表并确定其优先级
  3. 促进有效的 Sprint 计划、每日 Scrums、Sprint 回顾和回顾
  4. 处理频繁的 Sprint 中期变更请求
  5. 随着时间的推移提高团队绩效和利益相关者协作 使用特定工具（例如，燃尽图、完成定义、积压工作细化）和类似敏捷项目中的实际实践来支持您的答案。

1. Scrum Roles and Responsibilities

Scrum 角色与职责

英文 中文
Product Owner (PO): Owns the Product Backlog, prioritizes features such as live tracking, payment gateway integration, and restaurant onboarding. 产品负责人（PO）：拥有产品待办列表，负责为诸如实时跟踪、支付网关集成、商家入驻等功能排序优先级。
Scrum Master: Facilitates Scrum ceremonies, removes blockers, shields team from distractions, and coaches on agile best practices. Scrum Master（敏捷教练）：主导Scrum会议，清除障碍，保护团队专注工作，并指导敏捷最佳实践。
Development Team: Cross-functional members who design, build, test, and deliver a potentially shippable product increment each sprint. 开发团队：由具备多项技能的成员组成，负责每个Sprint中产品的设计、开发、测试与交付一个可发布的增量版本。
Application 应用: Clarify roles during kickoff, revisit responsibilities in retrospectives. 实践应用：在项目启动会上明确角色职责，在回顾会议中复盘职责分工是否清晰。

2. Managing and Prioritizing the Product Backlog

管理与优先排序产品待办列表

英文 中文
The Product Backlog is dynamic and should reflect evolving priorities. 产品待办列表是动态的，应及时反映不断变化的优先级。
Schedule regular backlog refinement sessions (at least once per sprint). 每个Sprint至少安排一次待办列表梳理会议。
Use MoSCoW or WSJF to help prioritize. 使用MoSCoW或WSJF方法协助优先级排序。
Ensure backlog items follow INVEST principles. 确保待办事项符合 INVEST 原则（独立、可协商、有价值、可估算、小型、可测试）。
Example 例子: “As a user, I want to track my order live…” 例如：”作为用户，我希望实时跟踪订单，以便我能及时准备收货。”

3. Facilitating Scrum Ceremonies

主持 Scrum 各类会议

Ceremony 英文 中文
Sprint Planning Team selects refined backlog items and defines a clear Sprint Goal. 团队选择已细化的待办事项并设定明确的Sprint目标。
Daily Scrum 15-minute stand-up for progress, plans, and blockers. Keep it focused. 每日15分钟立会，汇报进度、计划与障碍，Scrum Master需引导团队聚焦主题。
Sprint Review Stakeholders review increment; align demo with Sprint Goal. 邀请干系人评审增量产物，确保演示成果符合Sprint目标。
Sprint Retrospective Identify successes, failures, and actionable improvements. 总结成功与问题，提出可执行改进措施。鼓励安全、开放的反馈文化。
Example 应用 QA滞后 → 下次中途安排开发协助测试 如某次Sprint中测试阶段延误，下次可安排开发中期协助QA以缓解风险。

4. Dealing with Mid-Sprint Change Requests

应对 Sprint 中期变更请求

英文 中文
Scrum discourages changes mid-sprint unless urgent. Scrum框架不建议在Sprint中期变更，除非紧急情况。
Coach PO/stakeholders to add new items to backlog for next sprint. 引导PO及干系人将新需求放入产品待办列表，并在下一个Sprint中优先处理。
If urgent, facilitate team discussion on cancelling or revising the sprint. 如变更不可避免，协调团队讨论是否需要取消或调整当前Sprint。
Example 例子: Wallet feature requested mid-sprint. 示例：若在Sprint中期提出添加“钱包功能”，应推迟处理，除非此功能为关键路径依赖。

5. Improving Team Performance and Stakeholder Collaboration

提升团队绩效与干系人协作

英文 中文
Implement Definition of Done (DoD) for clear deliverable standards. 建立“完成定义”标准（DoD），统一交付成果的完成条件。
Use Velocity and Burndown charts for forecasting and capacity analysis. 使用Velocity图与燃尽图预测进度、评估团队产能。
Direct PO-user feedback via beta testing loops. 推动PO与终端用户的直接反馈，例如设立Beta测试机制。
Encourage team ownership: rotate demo presenters, cross-functional pairing. 鼓励团队主人翁精神：轮换演示者，跨技能配对合作。
Long-term: Reduce intervention as team matures. 长远来看，随着团队成熟，逐步减少Scrum Master的干预，促成自组织文化。

Q4

Question4: Structured PMBOK® Approach for a Food Delivery App You are managing a startup project to build a food delivery mobile application with features such as real-time order tracking, online payment integration, and restaurant onboarding. The project involves developers, designers, QA testers, investors, and restaurant partners and must be completed within six months. Using the PMBOK® Guide’s five Process Groups and ten Knowledge Areas, present a structured approach for managing this project. Your answer should:

  • Use a table format to map each Process Group with the relevant Knowledge Areas
  • Describe specific actions and tools applied to the food delivery app project under each combination
  • Demonstrate practical understanding with scenario-based examples

问题 4：用于食品配送应用的结构化 PMBOK® 方法 您正在管理一个创业项目，以构建具有实时订单跟踪、在线支付集成和餐厅引导等功能的食品配送移动应用程序。该项目涉及开发人员、设计师、QA 测试人员、投资者和餐厅合作伙伴，必须在六个月内完成。 使用 PMBOK® 指南的 5 个流程组和 10 个知识领域，提出一种管理此项目的结构化方法。 您的答案应该是：

  • 使用表格格式将每个过程组与相关知识领域对应起来
  • 描述在每种组合下应用于食品配送应用项目的具体作和工具
  • 通过基于场景的示例展示实际理解

1. Initiating Phase / 启动阶段

  • Objective: Define the project, authorize work, and identify stakeholders. 目标：定义项目、授权工作并识别相关方。

  • Key Knowledge Areas / 关键知识领域：

    • Integration Management / 整合管理：

      • Develop the Project Charter outlining scope, objectives, constraints, and high-level budget/timeline. 制定《项目章程》，概述范围、目标、约束条件以及高层预算/时间表。
      • App example: Charter includes launch goal in 6 months with GPS tracking, payment integration, and 100+ restaurant partners. 应用示例：章程中包含6个月内上线的目标，具备GPS追踪、支付集成和100+家餐厅合作。

    • Stakeholder Management / 相关方管理：

      • Identify key stakeholders (founders, developers, investors, restaurant partners, end-users). 识别关键相关方（创始人、开发人员、投资者、餐厅合作伙伴、终端用户）。
      • Create a Stakeholder Register to classify by influence and engagement needs. 创建《相关方登记册》，按影响力和参与需求分类。

2. Planning Phase / 规划阶段

  • Objective: Develop detailed plans for scope, schedule, cost, quality, risk, resources, communication, procurement, and stakeholder engagement. 目标：为范围、进度、成本、质量、风险、资源、沟通、采购和相关方参与制定详细计划。

  • Key Knowledge Areas / 关键知识领域：

    • Scope Management / 范围管理：

      • Define Product Scope (features like live tracking, ratings, loyalty program). 定义产品范围（如实时追踪、评分系统、忠诚度计划）。
      • Create a WBS to break features into manageable deliverables. 创建WBS，将功能拆解为可管理的可交付成果。

    • Schedule Management / 进度管理：

      • Sequence activities, estimate durations, and define the project timeline using Gantt charts/CPM. 对活动进行排序、估算持续时间，并使用甘特图/关键路径法定义项目时间表。

    • Cost Management / 成本管理：

      • Use bottom-up estimation to forecast cost: developer salaries, API costs, marketing. 采用自下而上的估算方法预测成本：开发人员薪资、API费用、市场推广等。
      • Establish a Cost Baseline. 建立成本基准。

    • Quality Management / 质量管理：

      • Define quality standards (response time < 3s, crash rate < 1%). 定义质量标准（响应时间<3秒，崩溃率<1%）。
      • Include code review, usability testing, and performance benchmarks in the plan. 在计划中包含代码审查、可用性测试和性能基准。

    • Resource Management / 资源管理：

      • Identify team roles: front-end, back-end devs, QA, UI/UX, support staff. 明确团队角色：前端、后端开发人员，QA，UI/UX，支持人员。
      • Develop staffing and resource acquisition plans. 制定人员配置和资源获取计划。

    • Communications Management / 沟通管理：

      • Build a Communication Plan outlining frequency, format, and channels of reporting. 制定沟通计划，明确沟通频率、格式和渠道。
      • Ex: Slack for daily dev updates, investor summary every 2 weeks. 示例：开发每日通过Slack更新，投资者每两周收到总结报告。

    • Risk Management / 风险管理：

      • Identify risks like app downtime, vendor delays, poor user adoption. 识别风险，如应用宕机、供应商延误、用户采用率低等。
      • Build a Risk Register and plan response strategies. 制定风险登记册和响应策略。

    • Procurement Management / 采购管理：

      • Plan contracts for payment gateway, map APIs, SMS providers. 规划合同需求，如支付网关、地图API、短信服务商。
      • Decide on contract types (fixed-price vs. T\&M). 决定合同类型（固定价格或按时计费）。

    • Stakeholder Management / 相关方管理（续）：

      • Develop a Stakeholder Engagement Plan. 制定相关方参与计划。
      • Plan investor demos, user feedback forums, and restaurant partner training. 规划投资人演示会、用户反馈论坛和餐厅合作伙伴培训。

3. Executing Phase / 执行阶段

  • Objective: Perform the planned activities to produce deliverables. 目标：执行已规划的活动，交付成果。

  • Key Knowledge Areas / 关键知识领域：

    • Integration Management / 整合管理：

      • Direct and manage project execution. 指导和管理项目执行。
      • Use change control process to handle new feature requests (e.g., adding dark mode). 使用变更控制流程处理新功能请求（例如新增“深色模式”）。

    • Resource Management / 资源管理：

      • Onboard team members. 接纳团队成员。
      • Manage collaboration using tools like GitHub, Jira, or Notion. 使用GitHub、Jira或Notion等工具协作管理。
      • Apply conflict resolution and team development strategies. 应用冲突解决和团队建设策略。

    • Communications Management / 沟通管理：

      • Maintain transparent communication with all stakeholders. 与所有相关方保持透明沟通。
      • Conduct sprint reviews and demos for stakeholders. 举办Sprint评审和功能演示。

    • Procurement Management / 采购管理：

      • Select vendors and issue contracts. 选择供应商并发出合同。
      • Manage relationships and track delivery of third-party services. 管理关系并跟踪第三方服务的交付。

    • Stakeholder Management / 相关方管理：

      • Ensure stakeholder feedback is incorporated regularly. 确保相关方反馈被定期纳入。
      • Conduct engagement meetings, beta testing feedback loops. 举办参与会议和Beta测试反馈循环。

4. Monitoring and Controlling Phase / 监控与控制阶段

  • Objective: Track, review, and regulate performance. Implement necessary changes. 目标：跟踪、审核和调控项目绩效，实施必要变更。

  • Key Knowledge Areas / 关键知识领域：

    • Scope Management / 范围管理：

      • Control scope with formal change approvals. 使用正式的变更审批流程控制范围。
      • Ensure no scope creep. 确保没有范围蔓延。

    • Schedule Management / 进度管理：

      • Track progress using SPI (Schedule Performance Index). 使用SPI（进度绩效指数）跟踪进度。
      • Re-baseline if needed. 必要时重新基准化。

    • Cost Management / 成本管理：

      • Monitor expenses and compare CPI (Cost Performance Index). 监控支出并对比CPI（成本绩效指数）。
      • Adjust resource allocation to control budget. 调整资源配置控制预算。

    • Quality Management / 质量管理：

      • Perform Quality Control via UAT, regression testing, bug tracking. 通过UAT、回归测试和缺陷跟踪执行质量控制。

    • Risk Management / 风险管理：

      • Monitor identified risks and reassess or trigger mitigation plans. 监控已识别风险，并重新评估或触发缓解计划。
      • Update the Risk Register. 更新风险登记册。

    • Communications Management / 沟通管理：

      • Provide consistent status reports to stakeholders. 向相关方提供一致的状态报告。

    • Procurement Management / 采购管理：

      • Validate vendor deliverables and address non-performance. 验证供应商交付成果，处理不履约问题。

    • Stakeholder Management / 相关方管理：

      • Measure stakeholder satisfaction using engagement metrics and feedback. 使用参与度指标和反馈测量相关方满意度。

5. Closing Phase / 收尾阶段

  • Objective: Finalize all activities and formally close the project. 目标：完成所有活动并正式收尾项目。

  • Key Knowledge Areas / 关键知识领域：

    • Integration Management / 整合管理：

      • Confirm all project work is complete and objectives met. 确认所有项目工作已完成、目标已实现。
      • Close contracts, archive documents, and hand over final product. 关闭合同、归档文档并交付最终产品。

    • Procurement Management / 采购管理：

      • Verify final vendor deliveries and close contracts. 验证供应商最终交付内容并关闭合同。

    • Stakeholder Management / 相关方管理：

      • Conduct final stakeholder presentation and collect lessons learned. 举办最终相关方汇报会并收集经验教训。
      • Capture feedback and recommendations for future projects. 获取反馈与未来项目的改进建议。

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