包含立项、结项、规划、监控、风险管理、需求管理、需求开发、系统预研、设计、验收测试、系统测试、配置管理、质量保证、采购、培训等多个不同类型的文档模板，大家可以根据自己行业或者公司现状进行参考编写。

软件项目管理文档模板全集(50份文档)，涵盖了19各软件项目的管理领域，共50份文档，比较贴近项目实际使用情况

软件需求最佳实践 徐锋，中国系统分析员顾问团（CSAI）软件工程首席顾问 本书首先从软件需求实践中出现的主要问题和困难入手，指出了改进的主要方向；然后逐一说明了需求定义、需求捕获、需求分析与建模、编写规约、需求验证等需求开发活动的任务、要点和具体手段；并提出了一个可操作性强、易于上手的SERU过程框架，能够帮助读者清晰地了解整个过程，理解各阶段的关键产物和产物之间的关系。　　本书还对包括需求基线、变更管理、需求跟踪在内的需求管理活动的操作要点进行了阐述，给出了具有很强实践性的具体建议。综观全书，语言浅显、文字生动，蕴含了许多人文、心理、交流方面的知识，即使非技术背景的读者也能够轻松读懂大部分内容，从中受益。

140多个项目管理表格，在项目管理的前期，中期，后期都可直接使用的表格，很有借鉴意义。

PRINCE是PRoject IN Controlled Environment（受控环境下的项目管理）的简称。 PRINCE2描述了如何以一种逻辑性的、有组织的方法，按照明确的步骤对项目进行管理。它不是一种工具也不是一种技巧，而是结构化的项目管理流程。这也是为什么它容易被调整和升级，适用于所有类型的项目和情况。中文名受控环境下的项目管理外文名PRoject IN Controlled Environment缩 写PRINCE2学 科管理学
目录图目录vi5组织29表目录vIll5.1目的2952组织定义29前言53 PRINCE2组织方法致谢X54职责38本手册的惯用法X16质量1介绍61目的1.1本手册的目的62质量定义1.2项日的重要性63 PRINCE2质量方法421.3什么使项目不同64职责4814为什么需要有一种项目管理方法论?37计划15 PRINCE2介绍7.1目的1.6相关的OGC指南572计划定义1.7 PRINCE2的益处7.3 PRINCE2计划方法42原则7.4职2.1持续业务验证8风险22吸取经验教训81日的672.3明确定义的角色和职责1082风险定义24按阶段管理83 PRINCE2风险管理方法672.5例外管理84职责2.6关注产品119变更2.7根据项目环境剪裁9.1目的3 PRINCE2主题介绍92变更定义793.1什么是主题1593PR|NCE2变更方法32运用主题1694职责8333主题的格式1510进展874商业论证1910.1目的874.1目的10.2进展定义874.2商业论证定义10.3PR|NCE2进恶方法874.3 PRINCE2商业论证方法2010.4职责9344职责24日录11 PRINCE2流程介绍9718项目收尾流程18311.1PR|NcE2流程18.1目的18311.2 PRINCE2之旅97182目标183113 PRINCE2流程模型9918.3环境183114流程章节结构99184活动18412项目准备流程10519根据项目环境剪裁 PRINCE2193121目的10519.1剪裁指什么?193122目标105192剪裁的基本方法19312.3环境105193 PRINCE2的剪裁示例194124活动106194处在项目群环境中的项目19513项目指导流程117195项目规模19813.1目的117196商业性客户/供应商环境200132目标11719.7多组织项目20213.3环境117198项目类型20213.4活动118199不同领域20314项目启动流程19.10项目管理知识体系204129141目的129附录A:产品描述概要207142目标129A1收益评审计划207143环境A.2商业论证209144活动130A3检查点报告20915阶段控制流程A.4沟通管理战略210145A5配置项记录21115.1目的145A.5配置管理战略21115.2目标145A.7日志212153环境146A8项目竣工报告213154活动146A.9阶段竣工报告21316产品交付管理流程163A.10例外报告21416.1目的163A.11要点报告215162目标163A.12问题登记单16.3环境163A13问题报告216164活动164A.14经验教训记录单21617阶段边界管理流程171A.15经验教训报告21717.1目的A.16计划218172日标172A.17产品描述17.3环境172A.18产品状态陈述220174活动172A.19项目概述文件220A.20项目启动文件221目录A.21项目产品描述222A.22质量管理战略223A.23质量登记单223A.24风险管理战略224A.25风险登记单225A.26工作包225附录B:治理22附录C:角色和职责233C1项目管理委员会233C.2项目主管233C3高级用户234C4高级供应商234C.5项目经理234C.6小组经理235C7项目保证235C.8变更管理组织236C9项目支持237附录D:基于产品的规划示例241D.1情境241D.2项目产品描述示例241D.3产品分解结构示例241D.4产品描述示例244D5产品流程图45附录E:健康检查249E.1项目准备249E.2项目指导250E3项目启动252E.4阶段控制253E.5产品交付管理253E.6阶段边界管理254E.7项目收尾255更多信息259英国政府商务办公室开发的指南系列259英国攻府文书局(SO)出版的其他图书,260其他读物261词汇表265图目录项目管理图图123捕获以前经验教训的活动概要PR|NCE2的结构图1.2图124设计和任命项日管理团队的活动概要OGC最佳实践指南图1.3图125准备概要商业论证的活动概要产出、成果和收益的关系图4.1图12.6选择项目方法和汇总项目概述文件的商业论证的开发路径活动概要图423种项目利益图127计划启动阶段的活动概要图5.1项目管理结构的4个管理层次图13.1项目指导流程概要图52项目管理团队结构图132授权启动的活动概要图53使用用户与供应商小组时可能的项目图13.3授权项目的活动概要图54报告结构图134授权一个阶段或例外计划的活动概要项目经理角色的多个方面图55图135给予特别指导的话动概要质量审计路径图6图136授权项目收尾的活动概要PRINCE2编制计划的层次图71图141项目启动流程概要PR|NCE2的计划方法图7.2图142准备风险管理战略的活动概要基于产品的规划技术图73图143准备配置管理战略的活动概要简单的节点网终图图74图144准备质量管理战略的活动概要组织中的不同层次图8图145准备沟通管理战略的活动概要图82风险管理步骤图146建立项目控制的活动概要风险分解结构的示例图83图147创建项目计划的活动概要风险原因、事件和结果图84图148完善商业论证的活动枇要概率影响网格图图8.5图149汇总项目启动文件的活动概要风险概况图86图15.1阶段控制流稈概要威胁和机会的应对策略图8.7图152授权工作包的活动概要问题和变更控制步骤图91图15.3评审工作包状态的活动概要方案分析图92图154接收已完成的工作包的活动概要图10.1分配容许偏差与报告实际及预测的进展图155评审阶段状态的活动概史图102技术阶段中定义的专业工作图156报告要点的活动概要图103跨越笞理阶段边界的专业工作图15,7捕获希查问题和风险的活动概要与管理阶段同步的专业工作图104图158上报门题和风险的活动概要PRINCE2流程图11图159采取纠正性行动的活动概要PRINCE2流程模型图11图161产品交付管理流程概要流程、活动和行动之的关系图11.3图16.2接受工作包的活动概要项目准备流程概要图16.3行工作包的活动概要图172任命项目主答项目经理的活动概要图164交付工作包的活动概要图目录图17阶段边界管理流程概要图172制定下一阶段计划的活动概要图17.3更新项目计划的活动概要图174更新商业论证的活动概要图17.5报告阶段竣工的活动概要图176编制例外计划的活动概要图18.1项目收尾流程概要图182准备按计划收尾的活动概要图183准备提前收尾的活动概要图18移交产品的活动概要图185评价项目的活动概要图18.6建议项目收尾的活动概要图191剪裁的影响因素图192项目与项目群的比较图19.3组织结构图:项目主管由项目群管理委员会某成员担仨、高级用户由相关的商业变革经理提名图194组织结构图:项目主管由项目群经理担任、项目高级用户由相关的商业变革经理担任图图195某可行性研究生命周期示例基线类管理产品的演变图D.1以层次图方式的产品分解结构图D2以心智图方式的产品分解结构图D3会议项目的产品流程图示例表目录表3.PR|NCE2主题表14.6制定项目计划的职责表41与商业论证相关的职责表14.7完善商业论证的职责表5.1组织主题相关的职责表148汇总项目启动文件的职责表6,1项目保证和质量保证的关系表15.1授权工作包的职责表62质量登记单示例表152评审工作包状态的职责表63与质量主题相关的职责表15.3接收已完成的工作包的职责表7.1计划主题相关的职责表154评审阶段状态的职责表8.1预期货币价值技术示例表155汇报要点的职责表82风险应对策略表156捕获并检查问题和风险的职责表83风险主题相关的职责表157上报问题和风险的职责表91问题的各种类型表158采取纠正性行动的职责表92项目管理委员会的决定表161接受工作包的职责表93与变更主题相关的各项职责表162执行工作包的职责表表101各层次的6个容许偏差领域表163交付工作包的职责表10.2与进展主题相关的各项职责表171编制下一阶段计划的职责表11.1职责表示例表17.2更新项目计划的职责表1.2流程图图例表173吏新商业论证的职责表12任命项目主管和项目经理的职责表174报告阶段竣工的职责表122捕获以前经验教训的职责表175编制例外计划的职责表123设计和任命项目管理团队的职责表181准备按计划收尾的职责表124准备概要商业论证的职责表182准备提前收尾的职责表12.5选择项目方法和汇总项目概述文件的职表18.3移交产品的职责表126计划启动阶段的职责表184评价项目的职责表131授权启动的职责表18.5建议项目收尾的职责表132授权项目的职责表191根植与剪裁表13.3授权一个阶段或例外计划的职责表19.2不同规模的项目示例表134给予特别指导的职责表193 PRINCE2与知识体系的比较表13.5授权项目收尾的职责表A产品核查清单示例表141准备风险管理战略的职责表B.1项目管理协会的项目管理治理原则14.2准备配置管理战略的职责表D1个年度会议的项目产品描述示例14.3准备质量管理战略的职责表14.4准备沟通管理战路的职责14.5建立项目控制的职责前言PR|NCE2TM在全世界150多个国家得到广泛应用新版手册涵盖了PR|NCE2的各项原则,突出了成功其使用者每天都在增长。它是公认的项目管理的领先项目的最佳实践。 PRINCE2主题描述了项目管理中需要方法论,超过20,000家组织在这一创新而可信的方法特定处理的各个方面, PRINCE2流程描述了项目生命周论的应用中获益匪浅。期中的进展,从项目准备一直到项目收尾。建议将本这本更新后的手册旨在帮助在各种环境下、运作手册与另一本手册,即2009版《 PRINCE2-成功的项不同规模顶目的管理人员,通过正确管理成本时目指导方法论》配套使用。间、质量、范围、风险与收益,以有效地交付所要求获得 PRINCE2资格认证的人数每年都保持大约20%的成果。它的改进经过了广泛研讨,并吸取了公共和的增长,PR|NCE2为项目的成功交付作出了突出贡献。私营两类组织的实践经验。对于希望取得运营成果的效率和效益的组织来说,它今天,复杂项目往往需要多个组织的通力合作才是一种至关重要的方法论。能达成目标,这些组织以伙伴关系或合同关系一起工作。 PRINCE2为组织和外部供应商提供了一种通用语言。它还聚焦于商业论证,提供了一种有效的机制来定义什么是项目要取得的、什么是项目的合理性和业务验证。最新的《PRNE2-成功的项目管理方法论》体现了在原手册基础之上的发展。基本的方法论仍予保留但吸收了原手册使用者的反馈意见、新版手册力图变得更便于使用,更容易根据特定的个性化需求进行剪裁。Nigel Smith首席执行官英国政府商务办公室OGC本手册的惯用法PR|NCE2流程中的活动总是用同样的关键词或短语表示,而不以其它方式加以区分,因为它们在上下文中应该是明显的。例如“在这些情况下,项目管理委员会将给予特别指导”。缩写词与首字母缩略词已尽可能避免使用;如有使用,当首次出现时,会将它们完整地拼写出来。关键点用以下格式加以说明应用 PRINCE2方法的项目必须具有持续业务验证。技术示例用以下格式加以说明:优先排序技术示例- MoSCow每项验收标准可被分为必须有 Must have)、应该有( Should have)、可以有( Could have)或现在没有( Won't have for now)4种之—( MoScow)所有规定为“必须有”和“应该有”的验收标准都是应该达到的。

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IT项目管理（英文版.第四版）/（美）施瓦尔布（Schwalbe，K.）著.—北京:机械工业出版社，2006.7（经典原版书库）课后习题答案 语言——英文
Class 13061 3Team 3Made By Wang WanHongorganizations collect and control an entire suite of projects or investments asone set of interrelated activities in a portfolio. The project portfoliomanagement in general is divided into five levels, from the simple to thecomplex are:1] Put all the items into a database2 Setting priorities for the items in the database3] According to the different type of investment, these items were dividednto 2-3 Budget4 Run Knowledge base automatically5 Apply the modern Portfolio Theory7. What are the skills required for Project Managers?Answer: Project managers need a wide variety of skills. They need bothhard"and soft skillsHard skills include product knowledge and knowing how to use variousproject management tools and techniqueso Soft skills include being able to work with various types of people.1)Communication skills: Listens, persuades2)Organizational skills: Plans, sets goals, analyzes3)Team- building skills: Shows empathy(同感,共鸣), motivates,promotes esprit de corps4)Leadership skills: Sets examples, provides vision (big picture),delegates positive, energetic5] Coping skills: Flexible, creative, patient, persistent6 Technology skills: Experience, project knowledge8. Expand PMi and PMP?AnswerPMI: Project Management InstitutePMP: Project Management ProfessionaChapter-21. Explain System Approach of Project management?AnswersSystems approach describes a holistic(A]) and analytical approach toPage 3Class 13061 3Team 3Made By Wang WanHongsolving complex problemsThree parts include:Systems philosophy: View things as systems, which are interacting (fh互作用) components that work within an environment to fulfill somepurposeSystems analysis is a problem-solving approach1) Define the scope of the system2 Divide into components3 Identify and evaluating system problems, opportunities, constraintsand needs4] Examine alternative solution for improving the current situation5)Identify (f) an solution or action plan and examine that planagainst the entire sySystems management: Address business, technological, andorganizational issues associated with creating, maintaining, and makingchanges to systems1 Identify and satisfy the key stakeholders2 Doing the best for the organization2. What are the three basic organizational structures?Answer: Three general classifications oforganizational structures arefunctional, project, and matrix.A functional organizational structure is the hierarchy. Functionalmanagers or vice presidents in specialties report to the ceo. The staffs havespecialized skills.A project organizational structure also has a hierarchical structure, buttheir pro gram managers report to the ceoA matrix organizational structure represents the middle ground betweenfunctional and project structures3. Draw and explain the phases of the traditional project Life Cycle?Answer:Page 4Class 13061 3Team 3Made By Wang WanHongProject FeasibilityProject AcquisitionConceptDevelopment ImplementationClose-outFigure Phases of the traditional project life cycleIn the concept phase of a project, managers usually briefly describe theproject-they develop a very high-level or summary plan for the project,which describes the need for project and basic underlying conceptIn the development phase, the project team creates more detailed projectplans, a more accurate cost estimate, and a more thorough wbsIn the Implementation phase, the project team creates a definitive or veryaccurate cost estimate, delivers the required work, and providesperformance reports to stakeholdersIn the close-out phase, all of the work is completed, and there should besome sort of customer acceptance of the entire project4. Whatare phase exits?Answer: phase exits are the phase-end review of key deliverables that allowthe organization to evaluate the projects performance and to take immediateaction to correct any errors or problems5. How can top management help project managers?Answer: Top management can help project managers in the following waysThe project manager needs adequate(足够的) resourcesThe best way to kill a project is to withhold (E) the required money,human resources, and visibility for the project. If the project managershave top management commitment, they will also have adequateresources and not be distracted by events that do not affect their specificprojectsProject managers often require approval for unique project needs in atimely mannerProject managers must have cooperation from people in other parts of thePage 5Class 13061 3Team 3Made By Wang WanHongorganizationProject managers often need someone to mentor and coach them onleadership issuesChapter- 31. Explain Project management process groups?AnswerInitiating Planning Executing and Controlling ClosingProcessProcessProcessProcessProcessGroupGrouproupGroupGroupActivityStartFinishTimeMonitoringInitiatingExecutingandClosingControllig∩,,Planning kProject management process groups progress from initiation activities toplanning activities, executing activities, monitoring and controlling activities,and closing activities.Initiating processes include defining and authorizing a project or projectphase. Planning processes include devising and maintaining a wor kablescheme. Executing processes include coordinating people and otherresources Monitoring and controlling processes include regularlymeasuring and monitoring progress to ensure that the project team meetsthe project objectives. Closing processes include formalizing acceptance ofthe project or project phase and ending it efficientlyPage 6Class 13061 3Team 3Made By Wang WanHongChaptter-41. Draw Project Management Framework?Answer: The Project Management Framework isProject PortfolioProject 1Project9 Knowledge AreasTools andProject 3 EySEnterpriseProject 4uccessCore functionstechniquesProject 5TimeCost QualityProject 6MatMgt. MgtMat1gProject Integration ManagementProjectStakeholders'Successeds andexpectat onsHRComm.RiskProcure. G++MatMatMgtMatFacilitating Functions2. List the various Project Integration Management Processes?Answer1) Develop the project charter, which involves working with stakeholdersto create the do cument that formally authorizes a project-the charter2)Develop the preliminary project scope statement, which involvesurther work with stakeholders, especially users of the project's products,services, or results, to develop the high-level scope requirements. Theoutput of this process is the process is the preliminary project scopestatement3Develop the project management plan, which involves coordinating allplanning efforts to create a consistent, coherent document-the projectmanagement plan4 Direct and manage project execution, which involves carrying out theproject management plan by performing the activities included in it. Theoutputs of this process are deliverables, requested changes, workperformance information, implemented change request, corrective actions,preventive actions, and defect repair.5)Monitor and control the project work, which involves overseeingPage 7Class 13061 3Team 3Made By Wang WanHongproject work to meet the performance objective of the project. The outputsof this process are recommended defect repair, and requested changes6) Perform integrated change control, which involves coordinatingchanges that affect the project's deliverables and organizational processassets. The outputs of this process include approved and rejected changerequests, approved corrective and preventive actions, approved andvalidated defect repair, deliverables, and updates tothe pIrojectmanagement plan and project scope statement.7 Close the project, which involves finalizing all project activities toformally close the project Outputs of this process include final products,services, or results, administrative and contract closure procedures, andupdates to organizational process assets3. Whatis SWot analysis?Answer: SWOT Analysis is a strategic planning method used to evaluate theStrengths, Weaknesses, Opportunities, and Threats involved in a project or ina business venture. It involves specifying the objective of the businessventure or project and identifying the internal and external factors that arefavorable and unfavorable to achieving that objective4. What is a Project charter document?Answer: A project charter is a document that formally reco gnizes theexistence of a project and provides direction on the project's objectives andmanagement5. Whatis scope statement document?Answer: Scope Statement is a document for the right to reach a commonunderstanding of project scope as well as the confirmation. It describes indetail what work should be acco mplished in the project, and is an importanttool to prevent the spread of the scope. Scope statement should include theoverall project objectives and description, pro duct description, all projectdeliverables, as well as a synthesis of the determinants of success of theproject descriptions6. Whatis scope creeps?Answer: Scope creep is the tendency of a project to include more tasks or toimplement more systems than originally specified, which often leads toPage 8Class 13061 3Team 3Made By Wang WanHonghiigher than planned project costs and an extension of the initialimplementation date. In other words it basically means a feature that wasinitially thought to be simple that' s exploding in scale7. What are the common elements of a project management plan?Answero Introduction or overview of the project1) Project name2 Project description its need3 Sponsor's name4 Names of the PM Project TeamdEliverables6 List of reference materials7)List of definitions and acronymso Description of how the project is organizedOrganizational charts2 Project responsibilities3Other organizational or process-related informationManagement and technical processes used on the project1) Management objectivesProject Controls3 Risk Management4 staffing5 Technical Processeso Work to be done, schedule, and budget information1) Major work packages2) Key deliverables3) Other work-related information4 Summary schedule5 Detailed schedule6 Other schedule-related information7 Summary budgets8 Detailed budget9)Other budget related informationPage 9Class 13061 3Team 3Made By Wang WanHong8. What is stakeholder analysis?Answer: Sta keholder analysis is an important technique for stakeholderidentification analyzing their needs. It is used to identify all keystakeholders who have vested interest in the issues with which the project isconcerned. The aim of stake holder analysis process is to develop a strategicview of the human and institutional landscape, and the relationships betweenthe different stakeholders and the issues they care about most9. Explain CCBsAnswer: CCB is a Change Control Board for short. CCBs provide guidelines forpreparing change requests, evaluate change requests, and manage theimplementation of approved changes10. Explain 48-hours policy?Answer: A"48-hour policy"can help task leaders on a large informationtechnology project reach agreements on key decisions or changes withintheir expertise and authority. It allows project team members to make adecision and have 48 hours to seek approval from top management. If theteam decision cannot be implemented, management has 48 hours to reversea decision; otherwise, the teams decision is approvedChapter-51. Whatis Project Scope Management?Answer: Project scope management is the definition about what is includedand what is not included in the project and the process of controlling. Thisprocess ensures that the project team and stakeholders have a commonunderstanding of the project products as the project result and the processesused in producing these products. The main processes are: Scope plan;Scope definition; Create WBS; Scope confirm; Scope control2. List the various Project scope management Processes?Answere Scope planning Deciding how the scope will be defined, verified, andcontrolled and how the wbs will be createdPage 10

IT项目管理 原书第7版英文版 资源不易得。《IT项目管理（原书第7版）》全面阐释与IT项目相关的概念、技巧、工具、技术和实践，是提供了10大管理知识领域（项目综合、范围、时间、成本、质量、人力资源、沟通、风险、采购和干系人管理）和5个过程组（启动、计划、执行、监控和收尾）的教科书。