本文選題：敏捷開發(fā) + 進(jìn)度管理��； 參考：《東華大學(xué)》2017年碩士論文

【摘要】：為了適應(yīng)頻繁變化的需求變更,B公司的S項(xiàng)目管理者選擇了使用敏捷開發(fā)來進(jìn)行項(xiàng)目管理。而隨著使用敏捷開發(fā)的深入,S項(xiàng)目遇到了項(xiàng)目進(jìn)度失控的問題,一些傳統(tǒng)的進(jìn)度管理方法在敏捷開發(fā)的項(xiàng)目中失效了,導(dǎo)致S項(xiàng)目進(jìn)度失控的比例達(dá)到了78%。為了有效的改善項(xiàng)目現(xiàn)狀,增加項(xiàng)目成功率,項(xiàng)目管理者組建了一個(gè)以B公司的敏捷教練和S項(xiàng)目管理者為基礎(chǔ)的課題小組,試圖研究出一套適用于敏捷開發(fā)的S項(xiàng)目的進(jìn)度管理方法,從而幫助降低S項(xiàng)目進(jìn)度失控的比例,增加項(xiàng)目成功率。本文的主要工作如下:1.使用德爾菲法找出造成S項(xiàng)目進(jìn)度失控的主要原因,分別是“不能針對(duì)需求和范圍變更進(jìn)行有效的工作量估算”以及“不能有效的進(jìn)行異地任務(wù)分配”。2.針對(duì)不能針對(duì)需求和范圍變更進(jìn)行有效的工作量估算的問題,本文試圖通過建立一套適用于S項(xiàng)目的工作量模型。首先使用主成分分析法找出影響S項(xiàng)目工作量最大的因子之后,接著通過數(shù)學(xué)的方法建立工作量估算模型,并在實(shí)際項(xiàng)目中進(jìn)行驗(yàn)證。3.針對(duì)不能有效的進(jìn)行異地任務(wù)分配的問題,本文通過多任務(wù)優(yōu)先次序的傳統(tǒng)的層次方法,結(jié)合各個(gè)地區(qū)的項(xiàng)目開發(fā)團(tuán)隊(duì)的優(yōu)勢(shì),建立適用于S項(xiàng)目的異地任務(wù)分配方法。本文將項(xiàng)目進(jìn)度管理的思想運(yùn)用于敏捷開發(fā)的軟件項(xiàng)目中,結(jié)合統(tǒng)計(jì)學(xué)方法建立適用于S項(xiàng)目的進(jìn)度管理的工作量和任務(wù)分派的模型,使得進(jìn)度管理在S項(xiàng)目中更具系統(tǒng)性。并且?guī)椭档土薙項(xiàng)目的進(jìn)度失控比例,提高項(xiàng)目成功率。同時(shí),彌補(bǔ)了進(jìn)度管理在敏捷開發(fā)中的空白,對(duì)提高敏捷開發(fā)項(xiàng)目效率有著實(shí)踐意義。對(duì)敏捷開發(fā)的推行有著幫助和促進(jìn)作用。
[Abstract]:In order to adapt to the frequently changing requirements, the S project manager of B Company has chosen to use agile development to manage the project. However, with the use of agile development in the S project has encountered the problem of project progress out of control, some of the traditional schedule management methods in agile development projects have failed, resulting in S project progress out of control of the proportion of 78. In order to effectively improve the status of the project and increase the success rate of the project, the project manager set up a project group based on the Agile Coach and the S Project Manager of Company B. This paper attempts to develop a set of schedule management methods for S projects that are suitable for agile development, so as to help reduce the proportion of S projects running out of control and increase the success rate of the projects. The main work of this paper is as follows: 1. Using Delphi method to find out the main causes of S project progress out of control, respectively, "can not be based on the requirements and scope of the change of effective workload estimates" and "can not effectively carry out the task assignment" .2. Aiming at the problem that the workload can not be estimated effectively according to the change of requirement and scope, this paper attempts to establish a set of workload model suitable for S project. After finding out the factors that affect the workload of S project by principal component analysis method, a workload estimation model is established by mathematical method, and the model is verified in the actual project. Aiming at the problem that the task assignment in different places can not be carried out effectively, through the traditional hierarchical method of multi-task priority and combining the advantages of project development teams in various regions, this paper establishes a method of task assignment in different places suitable for S project. In this paper, the idea of project schedule management is applied to the agile development software project, and the model of workload and task assignment suitable for S project schedule management is established with statistical method, which makes schedule management more systematic in S project. And help to reduce the S project progress out of control ratio, improve the success rate of the project. At the same time, it makes up the gap of schedule management in agile development, and has practical significance to improve the efficiency of agile development projects. It helps and promotes the implementation of agile development.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：TP311.5

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