【摘要】：敏捷開發(fā)方法自90年代中期被提出以來,經(jīng)過二十多年的發(fā)展演化,逐漸被各種規(guī)模和類型的開發(fā)團(tuán)隊(duì)所接受。不同于以瀑布模型為基礎(chǔ)的傳統(tǒng)軟件開發(fā)模式,敏捷開發(fā)擴(kuò)展了迭代式開發(fā)的思想,強(qiáng)調(diào)適應(yīng)性和以人為本,彌補(bǔ)了傳統(tǒng)軟件開發(fā)模式無法及時(shí)響應(yīng)多變的業(yè)務(wù)需求的不足。在普菲斯冷鏈物流系統(tǒng)項(xiàng)目中,為了應(yīng)對(duì)復(fù)雜而不成熟的業(yè)務(wù)流程所帶來的大量需求的不確定性因素以及緊迫的系統(tǒng)上線時(shí)間要求,制定了使用敏捷開發(fā)模式進(jìn)行項(xiàng)目實(shí)施的策略。然而另一方面,對(duì)于冷鏈系統(tǒng)這類周期長(zhǎng)風(fēng)險(xiǎn)高的項(xiàng)目,敏捷開發(fā)方法隱式的風(fēng)險(xiǎn)管理方法無法滿足管理及審計(jì)的需要。同時(shí),傳統(tǒng)風(fēng)險(xiǎn)管理過程與敏捷開發(fā)方法由于管理思想的差異無法簡(jiǎn)單地拼湊在一起。為解決普菲斯項(xiàng)目中敏捷開發(fā)方法和風(fēng)險(xiǎn)管理流程的矛盾,本文深入研究了敏捷開發(fā)及傳統(tǒng)風(fēng)險(xiǎn)管理的特點(diǎn)。同時(shí)結(jié)合項(xiàng)目實(shí)踐,針對(duì)敏捷開發(fā)中技術(shù)、需求、項(xiàng)目管理和人員四大風(fēng)險(xiǎn)源,運(yùn)用What/Why方法,風(fēng)險(xiǎn)聲明,風(fēng)險(xiǎn)倍數(shù),風(fēng)險(xiǎn)暴露值,風(fēng)險(xiǎn)看板和風(fēng)險(xiǎn)燃盡圖等方法,提出了一套行之有效的適用于敏捷開發(fā)項(xiàng)目風(fēng)險(xiǎn)管理方法,這種方法既貫徹了敏捷開發(fā)方法重產(chǎn)品輕文檔、重協(xié)作輕管理的思想,又符合風(fēng)險(xiǎn)管理流程有效地控制風(fēng)險(xiǎn)的要求。本文對(duì)于敏捷項(xiàng)目管理主要的貢獻(xiàn)有:1、提出通過What/Why方法,每日站立會(huì)議,風(fēng)險(xiǎn)看板和風(fēng)險(xiǎn)燃盡圖等方法管理敏捷項(xiàng)目中的風(fēng)險(xiǎn)識(shí)別及監(jiān)控過程,用符合敏捷思想的“協(xié)作”原則,將原來由項(xiàng)目經(jīng)理獨(dú)自處理的風(fēng)險(xiǎn)管理活動(dòng)擴(kuò)展至整個(gè)項(xiàng)目團(tuán)隊(duì),既降低了管理壓力又加強(qiáng)了項(xiàng)目團(tuán)隊(duì)的歸屬感。2、提出通過使用風(fēng)險(xiǎn)倍率及風(fēng)險(xiǎn)暴露值等方法量化地分析敏捷項(xiàng)目中的風(fēng)險(xiǎn),更高效地執(zhí)行風(fēng)險(xiǎn)管理活動(dòng)。通過將投入/產(chǎn)出比不良的項(xiàng)目?jī)?nèi)容或分解工作暫�；蜓泳�,從而使項(xiàng)目?jī)?nèi)非產(chǎn)出性的工作量降低,提升項(xiàng)目執(zhí)行效率。3、使用敏捷思想簡(jiǎn)化風(fēng)險(xiǎn)管理過程:在普菲斯項(xiàng)目中,通過實(shí)踐本文提出的方法,項(xiàng)目團(tuán)隊(duì)僅花費(fèi)傳統(tǒng)方法10%的時(shí)間達(dá)到了85%的風(fēng)險(xiǎn)管理效果。
[Abstract]:Since the Agile development method was put forward in the middle of 1990s, after more than 20 years of development and evolution, it has gradually been accepted by development teams of various sizes and types. Unlike the traditional software development model based on the waterfall model, agile development extends the idea of iterative development, emphasizes adaptability and people-oriented, and makes up for the deficiency that the traditional software development model can not respond to the changing business requirements in time. In the Pafis cold chain logistics system project, in order to deal with the complex and immature business processes caused by the large amount of demand uncertainty and urgent system online time requirements, A strategy for project implementation using agile development patterns is developed. On the other hand, the implicit risk management method of agile development method can not meet the needs of management and audit. At the same time, the traditional risk management process and agile development methods can not be easily pieced together because of the difference of management ideas. In order to solve the contradiction between agile development method and risk management process, this paper deeply studies the characteristics of agile development and traditional risk management. At the same time, combining the project practice, aiming at the four major risk sources of agile development, such as technology, requirement, project management and personnel, using What/Why method, risk statement, risk multiple, risk exposure value, risk Kanban and risk burnout chart, etc. This paper puts forward a set of effective risk management methods for agile development projects. This method not only carries out the idea that agile development methods pay more attention to product and document, but also to collaboration and management, and meets the requirements of risk management process to control risks effectively. The main contributions of this paper to agile project management are as follows: 1. It is proposed to manage the risk identification and monitoring process in agile project through What/Why method, daily standing meeting, risk Kanban and risk burnout chart. By using the agile "collaboration" principle, the risk management activities, which were handled by the project manager alone, were extended to the whole project team, which not only reduced the management pressure but also strengthened the project team's sense of belonging. It is proposed that risk management activities be carried out more efficiently through quantitative analysis of risks in agile projects by means of risk multiplier and risk exposure value. By suspending or postponing the content of the project with poor input-output ratio or decomposing the work, the non-productive workload within the project will be reduced and the efficiency of project execution will be improved. Using agile thinking to simplify the risk management process: in the Pafis project, the project team spends only 10% of the time of the traditional method to achieve 85% risk management effect through the practice of the method proposed in this paper.
【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)】：F272.3;F259.712

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