├── .gitignore ├── BOK.png ├── README.md ├── doc ├── Business Case.pdf ├── Project Charter.pdf └── Software Project and Process Management Course Project Design.pdf ├── partition ├── Business Case │ ├── Business Case for the "Online Entity Game Store —— ICE" Project.assets │ │ ├── 3_29_img_.png │ │ └── 3_30_img.png │ └── Business Case for the "Online Entity Game Store —— ICE" Project.md ├── General View │ ├── General View for the “Online Entity Game Store —— ICE” Project.md │ └── General View.md ├── Initiation and Scope Definition │ ├── Initiation-and-Scope-Definition.assets │ │ └── reviceAndRevision.png │ └── Initiation-and-Scope-Definition.md ├── Monitor & Control │ ├── Monitor_and_Control.assets │ │ ├── Baseline_Budget.png │ │ ├── Cumulative_Expenditure_Chart(update).png │ │ ├── Cumulative_Expenditure_Chart.png │ │ ├── GAR.png │ │ ├── GanttDelayChar.png │ │ ├── GanttMonitorBr.png │ │ ├── PartialCompletion.png │ │ ├── changeControl.png │ │ └── monitorFramework.png │ ├── Monitor_and_Control.md │ └── chart │ │ └── Cumulative Expenditure Chart.pptx ├── Planning Management │ ├── Planning-Management.assets │ │ ├── 3_29_img_criticalPath.png │ │ ├── Gantt.png │ │ └── WBS.png │ └── Planning-Management.md ├── Project Charter │ └── Project Charter.md ├── Resource Allocation │ ├── Resource-Allocation.assets │ │ ├── Identifying_Resource_Requirements_activity_diagram.png │ │ ├── after_resource_allocation.png │ │ ├── barchart.png │ │ ├── barchart_update.png │ │ ├── image-20200413172420064.png │ │ └── smooth.png │ ├── Resource-Allocation.md │ └── table │ │ ├── barchart.xlsx │ │ ├── barchart_update.xlsx │ │ └── smooth.xlsx └── Risk Management │ ├── Risk-Management.assets │ ├── 4parts.png │ ├── PERT Activities Schedule.png │ ├── PMI steps.png │ ├── Probability Impact Matrix.png │ ├── Project Cycle Activities Network Diagram.png │ ├── risk impact level.png │ ├── risk level decision.png │ ├── risk probability level.png │ ├── risk record1.png │ ├── risk record2.png │ ├── risk record3.png │ ├── risk record4.png │ ├── risk record5.png │ ├── risk record6.png │ ├── risk record7.png │ └── risk record8.png │ ├── Risk-Management.md │ └── table │ ├── PERT Activities Schedal.xlsx │ ├── Risk Action.xlsx │ └── Risk Table.xlsx └── pre ├── presentation.pdf └── script.pdf /.gitignore: -------------------------------------------------------------------------------- 1 | .vscode/ 2 | .DS_Store -------------------------------------------------------------------------------- /BOK.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/BOK.png -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | # Software Project and Process Management 2 | 3 | * [Body of Knowledge](#body-of-knowledge) 4 | * [Project Structure](#project-structure) 5 | * [Partitions](#partitions) 6 | * [About the Author](#about-the-author) 7 | 8 | ------ 9 | 10 | ## Body of Knowledge 11 | 12 | ![BOK](BOK.png) 13 | 14 |
15 | 16 | ## Project Structure 17 | 18 | - `doc/` 19 | - [Software Project and Process Management Course Project Design](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/doc/Software%20Project%20and%20Process%20Management%20Course%20Project%20Design.pdf) 20 | - [Business Case](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/doc/Business%20Case.pdf) 21 | - [Project Charter](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/doc/Project%20Charter.pdf) 22 | - `pre/` 23 | - [presentation](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/pre/presentation.pdf) 24 | - [script](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/pre/script.pdf) 25 | - `partition/` 26 | 27 |
28 | 29 | ## Partitions 30 | 31 | 1. [General View](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/General%20View/General%20View.md) 32 | 1. Background 33 | 2. Vision 34 | 3. Requirements 35 | 4. Assumptions 36 | 2. [Initation and Scope Definition](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Initiation%20and%20Scope%20Definition/Initiation-and-Scope-Definition.md) 37 | 1. Requirement Management 38 | 1. Determination and Negotiation 39 | 2. Review and Revision 40 | 2. Feasibility Analysis 41 | 1. Functions 42 | 2. Constraints 43 | 3. Features 44 | 3. Scope 45 | 3. [Planning Management](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Planning%20Management/Planning-Management.md) 46 | 1. Planning Activities 47 | 2. Project Organization 48 | 1. Team Structure 49 | 2. Roles, Responsibilities and Authorities 50 | 3. Communication Style 51 | 3. Software Project Planning 52 | 1. WBS 53 | 2. Network Plan & Critical Path 54 | 4. [Risk Management](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Risk%20Management/Risk-Management.md) 55 | 1. Risk Management Plan 56 | 2. Categories of Risk 57 | 3. Risk Identification 58 | 4. Risk Analysis, Assessment and Prioritization 59 | 5. Risk Prevention 60 | 6. Risk Action 61 | 7. Risk Evaluation 62 | 1. PERT Activities Schedule 63 | 2. Project Cycle Activities Network Diagram 64 | 5. [Resource Allocation](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Resource%20Allocation/Resource-Allocation.md) 65 | 1. Identifying Resource Requirements 66 | 2. Scheduling Resources 67 | 6. [Monitor & Control](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Monitor%20%26%20Control/Monitor_and_Control.md) 68 | 1. Project Control Framework 69 | 2. Data Collection 70 | 3. Progress Visualization 71 | 4. Cost Monitoring 72 | 5. Earned Value Analysis 73 | 6. Change Control 74 | 7. Project Implementation 75 | 1. Process Model 76 | 2. Development Techniques 77 | 8. Prototype 78 | 9. References 79 | 80 | Appidx 1 [Business Case](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Business%20Case/Business%20Case%20for%20the%20%22Online%20Entity%20Game%20Store%20——%20ICE%22%20Project.md) 81 | 82 | Appidx 2 [Project Charter](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/Project%20Charter/Project%20Charter.md) 83 | 84 | Appidx 3 [General View for Project](https://github.com/doubleZ0108/Software-Project-and-Process-Management/blob/master/partition/General%20View/General%20View%20for%20the%20"Online%20Entity%20Game%20Store%20——%20ICE"%20Project.md) 85 | 86 |
87 | 88 | ## About the Author 89 | 90 | | Name | Email | 91 | | ------------------------------- | --------------------- | 92 | | Zhe ZHANGTeam Leader | dbzdbz@tongji.edu.cn | 93 | | Kaixin CHEN | 1753188@tongji.edu.cn | 94 | | Di BU | 1753414@tongji.edu.cn | 95 | 96 | -------------------------------------------------------------------------------- /doc/Business Case.pdf: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/doc/Business Case.pdf -------------------------------------------------------------------------------- /doc/Project Charter.pdf: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/doc/Project Charter.pdf -------------------------------------------------------------------------------- /doc/Software Project and Process Management Course Project Design.pdf: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/doc/Software Project and Process Management Course Project Design.pdf -------------------------------------------------------------------------------- /partition/Business Case/Business Case for the "Online Entity Game Store —— ICE" Project.assets/3_29_img_.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Business Case/Business Case for the "Online Entity Game Store —— ICE" Project.assets/3_29_img_.png -------------------------------------------------------------------------------- /partition/Business Case/Business Case for the "Online Entity Game Store —— ICE" Project.assets/3_30_img.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Business Case/Business Case for the "Online Entity Game Store —— ICE" Project.assets/3_30_img.png -------------------------------------------------------------------------------- /partition/Business Case/Business Case for the "Online Entity Game Store —— ICE" Project.md: -------------------------------------------------------------------------------- 1 | # Business Case for the “Online Entity Game Store —— ICE” Project 2 | 3 | ##### Table of Contents 4 | 5 | * [1. Introduction / Background](#1-introduction--background) 6 | * [2. Business Objective](#2-business-objective) 7 | * [3. Current Situation and Problem/Opportunity Statement](#3-current-situation-and-problemopportunity-statement) 8 | * [4. Critical Assumption and Constraints](#4-critical-assumption-and-constraints) 9 | * [5. Analysis of Options and Recommendation](#5-analysis-of-options-and-recommendation) 10 | * [6. Preliminary Project Requirements](#6-preliminary-project-requirements) 11 | * [7. Schedule Estimate](#7-schedule-estimate) 12 | * [8. Potential Risks](#8-potential-risks) 13 | * [8.1 Requirement Risks](#81-requirement-risks) 14 | * [8.2 Security Risks](#82-security-risks) 15 | * [8.3 Cost Risks](#83-cost-risks) 16 | * [8.4 Team Risks](#84-team-risks) 17 | * [8.5 Schedule Risks](#85-schedule-risks) 18 | * [8.6 Market Risks](#86-market-risks) 19 | 20 | ------ 21 | 22 | * **Serial Number**: 42036401_SEME_20200329 23 | * **Time**: 2020.03.29 16:30 24 | * **Form**: Online 25 | * **Discuss personnel**: Zhe Zhang(1754060), Di Bu(1753414), Kaixin Chen(1753188) 26 | * **Version**: v1.0 27 | 28 | 29 | 30 | ## 1. Introduction / Background 31 | 32 | ​ ICE is an online store selling entity games from different game companies for gamers owning different gaming consoles. Authorized by the game publishers, we sell only the legal copies and provide an easy access to purchasing entity games. With the development of platform like steam and GOG, digital games seem to be the very first choice for computer gamers nowadays. However, gamers of other gaming console still tend to buy entity games for purpose of collecting or others, and this market is still booming with more and more gamers buying game consoles. However, there doesn’t exist a comprehensive platform for players to buy entity games of different consoles from different video game companies. We believe that ICE can also become a community gathering players from all over the world where they can discuss the game products freely. 33 | 34 | 35 | 36 | ## 2. Business Objective 37 | 38 | ​ ICE's strategic goals include continuous growth and profitability, as well as increasing awareness and building a platform atmosphere. This project is based on the entity game market. It hopes to attract users' favor with comprehensive and exquisite games, and optimize the work of managers with concise and refined operation methods. It will improve customer performance with excellent early warning and feedback, and gradually create a user online purchase entity games is the preferred platform and provides long-term and stable services for our buyers and partners. In order to achieve this goal, it is necessary to ensure sufficient game sources, and a certain amount of overhead is allowed in the early stage to increase the popularity of the platform and the complete game purchase experience. 39 | 40 | **Specific and direct goals are:** 41 | 42 | 1. Meet business needs. ICE must be able to complete the purchase service provided to users, and provide administrators with basic business functions such as income and expenditure inventory reports. 43 | 2. Improve work efficiency. ICE needs to respond to some preset scenarios and optimize the management of administrators to improve work efficiency. 44 | 3. Improve profitability. ICE needs to complete the summary of sales reports, inventory information, etc., so that administrators can adjust business strategies in time to obtain greater profits. 45 | 4. Enhance corporate brand. ICE is committed to improving the buying experience of buyers, enhancing the visibility of the platform, strengthening the construction of atmosphere, and improving profitability from the side. 46 | 47 | 48 | 49 | ## 3. Current Situation and Problem/Opportunity Statement 50 | 51 | ​ ICE is based on the web platform. Allow a customer to search his or her favorite game in our system and add the game to a shopping cart or wish list. Gamers with different consoles can easily purchase a variety of physics games. Most importantly, they need to confirm that they purchased a legal copy. At the same time, a platform must be provided for publishers to add new games, manage game-related information, and easily manage orders. The game information management function belongs only to the publisher, and ordinary users do not have these permissions. The system must allow managers to generate reports on best-selling games and the most profitable customers, and suggest games to buy based on past customer interests. ICE will hire experienced information management and analysts to manage the various data generated by a game sales platform. 52 | 53 | ​ However, in the early stages of platform development, there needs to be enough game content for players to choose from, which requires sufficient communication with game manufacturers. At the same time, make sure that the transaction content is a legal copy. In the transitional stage of the development of the website platform, the transaction volume increases and the transaction content increases. It is necessary to control the standardization and security of platform transactions, and at the same time, pay attention to the creation of the platform atmosphere. 54 | 55 | 56 | 57 | ## 4. Critical Assumption and Constraints 58 | 59 | ​ The Web platform must be a valuable asset of ICE. The project team, including potential consultants and clients, must actively support the project. The project must achieve a noticeable increase in visibility within one year, and it is estimated that the cost will be recovered by increasing the turnover in about three years. Must run on all browsers with minimal technical support. It must be easy for users to access, and it must be protected from unauthorized users. In addition, customers can pay by credit card, Alipay or WeChat. All transactions should be guaranteed. No pirate books in stock or sold. There is no inventory or sale of used games. A third-party logistics company signs a contract to deliver all the books. Customer service personnel have acquired the relevant knowledge and skills. 60 | 61 | 62 | 63 | ## 5. Analysis of Options and Recommendation 64 | 65 | There are three options for addressing this opportunity: 66 | 67 | 1. Do nothing. The business is doing well, and we can continue to operate without this new project. 68 | 69 | 2. Purchase access to specialized software to support this new capability with little in-house development. 70 | 71 | 3. Design and implement the new intranet capabilities in-house using mostly existing hard- ware and software. 72 | 73 | Based on discussions with stakeholders, we believe that option 3 is the best option. 74 | 75 | 76 | 77 | ## 6. Preliminary Project Requirements 78 | 79 | The main features of the ICE online game store include the following: 80 | 81 | 1. The system must allow customers to search in our system for his or her favorite game and add games to shopping cart or wish list. Gamers with different game consoles can buy all sorts of physical games easily. And what is super significant is that they need to confirm what they buy are legal copies. To ensure that, the system must maintenance a gamers forum that all customers could refer to the commets from others before buying the specific game and delivery personal opinions on a product after they purchase the game. When the game is ordered, it is delivered immediately if available in stoke, or else, the specific game is ordered to the publisher, and a compatible deadline is informed to the customer. 82 | 83 | 2. The system must give publishers a platform to add new games, managing game-related information, and managing orders conviniently. The functions about the information management of games are only belong to the publisher, ordinary users do not have these permissions. Besides, because publishers always look forward to a lower cut of the sale platform, with audience owning all sorts of game consoles and a lower middleman’s cut, ICE will privide a suitable share of the profit to fit publishers' demands. 84 | 85 | 3. Links to other, up-to-date Web sites, with brief descriptions of the main features of the external site. 86 | 87 | 4. Appropriate security to make the entire intranet site accessible to internal consultants and certain sections accessible to others. 88 | 89 | 5. The ability to charge money for access to some information. Some of the information and features of the intranet site should prompt external users to pay for the information or ser- vice. Payment options should include a credit card option or similar online payment trans- actions. After the system verifies payment, the user should be able to access or download the desired information. 90 | 91 | 6. Other features suggested by users, if they add value to the business. 92 | 93 | 94 | 95 | ## 7. Schedule Estimate 96 | 97 | **Analysis**: 98 | 99 | ​ It's about the extent of uncertainty of progress of the project can be maintained and the product can be delivered on time. Schedule problems could directly lead to the 100 | 101 | loss of marketing opportunities and even the contract breach. The risk is mainly reflected in the following aspects: 102 | 103 | 1. **Delay** 104 | 105 | Once a delay occurs, that means the following activities relating to this part will be all suspended. And of course the demanded deliveables will be a joke. 106 | 107 | 2. **Expediting** 108 | 109 | If the team needs to do expediting work to meet the milestones or deadlines, inevitably, there will be overtime work, which brings extra costs and may cause staff's dissat isficat ion. 110 | 111 | 3. **Short-term Response** 112 | 113 | Improve the frequency of catching schedule information. We could use Scrum method to make short sprints. Burn-down chart is recommended to use in this case. Then we may enable staged delivery of products, increase the frequency and intensity of project monitoring, and more use a viable way to ensure the quality of work to avoid rework. In the implementation of the project time schedule management, maybe an experienced project manager is need to fully consider the various potential factors, the appropriate leave; task decomposition should be detailed, easy to assess. 114 | 115 | ![3_29_img_](Business Case for the "Online Entity Game Store —— ICE" Project.assets/3_29_img_.png) 116 | 117 | ![3_30_img](Business Case for the "Online Entity Game Store —— ICE" Project.assets/3_30_img.png) 118 | 119 | 120 | 121 | ## 8. Potential Risks 122 | 123 | ### 8.1 Requirement Risks 124 | 125 | 1. **Missing Stakeholders** 126 | 127 | The requirements management process fails identify or engage all stakeholders. For example, some entity games are appearing on the market but sales isn't involved in the project. 128 | 129 | 2. **Wrong Stakeholders** 130 | 131 | Stakeholders who don't have the requisite knowledge, skills or authority to deliver, validate or sign off on requirements. For example, requirements gathering may be assigned to junior employees who have inadequate access to experts in the organization. 132 | 133 | 3. **Ambiguous Requirements** 134 | 135 | Requirements that are defined in such a way that they are open to misinterpretation. In some cases, stakeholders may intentionally define open-ended requirements in order to avoid making a decision or to protect themselves politically. In other cases, requirements are simply poorly worded. 136 | 137 | 4. **Incomplete Requirements** 138 | 139 | Requirements that are incomplete leading to deliverables that are unstable, unusable or are generally unacceptable. For example, requirements for a system that make no mention of a user interface. Incomplete requirements can also refer to a set of requirements that are focused on functional requirements without adequate consideration of business and non-functional requirements. 140 | 141 | 5. **Conflicting Requirements** 142 | 143 | Requirements are often given by different individuals who each present a wish list that may conflict in various ways. The owner of the requirements may fail to resolve such conflicts. 144 | 145 | 6. **Infeasible Requirements** 146 | 147 | Requirements that go well beyond the capabilities of the organization or system to which they apply. These risks can be mitigated with a quick feasibility or cost assessment. 148 | 149 | ### 8.2 Security Risks 150 | 151 | 1. **Cross-site scripting** 152 | 153 | For example a JavaScript snippet is embedded in a vulnerable web page and used to access cookie data, impersonate website visitors, and steal private data such as credit card information. 154 | 155 | 2. **Phishing** 156 | 157 | Valid customers are tricked by fake emails into updating their account information or changing their password; this data is then stolen and used by fraudsters. 158 | 159 | 3. **Bad bots** 160 | 161 | Can occur when an insecure Wi-Fi network is used or the website data is not encrypted. Fraudsters can listen in on consumer movements and collect personal data. 162 | 163 | 4. **Man-in-the-middle attacks** 164 | 165 | Can occur when an insecure Wi-Fi network is used or the website data is not encrypted. Fraudsters can listen in on consumer movements and collect personal data. 166 | 167 | 5. **Malware** 168 | 169 | Often inserted into the merchant website as a result of phishing or an SQL injection. This malware is used to control the merchant’s website, giving the fraudster complete control and access to the site and data. 170 | 171 | 172 | 173 | ### 8.3 Cost Risks 174 | 175 | ​ Project cost is a component that must be considered in risk management. For the Online Entity Game Store —— ICE, our cost mainly lies in system development, entity games management. The risks are as follows: if a certain cost increases sharply in a short term, it is difficult for the game store to make ends meet leading to a big loss or even closure finally. 176 | 177 | ### 8.4 Team Risks 178 | 179 | ​ The development of software is different from other projects, it is intellectual-intensive, labor-intensive, project, greatly affected by the staff resources. Software development in different engineering stages need different personnel, as a result the same team members need to work closely with each other. In the process of human resources use, the performance of the whole team is often reflected in the progress of the project development as well as the performance of the software. If the team lacked the team spirit and high morale, the progress of software development will be slowed down greatly and the performance of the product can not be ensured, which will cause great damage to the whole company. 180 | 181 | ### 8.5 Schedule Risks 182 | 183 | 1. **Delay** 184 | 185 | Once a delay occurs, that means the following activities relating to this part will be all suspended. And of course the demanded deliverables will be a joke. 186 | 187 | 2. **Expediting** 188 | 189 | If the team needs to do expediting work to meet the milestones or deadlines, inevitably, there will be overtime work, which brings extra costs and may cause staff's dissatisfication. 190 | 191 | ### 8.6 Market Risks 192 | 193 | ​ The software is based on the needs of the market and the user to design and development, so the success of a software is whether the market can be recognized in a timely manner to meet the needs of users, a lot of time, may not be completed before the product is put into operation, There have been other similar software or systems to enter the market, taking the initiative, resulting in the development of products into the market after the lack of competitiveness, low profit margins. -------------------------------------------------------------------------------- /partition/General View/General View for the “Online Entity Game Store —— ICE” Project.md: -------------------------------------------------------------------------------- 1 | # General View for the “Online Entity Game Store —— ICE” Project 2 | 3 | ##### Table of Contents 4 | 5 | * [Background](#background) 6 | * [Vision](#vision) 7 | * [Requirements](#requirements) 8 | * [Functions](#functions) 9 | * [Functions for users](#functions-for-users) 10 | * [Functions for publishers](#functions-for-publishers) 11 | * [Functions for administrators](#functions-for-administrators) 12 | * [Functions for analysts](#functions-for-analysts) 13 | * [Constraints](#constraints) 14 | 15 | ------ 16 | * **Serial Number**: 42036401_SEME_20200315 17 | * **Time**: 2020.03.15 20:30 18 | * **Form**: Online 19 | * **Discuss personnel**: Zhe Zhang(1754060), Di Bu(1753414), Kaixin Chen(1753188) 20 | * **Version**: v1.0 21 | 22 | 23 | 24 | ## Background 25 | 26 | With the development of platform like steam and GOG, digital games seem to be the very first choice for computer gamers nowadays. However, gamers of other gaming console still tend to buy entity games for purpose of collecting or others, and this market is still booming with more and more gamers buying game consoles. However, there doesn’t exist a comprehensive platform for players to buy entity games of different consoles from different video game companies. So here comes ICE! 27 | 28 | ICE is an online store selling entity games from different game companies for gamers owning different gaming consoles. Authorized by the game publishers, we sell only the legal copies and provide an easy access to purchasing entity games. Besides, we encourage players to discuss the game products freely, thus to build a community gathering players from all over the world. 29 | 30 | 31 | 32 | ## Vision 33 | 34 | A new business of an e-commerce company will be initiated: a virtual gamestore. The system to support it must manage the acquisition and selling processes of the company.  35 | 36 | Before the appearance of ICE, the usual way for gamers to buy entity games is buying them on online retailers like Taobao, Amazon, and so on. There are several problems about this. First, most of those entity games sold on those websites are from personal business rather than official, which will cast doubt on the quality of the products. They could be illegal copies or second handed. Additionally, the prices of the products can float because of the lack of official rules, thus chances are that gamers buy a product at a unnecessary high price. Another relative safer way to buy entity games is buying them on the official websites of the games or the publishers. However, it annoys people that they have to create different accounts for varied websites to buy games they want. 37 | 38 | As is demonstrated above, there is an vacancy of a comprehensive entity game market where gamers with different game consoles can buy absolute legal copies of the entity games they want and publishers can attract all sorts of gamers to try their games. Actually, ICE can also serve as a community besides a store. 39 | 40 | 41 | 42 | ## Requirements 43 | 44 | Access of the gamestore for customers and management of the company must be accomplished through a Web site. The user can access it via PC or mobile device. 45 | 46 | The system must allow customers to search in our system for his or her favorite game and add games to shopping cart or wish list. Gamers with different game consoles can buy all sorts of physical games easily. And what is super significant is that they need to confirm what they buy are legal copies. To ensure that, the system must maintenance a gamers forum that all customers could refer to the commets from others before buying the specific game and delivery personal opinions on a product after they purchase the game. When the game is ordered, it is delivered immediately if available in stoke, or else, the specific game is ordered to the publisher, and a compatible deadline is informed to the customer. 47 | 48 | The system must give publishers a platform to add new games, managing game-related information, and managing orders conviniently. The functions about the information management of games are only belong to the publisher, ordinary users do not have these permissions. Besides, because publishers always look forward to a lower cut of the sale platform, with audience owning all sorts of game consoles and a lower middleman’s cut, ICE will privide a suitable share of the profit to fit publishers' demands. 49 | 50 | The system must allow a manager to generate reports on bestselling games, and on most profitable customers, as well as suggest games for buying based on past customer’s interests. Furthermore the system must have the capability of predicting the sales in order to provide better decision (inventory, reordering products, etc.) with the solid foundation. When a entity game is set to be delivered, the system should be able make a decision of selecting the most economical way provide that the deadline can be met. 51 | 52 | 53 | 54 | ## Functions 55 | 56 | ### Functions for users 57 | 1. The user logs in to ICE. 58 | 2. The user searches for games in ICE. 59 | 3. The user views game categories in ICE. 60 | 4. The user views game consoles in ICE. 61 | 5. The user views game publishers in ICE. 62 | 6. The user views personal homepage in ICE. 63 | 7. The user views order information in ICE. 64 | 8. The user views shopping cart information in ICE. 65 | 9. The user views game details information in ICE. 66 | 10. The user purchases game in ICE. 67 | 11. The user adds the game to the shopping cart in ICE. 68 | 12. The user adds the game to the wish list in ICE. 69 | 13. The user modifies personal information in ICE. 70 | 14. The user adds delivery address in ICE. 71 | 15. The user rates the order in ICE. 72 | ### Functions for publishers 73 | 1. The publisher logs in to ICE. 74 | 2. The publisher views personal information in ICE. 75 | 3. The publisher modifies personal information in ICE. 76 | 4. The publisher views game list in ICE. 77 | 5. The publisher modifies game information in ICE. 78 | 6. The publisher removes game in ICE. 79 | 7. The publisher adds game in ICE. 80 | 8. The publisher views order in ICE. 81 | 9. The publisher modifies the order information in ICE. 82 | 10. The publisher delivery the game product in ICE. 83 | ### Functions for administrators 84 | 1. The administrator logs in to ICE. 85 | 2. The administrator exits from ICE. 86 | 3. The administrator makes announcement in ICE. 87 | 4. The administrator manages users' account in ICE. 88 | 5. The administrator checks users' comments in ICE. 89 | 6. The administrator handles with report informations in ICE. 90 | 7. The administrator makes recommend information in ICE. 91 | ### Functions for analysts 92 | 1. Which entity games are better sold in the second quarter than the first quarter? 93 | 2. Which categories of entity games are the most profitable ones? 94 | 3. What is the average time between the order placed and shipped? 95 | 4. Is there any significant difference between entity games published by different publishers in terms of profitability? 96 | 5. Basic "Gamers Persona" for customers visit our website. 97 | 98 | 99 | 100 | ## Constraints 101 | 102 | 1. Customers would pay by credit card, Alipay, or WeChat. All transactions should be secured. 103 | 2. Access to the system will be available through a web site via PC, mobile devices etc. 104 | 3. User (Customers) can discuss any games, but ICE only provides entity games from different game companies for gamers owning different gaming consoles. 105 | -------------------------------------------------------------------------------- /partition/General View/General View.md: -------------------------------------------------------------------------------- 1 | # 1. General View 2 | 3 | ##### Table of Contents 4 | 5 | * [1.1 Background](#11-background) 6 | * [1.2 Vision](#12-vision) 7 | * [1.3 Requirement](#13-requirement) 8 | * [1.4 Assumptions](#14-assumptions) 9 | 10 | ------ 11 | 12 | #### 1.1 Background 13 | 14 | With the development of platform like steam and GOG, digital games seem to be the very first choice for computer gamers nowadays. However, gamers of other gaming console still tend to buy entity games for purpose of collecting or others, and this market is still booming with more and more gamers buying game consoles. However, there doesn’t exist a comprehensive platform for players to buy entity games of different consoles from different video game companies. So here comes ICE! 15 | 16 | ICE is an online store selling entity games from different game companies for gamers owning different gaming consoles. Authorized by the game publishers, we sell only the legal copies and provide an easy access to purchasing entity games. Besides, we encourage players to discuss the game products freely, thus to build a community gathering players from all over the world. 17 | 18 | 19 | 20 | #### 1.2 Vision 21 | 22 | A new business of an e-commerce company will be initiated: a virtual gamestore. The system to support it must manage the acquisition and selling processes of the company. 23 | 24 | Before the appearance of ICE, the usual way for gamers to buy entity games is buying them on online retailers like Taobao, Amazon, and so on. There are several problems about this. First, most of those entity games sold on those websites are from personal business rather than official, which will cast doubt on the quality of the products. They could be illegal copies or second handed. Additionally, the prices of the products can float because of the lack of official rules, thus chances are that gamers buy a product at a unnecessary high price. Another relative safer way to buy entity games is buying them on the official websites of the games or the publishers. However, it annoys people that they have to create different accounts for varied websites to buy games they want. 25 | 26 | As is demonstrated above, there is an vacancy of a comprehensive entity game market where gamers with different game consoles can buy absolute legal copies of the entity games they want and publishers can attract all sorts of gamers to try their games. Actually, ICE can also serve as a community besides a store. 27 | 28 | 29 | 30 | #### 1.3 Requirement 31 | 32 | Access of the gamestore for customers and management of the company must be accomplished through a Web site. The user can access it via PC or mobile device. 33 | 34 | The system must allow customers to search in our system for his or her favorite game and add games to shopping cart or wish list. Gamers with different game consoles can buy all sorts of physical games easily. And what is super significant is that they need to confirm what they buy are legal copies. To ensure that, the system must maintenance a gamers forum that all customers could refer to the commets from others before buying the specific game and delivery personal opinions on a product after they purchase the game. When the game is ordered, it is delivered immediately if available in stoke, or else, the specific game is ordered to the publisher, and a compatible deadline is informed to the customer. 35 | 36 | The system must give publishers a platform to add new games, managing game-related information, and managing orders conviniently. The functions about the information management of games are only belong to the publisher, ordinary users do not have these permissions. Besides, because publishers always look forward to a lower cut of the sale platform, with audience owning all sorts of game consoles and a lower middleman’s cut, ICE will privide a suitable share of the profit to fit publishers' demands. 37 | 38 | The system must allow a manager to generate reports on bestselling games, and on most profitable customers, as well as suggest games for buying based on past customer’s interests. Furthermore the system must have the capability of predicting the sales in order to provide better decision (inventory, reordering products, etc.) with the solid foundation. When a entity game is set to be delivered, the system should be able make a decision of selecting the most economical way provide that the deadline can be met. 39 | 40 | #### 1.4 Assumptions 41 | 42 | 1. No pirate games are stocked or sold. 43 | 2. No second-hand games are stocked or sold. 44 | 3. Marketing manager contract through e-mail rather than the management system. 45 | 4. Third-party logistics company contract to deliver all games. (?) 46 | 5. Customer service have all mastered relevant knowledge and skills. 47 | 6. Customer service are all familiar with how to buy games with the system. 48 | 7. Clients pay for their orders with Alipay or Wechat wallet. -------------------------------------------------------------------------------- /partition/Initiation and Scope Definition/Initiation-and-Scope-Definition.assets/reviceAndRevision.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Initiation and Scope Definition/Initiation-and-Scope-Definition.assets/reviceAndRevision.png -------------------------------------------------------------------------------- /partition/Initiation and Scope Definition/Initiation-and-Scope-Definition.md: -------------------------------------------------------------------------------- 1 | # 2. Initation and Scope Definition 2 | 3 | ##### Table of Contents 4 | 5 | * [2.1 Requirement Management](#21-requirement-management) 6 | * [2.1.1 Determination and Negotiation](#211-determination-and-negotiation) 7 | * [2.1.2 Review and Revision](#212-review-and-revision) 8 | * [2.2 Feasibility Analysis](#22-feasibility-analysis) 9 | * [2.2.1 Functions](#221-functions) 10 | * [2.2.2 Constraints](#222-constraints) 11 | * [2.2.3 Features](#223-features) 12 | * [2.3 Scope](#23-scope) 13 | 14 | ------ 15 | 16 | ## 2.1 Requirement Management 17 | 18 | ### 2.1.1 Determination and Negotiation 19 | 20 | With the development of platforms such as Steam and GOG, today, digital games seem to have become the first choice for computer gamers. However, players of other gaming machines still tend to purchase physical games for collection or other purposes, and as more and more players purchase gaming machines, this market is still booming. 21 | 22 | In such a large environment, we decided to create a sales platform specifically for the market, let major game manufacturers sell their products on the platform, users can purchase, evaluate, communicate and other activities on this platform Consultation and game purchase experience. 23 | 24 | Therefore, customers must go through the website to access the game store and manage the company. Users can access it via PC or mobile device. The system must allow the customer to search his or her favorite game in our system and add the game to the shopping cart or wish list. The system must provide a platform for publishers to add new games, manage game-related information, and easily manage orders. 25 | 26 | ### 2.1.2 Review and Revision 27 | 28 | Here are the revolution of our requirements. 29 | 30 | ![](Initiation-and-Scope-Definition.assets/reviceAndRevision.png) 31 | 32 | ## 2.2 Feasibility Analysis 33 | 34 | ### 2.2.1 Functions 35 | 36 | - Functions for users 37 | - The user logs in to ICE. 38 | - The user searches for games in ICE. 39 | - The user views game categories in ICE. 40 | - The user views game consoles in ICE. 41 | - The user views game publishers in ICE. 42 | - The user views personal homepage in ICE. 43 | - The user views order information in ICE. 44 | - The user views shopping cart information in ICE. 45 | - The user views game details information in ICE. 46 | - The user purchases game in ICE. 47 | - The user adds the game to the shopping cart in ICE. 48 | - The user adds the game to the wish list in ICE. 49 | - The user modifies personal information in ICE. 50 | - The user adds delivery address in ICE. 51 | - The user rates the order in ICE. 52 | - Functions for publishers 53 | - The publisher logs in to ICE. 54 | - The publisher views personal information in ICE. 55 | - The publisher modifies personal information in ICE. 56 | - The publisher views game list in ICE. 57 | - The publisher modifies game information in ICE. 58 | - The publisher removes game in ICE. 59 | - The publisher adds game in ICE. 60 | - The publisher views order in ICE. 61 | - The publisher modifies the order information in ICE. 62 | - The publisher delivery the game product in ICE. 63 | - Functions for administrators 64 | - The administrator logs in to ICE. 65 | - The administrator exits from ICE. 66 | - The administrator makes announcement in ICE. 67 | - The administrator manages users' account in ICE. 68 | - The administrator checks users' comments in ICE. 69 | - The administrator handles with report informations in ICE. 70 | - The administrator makes recommend information in ICE. 71 | - Functions for analysts 72 | - Which entity games are better sold in the second quarter than the first quarter? 73 | - Which categories of entity games are the most profitable ones? 74 | - What is the average time between the order placed and shipped? 75 | - Is there any significant difference between entity games published by different publishers in terms of profitability? 76 | - Basic "Gamers Persona" for customers visit our website. 77 | 78 | ### 2.2.2 Constraints 79 | 80 | - Customers would pay by credit card, Alipay, or WeChat. All transactions should be secured. 81 | - Access to the system will be available through a web site via PC, mobile devices etc. 82 | - User (Customers) can discuss any games, but ICE only provides entity games from different game companies for gamers owning different gaming consoles. 83 | 84 | ### 2.2.3 Features 85 | 86 | 1. Performance requirements: 87 | - In 95% of the cases, the response time in the general period does not exceed 1.5 seconds, and the peak period does not exceed 4 seconds. 88 | - Searching according to the specific conditions of number and name during non-peak hours, you can get the search results within 3 seconds. 89 | - The final estimated number of users is 10,000, the number of daily logged-in users is about 3,000, and the network bandwidth is 100M bandwidth. 90 | - The system can satisfy 5,000 user requests at the same time and provide browsing functions for 10,000 concurrent users. 91 | 2. Security requirements: 92 | - Strict permission access control, after identity authentication, users can only access data within their permission range and can only perform operations within their permission range. 93 | - Different users have different identities and permissions. It is necessary to provide trusted authorization management services under the premise that the user's identity is true and trustworthy, to protect data from illegal / unauthorized access and tampering, and to ensure data confidentiality and integrity. 94 | - Can withstand general malicious attacks from the Internet. Such as virus (including Trojan horse) attacks, password guessing attacks, hacking, etc. 95 | 3. Reliability requirements: 96 | - There are prompts for input and data are checked to prevent abnormal data. 97 | - The system is robust and should be able to deal with all kinds of abnormal conditions that occur during the operation of the system, such as: human operation errors, illegal data input, and hardware device failure. The system should be able to handle it properly and avoid it properly. 98 | 4. Data confidentiality requirements: 99 | - Network transmission data should be encrypted. It is necessary to ensure that the data is not peeped, stolen, or tampered with during the collection, transmission, and processing. Business data needs to be encrypted during storage to ensure that it cannot be cracked. 100 | 5. Ease of use requirements: 101 | - 60% of users can master the use and purchase methods through the experience of other platforms and the description of the platform within 5 seconds of first seeing the platform. 102 | 6. Maintainability requirements 103 | - After receiving the modification request, the ordinary modification should be completed within 1 to 2 days; for the evaluation of the major demand or design modification should be completed within 1 week. 104 | - 90% of the bugs were modified within 1 working day, and others within 2 working days. 105 | 106 | ## 2.3 Scope 107 | 108 | ICE's strategic goals include continuous growth and profitability, as well as increasing awareness and building a platform atmosphere. This project is based on the entity game market. It hopes to attract users' favor with comprehensive and exquisite games, and optimize the work of managers with concise and refined operation methods. It will improve customer performance with excellent early warning and feedback, and gradually create a user online purchase entity games is the preferred platform and provides long-term and stable services for our buyers and partners. In order to achieve this goal, it is necessary to ensure sufficient game sources, and a certain amount of overhead is allowed in the early stage to increase the popularity of the platform and the complete game purchase experience. 109 | 110 | Specific and direct goals are: 111 | 112 | 1. Meet business needs. ICE must be able to complete the purchase service provided to users, and provide administrators with basic business functions such as income and expenditure inventory reports. 113 | 2. Improve work efficiency. ICE needs to respond to some preset scenarios and optimize the management of administrators to improve work efficiency. 114 | 3. Improve profitability. ICE needs to complete the summary of sales reports, inventory information, etc., so that administrators can adjust business strategies in time to obtain greater profits. 115 | 4. Enhance corporate brand. ICE is committed to improving the buying experience of buyers, enhancing the visibility of the platform, strengthening the construction of atmosphere, and improving profitability from the side. 116 | 117 | -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/Baseline_Budget.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/Baseline_Budget.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/Cumulative_Expenditure_Chart(update).png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/Cumulative_Expenditure_Chart(update).png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/Cumulative_Expenditure_Chart.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/Cumulative_Expenditure_Chart.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/GAR.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/GAR.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/GanttDelayChar.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/GanttDelayChar.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/GanttMonitorBr.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/GanttMonitorBr.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/PartialCompletion.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/PartialCompletion.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/changeControl.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/changeControl.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.assets/monitorFramework.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/Monitor_and_Control.assets/monitorFramework.png -------------------------------------------------------------------------------- /partition/Monitor & Control/Monitor_and_Control.md: -------------------------------------------------------------------------------- 1 | # Monitor & Control 2 | 3 | ##### Table of Contents 4 | 5 | * [6.1 Project control framework](#61-project-control-framework) 6 | * [6.2 Data Collection](#62-data-collection) 7 | * [6.3 Progress Visualization](#63-progress-visualization) 8 | * [6.4 Cost Monitoring](#64-cost-monitoring) 9 | * [6.5 Earned Value Analysis](#65-earned-value-analysis) 10 | * [6.6 Proprotizing Monitoring](#66-proprotizing-monitoring) 11 | * [6.7 Change Control](#67-change-control) 12 | 13 | ------ 14 | 15 | ## 6.1 Project control framework 16 | 17 | 18 | 19 | We monitor the progress of the project, compare the difference between the actual progress and the plan, we modify the plan so that the project can return to the desired track. The product manager in charge of the business pays attention to the progress of the project every day, and the project manager conducts a weekly project report. Ask team members who work harder to be effective, or allocate additional resources to tune resources on non-critical paths to critical paths. Of course, other members in the team also need to give their reports in different ways and frequencies. 20 | 21 | 22 | 23 | ## 6.2 Data Collection 24 | 25 | Every one should gather the tasks which are partially completed. In the process of collecting data, there are two methods: **partial completion report** and **risk report**. Considering that the partial completion of the report will make employees less focused and may cause delays, the task of making the partial completion report is left to the product manager for production and analysis. Each employee confirms the risk report weekly. 26 | 27 | The two reports are as follows. Because there is no actual process reference, the textbook has been appropriately modified to the sample report. 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | ## 6.3 Progress Visualization 38 | 39 | The project manager can modify the **Gantt chart** when a activity is completed, and the visualization of it should given to all the member. 40 | 41 | ![](Monitor_and_Control.assets/GanttMonitorBr.png) 42 | 43 | Someone prefer **slip chart**. A slup char is a very similiar alternative fovoured by some project manager, who believe it prodies a more striking visual indication of those activities that are not progressing toschedual. The two chart are both a simple example of project. 44 | 45 | ![](Monitor_and_Control.assets/GanttDelayChar.png) 46 | 47 | 48 | 49 | ## 6.4 Cost Monitoring 50 | 51 | Expenditure monitoring is an important component of project control, it provides an indication of the effort that has gone into our ICE project. Our ICE project might be on time but only because more monty has been spent on activities than originally budgeted. Our **Cumulative Expenditure Chart** is shown below, which provides a simple method of comparing actual and planned expenditure. Also we need to take account of the current status of our ICE project activities before attempting to interpret the meaning of recorded expenditure. 52 | 53 | Cumulative Expenditure Chart 54 | 55 | Then we add projected future costs calculated by adding the estimated costs of uncompleted work to the costs already incurred. Where a computer-based planning tool is used, revision of cost schedules is generally provided automatically once actual expenditure has been record. We update the Cumulative Expenditure Chart and including additional information available once the revised cost schedule. 56 | 57 | Cumulative Expenditure Chart(update) 58 | 59 | 60 | 61 | 62 | 63 | ## 6.5 Earned Value Analysis 64 | 65 | Earned Value Management measures progress against a baseline. It involves calculating three key value for each activity in the WBS. 66 | 67 | - **Planned Value(PV)**: the portion of the approved cost estimate planned to be spent on the given activity during a giben period 68 | - **Actual Cost(AC)**: the total of the costs incurred in accomplishing work on the activity in a given period. It must correspond to whatever was budgeted for the Planned Value and the Earned Value 69 | - **Earned Value(EV)**: the value of the work actually completed 70 | 71 | These three values are combined to determine at that point in time whether or not work is being accomplished as planned. The most commonly used measures are the cost variance: 72 | $$ 73 | CV = EV - AC 74 | $$ 75 | and the schedule variance: 76 | $$ 77 | SV = EV - PV 78 | $$ 79 | These two values can be converted to efficiency indicators to reflact the cost and schedule performance of the project. The most commonly used cost-efficiency indicator is the **Cost Performance Index(CPI)**. It is calculated as: 80 | $$ 81 | CPI = \frac{EV}{AC} 82 | $$ 83 | The sum of all individual EV budgets divided by the sum of all individual AC's is known as the cumulative CPI, and is generally used to forecast the cost to complete a project. The **Schedule Performance Index(SPI)** is often used with the CPI to forecast overall project completion estimates, and it can be calculated by: 84 | $$ 85 | SPI = \frac{EV}{PV} 86 | $$ 87 | A negative schedule variance(SV) calculated at a given point in time means the project is behind schedule, while a negative cost variance(CV) means the project is over budget. 88 | 89 | We combined the **Baseline Budget** and **0/100 technique**, assigning 0 to task unfinished and 100% to task completed of the budget value 90 | 91 | | Task | Budgeted workdays | Scheduled completion | Cumulative workdays | % cumulative earned value | 92 | | --------------------------- | ----------------- | -------------------- | ------------------- | ------------------------- | 93 | | Requirement Analysis | 14 | 14 | 14 | 6.25% | 94 | | Architecture Desin | 14 | 28 | 42 | 18.75 | 95 | | Data Design | 14 | 28 | | | 96 | | User Interface Design | 21 | 35 | 84 | 37.5 | 97 | | Interface Design | 21 | 35 | | | 98 | | Design Review | 14 | 49 | 98 | 43.75 | 99 | | User Manual | 21 | 70 | 119 | 53.125 | 100 | | User Training | 7 | 77 | 154 | 68.75 | 101 | | Front-end Implementation | 28 | 77 | | | 102 | | Back-end Implementation | 35 | 84 | 189 | 84.375 | 103 | | Software Testing | 14 | 98 | 203 | 90.625 | 104 | | Deployment & System Testing | 21 | 119 | 224 | 100 | 105 | 106 | Baseline_Budget 107 | 108 | 109 | 110 | ## 6.6 Proprotizing Monitoring 111 | 112 | Regarding the level of supervision, we decide the level of supervision based on high-risk activities, give higher priority to high-risk activities, and then focus on critical path activities. Related detailed activities are as follows: 113 | 114 | 115 | 116 | ## 6.7 Change Control 117 | 118 | Because that the changes including requirements changes and staff changes couldn’t be avoided in the process, so we must control and manage the changes. The change control managing process is showed in the following figure: 119 | 120 | 121 | 122 | The key points is to plan the change beforehand, then we estimate the risk of controlling the change, and include the verification of the success, the testing must be done to the change to ensure that we can control it, at last, we assign our staff with new responsibilities to solve the problems caused by the changes. -------------------------------------------------------------------------------- /partition/Monitor & Control/chart/Cumulative Expenditure Chart.pptx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Monitor & Control/chart/Cumulative Expenditure Chart.pptx -------------------------------------------------------------------------------- /partition/Planning Management/Planning-Management.assets/3_29_img_criticalPath.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Planning Management/Planning-Management.assets/3_29_img_criticalPath.png -------------------------------------------------------------------------------- /partition/Planning Management/Planning-Management.assets/Gantt.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Planning Management/Planning-Management.assets/Gantt.png -------------------------------------------------------------------------------- /partition/Planning Management/Planning-Management.assets/WBS.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Planning Management/Planning-Management.assets/WBS.png -------------------------------------------------------------------------------- /partition/Planning Management/Planning-Management.md: -------------------------------------------------------------------------------- 1 | # 3. Planning Management 2 | 3 | ##### Table of Contents 4 | 5 | * [3.1 Planning Activities](#31-planning-activities) 6 | * [3.2 Project Organization](#32-project-organization) 7 | * [3.2.1 Team Structure](#321-team-structure) 8 | * [3.2.2 Roles, Responsibilities and Authority](#322-roles-responsibilities-and-authority) 9 | * [3.2.3 Communication Style](#323-communication-style) 10 | * [3.3 Software Project Planning](#33-software-project-planning) 11 | * [3.3.1 WBS](#331-wbs) 12 | * [3.3.2 Network Plan & Critical Path](#332-network-plan--critical-path) 13 | 14 | ------ 15 | 16 | ## 3.1 Planning Activities 17 | 18 | | Step | Activity | 19 | | ------------------------------------------------------------ | ------------------------------------------------------------ | 20 | | 0 : Select project | ICE : an entity game platform | 21 | | 1 : Identify project scope and objectives
1.1 Identify objectives and measures of effectiveness
1.2 Establish authority
1.3 Identify stakeholders
1.4 Modify objectives in the light of skate holder analysis
1.5 Estblish methods of communication | - 1.1: [Objectview](#2.3.1-objectview)
- 1.2: The project authority is controlled by the project steering committee, and is particularly responsible for setting, monitoring and revising the goals. At present, this work is performed by three people in our group.
- 1.3: Skateholders: Project staff; people outside the project in the same organization, like communication personnel; persons outside the organization game purchasers, game manufacturers.
- 1.4: [Review and Revision](#2.1.2-review-and-revision)
- 1.5: [Communication Style](#3.2.3-communication-style) | 22 | | 2 : Identify project infrastucture
2.1 Establish relationship between project and strategic planning
2.2 Identify installation standards and procedures
2.3 Identify project team organization | - 2.1: Need to decide in what order to execute these projects, need to establish a framework to accommodate the new system, such as hardware and software standards.
- 2.2: There should be standards for change control and configuration management; there may be provisions for quality checks at every point in the project life cycle; there should also be a measurement procedure to control the data that must be collected at each stage; the project manager should be aware of any relevant projects Planning and control standards.
- 2.3: The person in charge of a large project may need to control the organizational structure of the project team. While our team has very simple [Team Structure](#3.2.1-team-structure). | 23 | | 3 : Analyse project characteristics
3.1 Objective- or product-driven
3.2 Analyse other project characteristics
3.3 Identify high-level project risk
3.4 Take into account user requirements concerning implementation
3.5 Select general life-cycle approach
3.6 Review overall resource estimates | - 3.1: Mostly product-driven.
- 3.2: [Features](#2.2.3-features)
- 3.3: Assess the risk level of all projects, make [!!这里需要修改 risk prioritization]() and focus on high-risk projects
- 3.4: Customers sometimes have their own regulatory requirements. Some of them in [Requirment](#1.3-requirement).
- 3.5 开发方法和生命周期方法：敏捷开发（？），卜滴加一点粗略的介绍放到这里
- 3.6 [!!这里需要修改 Identifying Resource Requirements]() for all projects, and consider the project's personnel allocation and other issues | 24 | | 4 : Identify project products and activities
4.1 Identify and describe project products
4.2 Document generic product flows
4.3 Recognize product instances
4.4 Produce ideal activity network
4.5 Modify ideal to take into account need for stages and checkpoints | - 4.1: Identifying all the items to be created by the project helps to ensure that all activities that need to be performed have been considered. Including deliverables, intermediate products, etc., including both technical products and products related to project management and quality. These products have their own hierarchical structure, which can be represented by Product Breakdown Structure.
- 4.2: Determine the order in which products are created or used through the Product Flow Diagram
- 4.3: When the same common PFD fragment is related to multiple instances of a particular type of product, Bian tries to identify each instance.
- 4.4: The ideal activity web with sufficient resources.
- 4.5: Introduce checkpoint activity to modify activity network. | 25 | | 5 : Estimate effort for each activity
5.1 Carry out bottom-up estimates
5.2 Revise plan to create controllable activities | - 5.1: Estimate the amount of staff work required for each activity, possible time consumption, and required non-human resources with [Network Plan](#3.3.2-network-plan-&-critical-path)
- 5.2: Activities that take a long time to split, activities that take a short time to merge. Set the time span of the activity to be the same as the reporting period used to monitor and control the project.
| 26 | | 6 : Identify out bottom-up estimates
6.1 Identify and quantify activity-based risks
6.2 Plan risk reduction and contingency measures where appropriate
6.3 Adjust plans and estimates to take account of risks | - 6.1: Review each activity and estimate their risk of success.
- 6.2: Some identified risks can be avoided or at least reduced. If there is a risk, the emergency plan specifies the actions to be taken.
- 6.3: May change the plan, or add some new activities to reduce risk. | 27 | | 7 : Allocate resources
7.1 Identify and allocate resources
7.2 Revise plans and estimates to take account of resource constraints | - 7.1: Record the type of employees required for each activity, identify the employees available for the project, and temporarily assign to these projects.
- 7.2: Establish priorities for tasks to ensure the completion of key tasks; ensure the full work and high utilization rate of available personnel, presented using Gantt charts. | 28 | | 8 : Review/ publicize plan | - 8.1: When each task is completed, determine whether the task can be ended by determining good quality criteria.
- 8.2: Document the plan carefully so that the various departments of the project understand the plan and agree to commit to the plan. | 29 | | 9/10 : Execute plan/ lower levels of planning
& May require the reiteration of lower level planning | Once the project starts, it is necessary to make a more detailed plan for each phase that is about to begin, and let go of the detailed planning for the subsequent phases. | 30 | 31 | 32 | 33 | ## 3.2 Project Organization 34 | 35 | ### 3.2.1 Team Structure 36 | 37 | There is the organization of our development team. Each manager is responsible for his or her department, report their work and progress to the project manager. The project manager will charge the whole our and make sure the project is under control. The product manager will join in the development process to guarantee that the project meets the requirements and take charge of the later popularizing of the bookstore website. 38 | 39 | ![](/Users/sTern/Downloads/EE_Study/3.5/软件项目过程与管理/project/ourP/structureTeam.png) 40 | 41 | ### 3.2.2 Roles, Responsibilities and Authority 42 | 43 | Every one in our team has a specific responsibility, and the following table shows each of the member’s respective responsibility: 44 | 45 | | Roles | Name | Responsibility | 46 | | -------------------------- | --------------------------- | ------------------------------------------------------------ | 47 | | Project Manager | Zhe Zhang | Take full responsibility for the entire project, monitor development progress, make decision on risk control and resource provision, and ensure software quality | 48 | | Requirements Analyst | Di Bu | Responsible for communicating requirements with customers, assisting project manager to control and follow up requirement change | 49 | | Product Architect | Kaixin Chen, Sion | Responsible for the design of the software paet of the system structure and model, develop the software development plan, determine the software technology selection | 50 | | Product Design Manager | Rudi | Responsible for monitoring project functional requirements and product design, as well as product functional design and interaction design | 51 | | Product Designer | Auston | Responsible for the collection and analysis of needs, product design and interaction design | 52 | | User Interface Designer | Marica | Responsible for prototype design and user experience design | 53 | | Technical Manager | Sakura | Responsible for system function module coding implementation and correction test feedback product defects | 54 | | Team Leader | Iwan, Eren | Responsible for management of the development team and monitoring the progress of the project | 55 | | Development Engineer | Rina, Barkeley, Gaia, Tyler | Responsible for system function module coding implementation and correction test feedback product defects | 56 | | Quality Assurance Manager | Ozzy | Responsible for test plan, and the whole quality assurance activities of the project | 57 | | Quality Assurance | Cindy, Lily, Zoe | Responsible for test cases design, test execution and evalution of the test execution process, as well as evaluate test results and document defects found | 58 | | System Administrator | Lie | Responsible for deployment of software products, completion of project related system engineering work, and customer technical support | 59 | | Software Quality Assurance | Lucia | Responsible for supervising the process planning and implementation of the project, checking the products produced by the project, and checking the conformity of the project development process | 60 | | Database Administrator | Liv | Responsible for designing and constructing database system and optimizing database perfo | 61 | 62 | ### 3.2.3 Communication Style 63 | 64 | Communicate in the team through the following collaborative communication methods: 65 | 66 | 1. Formal, non-personal methods such as software engineering documents and project products, memos, schedules and project control tools, change requests, etc .; 67 | 2. Formal, person-to-person communication, focusing on quality assurance, such as status review meetings, design, and code inspection; 68 | 3. Informal, person-to-person communication, such as group meetings to exchange information and solve problems; 69 | 4. E-mail, mainly to communicate with people outside the project such as instructors and certain technical personnel 70 | 71 | ## 3.3 Software Project Planning 72 | 73 | ### 3.3.1 WBS 74 | 75 | According to the software engineering methodology, we divide the overall system development into six main processes: requirements analysis, outline design, detailed design, coding, testing, and deployment, and then decompose the six major processes respectively. 76 | 77 | For demand analysis, it is mainly divided into four parts: demand collection, demand communication, demand analysis and demand confirmation. 78 | 79 | In the outline design stage, we mainly complete the interface design, interface design, architecture design, database design and other contents. 80 | 81 | The detailed design stage is subdivided into module design, class design, data flow design, interaction design, and navigation design. 82 | 83 | The coding is split into front-end coding, back-end coding and database implementation. 84 | 85 | Testing is divided into unit testing, integration testing, system testing and acceptance testing based on software testing theory. 86 | 87 | Finally, we configure the server environment for the deployment phase, project deployment and user documentation. 88 | 89 | ![](Planning-Management.assets/WBS.png) 90 | 91 | ### 3.3.2 Network Plan & Critical Path 92 | 93 | The project uses an activity-based approach to identify activities, divides the project into the main life cycle stages, considers the activities of each stage and its activity cycle separately, and analyzes the pre-activities of individual activities to obtain the following activity list : 94 | 95 | | No | Activity | Estimated Duration (Weeks) | Depends on | 96 | | ---- | ----------------------------- | -------------------------- | ---------- | 97 | | A | Requirment Analysis | 2 | | 98 | | B | UI Design | 3 | A | 99 | | C | Data Design | 2 | A | 100 | | D | Architecture Design | 2 | A | 101 | | E | Interface Design | 3 | A | 102 | | F | Design Review | 2 | B,C,D,E | 103 | | G | Frontend Coding | 4 | F | 104 | | H | Backend Coding | 5 | F | 105 | | I | Software Testing | 2 | G,H | 106 | | J | User Document | 3 | F | 107 | | K | Deployment and System Testing | 3 | I | 108 | | L | User Training | 1 | J | 109 | 110 | **Network plan** is like below, with the yellow background highlights the **Critical Path** : 111 | 112 | ![](Planning-Management.assets/3_29_img_criticalPath.png) 113 | 114 | Relative Gantt chart: 115 | 116 | ![](Planning-Management.assets/Gantt.png) -------------------------------------------------------------------------------- /partition/Project Charter/Project Charter.md: -------------------------------------------------------------------------------- 1 | # Project Charter 2 | 3 | **Project Title:** Online Game Store Project 4 | 5 | **Project Start Date:** March 29 6 | 7 | **Project Finish Date:** May 5 8 | 9 | **Budget Information:** The firm has allocated ¥1,400 for this project. The majority of costs for this project will be internal labor. An initial estimate provides a total of 25 hours per week. 10 | 11 | **Project Manager:** Zhe Zhang, (+86)15216805515, doubleZ0108@163.com 12 | 13 | **Project Objectives:** Develop an e-commerce platform for selling physical games to help game merchants and external customers conduct transactions more effectively. The platform will include many efficient functions. Users can search game products in various ways, learn about their details, collect or purchase them. Users can also comment on the purchased products as an important reference for other users to select products. At the same time, we provide stores with the background management platform, where businesses can operate the game on, off and modify, as well as delivery and logistics functions. The e-commerce platform is managed by the administrator and provides all kinds of effective report analysis data. 14 | 15 | **Main Project Success Criteria:** 16 | 17 | **Approach:** 18 | 19 | - Conduct a survey to determine the key functions of ICE's web platform and solicit user opinions through possible means such as questionnaires. 20 | - View examples of internal and external templates and project management documents. 21 | - Research platform plugins or other possible technologies to provide security, manage user input and facilitate the functionality and security of the transaction process. 22 | - Use prototype development and iterative methods to develop a web platform based on agile processes to solicit a large amount of user feedback. 23 | - Identify a way to increase platform's repute during the project and within one year after the project is completed. Also discuss how to increase transaction recovery costs within three years. 24 | 25 | **Roles And Responsibilities:** 26 | 27 | | Name | Role | Position | Contact Information | 28 | | ----------- | ---------------------- | ------------------------------ | ------------------------------------------------------- | 29 | | Zhe Zhang | Sponsor | ICE, CEO | [doubleZ0108@163.com](mailto:doubleZ0108@163.com) | 30 | | Zhe Zhang | Project Manager | ICE, manager | [doubleZ0108@163.com](mailto:doubleZ0108@163.com) | 31 | | Di Bu | Requirements Developer | ICE, requirement developer | 997219957@qq.com | 32 | | Zhe Zhang | Risk Manager | ICE, risk manager | [doubleZ0108@163.com](mailto:doubleZ0108@163.com) | 33 | | Kaixin Chen | Quality Assurance | ICE, quality assurance manager | 1536768420@qq.com | 34 | | Zhe Zhang | Developer | ICE, IT department | doubleZ0108@163.com | 35 | | Di Bu | Developer | ICE, IT department | 997219957@qq.com | 36 | | Kaixin Chen | Developer | ICE, IT department | 1536768420@qq.com | 37 | | Di Bu | Team Member | ICE, consultant | 997219957@qq.com | 38 | | Kaixin Chen | Team Member | ICE, consultant | 1536768420@qq.com | 39 | | Prof. Huang | Advisor | Client Representative | [huangjie@tongji.edu.cn](mailto:huangjie@tongji.edu.cn) | -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.assets/Identifying_Resource_Requirements_activity_diagram.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Resource Allocation/Resource-Allocation.assets/Identifying_Resource_Requirements_activity_diagram.png -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.assets/after_resource_allocation.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Resource Allocation/Resource-Allocation.assets/after_resource_allocation.png -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.assets/barchart.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Resource Allocation/Resource-Allocation.assets/barchart.png -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.assets/barchart_update.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Resource Allocation/Resource-Allocation.assets/barchart_update.png -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.assets/image-20200413172420064.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Resource Allocation/Resource-Allocation.assets/image-20200413172420064.png -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.assets/smooth.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Resource Allocation/Resource-Allocation.assets/smooth.png -------------------------------------------------------------------------------- /partition/Resource Allocation/Resource-Allocation.md: -------------------------------------------------------------------------------- 1 | ## Resource Allocation 2 | 3 | ##### Table of Contents 4 | 5 | * [Identifying Resource Requirements](#identifying-resource-requirements) 6 | * [Scheduling Resources](#scheduling-resources) 7 | 8 | ------ 9 | 10 | ### Identifying Resource Requirements 11 | 12 | We use **activity network analysis techniques** to plan when activities should take place in **3.3.2**. Thie was calculated as a time span during which an activity should take place - bounded by the earliest start and latest finish dates. We also use **PERT technique** in **4.7.1** to forecast a range of expected dates by which activities would be completed. And after further consideration, we match the activity plan to available resources and assess the efficacy of changing the plan to fit the resources in some aspects. 13 | 14 | The allocation of resources to activities will lead us to review and modify the ideal activity plan. And we revise state and project completion dates after resource allocation. 15 | 16 | Firstly, we product a resource allocation plan to list the resources that will be required along with the expected level of demand. Some of them should considering each activity in turn and identifying the resources required, and there will also be resources required that are not activity specific, but are part of the project's infrastructure or required to support other resources. The **table of identified resource requirements** are shown below: 17 | 18 | | Category | Specification | Qualitative/Quantitative | 19 | | --------- | ------------------------------------------------------------ | ------------------------------------------------------------ | 20 | | Labour | The main items in this category will be members of the development project team such as the project manager, systems analysts and software developers. Equally important will be the quality assurance team and orhter support staff and any employees of the client organization who might be required to undertake to participate in specific activities. | - PM
- Requirment Analyst
- Product Architext
- PD Manager & PD
- UI Designer
- Technical Manager
- Team Leaser
- Development Engineer
- QA
- Administrators | 21 | | Equipment | Obvious items will include workstations and other computing and office equipment. Also basic equipment such as desks and chairs are also should be considered. | - Laptop * n
- Work table * n
- Work chairs * n

- Display * n
- A number of hard disks | 22 | | Materials | Items that are consumed, rather than equipment that is used. They are of little consequence in most software projects but can be important for some software that is to be widely distributed. | - floppy disk (our project don't need) | 23 | | Space | For projects that are undertaken with existing staff, space is normally readily available. | - most time work online, need a basic meeting room | 24 | | Services | Procurement of specialist services - development of a wide area distributed system. | - some specific lnowledge about entity game manufactures | 25 | | Time | The resource that is being offset against the other primary resources - project timescales ca sometimes be reduced by increasing other resources and will almost certainly be extended if they are unexpectedly reduced. | - according to schdual is about 17weeks, a floating number | 26 | | Money | Secondary resource - it is used to buy other resources and will be consumed as other resources are used. It is similar to other resources in that it is available at a cost - in this case interest charges. | - money for employee people
- money for purchase equipment and material
- mony to rent space | 27 | 28 | 29 | 30 | 31 | The stage of our ICE project is shown below: 32 | 33 | Identifying_Resource_Requirements_activity_diagram 34 | 35 | 36 | 37 | **Resource Requirement List**(mainly take Labour into consideration) 38 | 39 | > 下面这个表参考这个图 40 | > 41 | > 主义Time和Activity每行的对应 42 | > 43 | > image-20200413172420064 44 | 45 | | Stage | Activities | Reources | Time | Amount | Appendix | 46 | | ----- | ------------------------------------------------------------ | ------------------------------------------------------------ | -------------------------------------------------------- | ------ | ---------------------------------------- | 47 | | 1 | ALL
Requirement Analysis | PM
Workstation
Senior analyst | 104F/T | 34 | Check software availability | 48 | | 2 | ALL
User Interface Design
Data Design
Architecture Design
Interface Design | WorkStation
Analyst/Designer
Analyst/Designer
Analyst/Designer | 34F/T
—
20F/T
15F/T
25F/T
15F/T | 3 | One per person is ideal | 49 | | 3 | ALL
Design Review | Workstation
Senior analyst |
2F/T | 2 | May use Analyst/Designer | 50 | | 4 | ALL
Font-end Implementation
Back-end Implementation
User Manual | WorkStation
Analyst/Designer
Analyst/Designer
Analyst/Designer | 2F/T
—
7F/T
6F/T
4F/T
4F/T | 3 | The same as Stage 2 | 51 | | 5 | ALL
Software Testing
User Training | WorkStation
Office place
Programmer
Programmer
Programmer | —

30F/T
28F/T
15F/T
25F/T | 4 | One per programmer | 52 | | 6 | ALL
Deployment & System Testing | Full collection access
Analyst/Designer | —
6F/T | | The full system test took about 20 hours | 53 | 54 | 55 | 56 | ### Scheduling Resources 57 | 58 | - **activity schedule**: The activity schedule indicates the planned start and completion dates for each activity. 59 | - **resource schedule**: The resource schedule shows the dates on which each resource will be required and the level of that requirement. 60 | - **cost schedule**: The cost schedule shows the planned cumulative expenditure incurred by the use of resources over time. 61 | 62 | Secondly, map the resource requirements produced in the first step on to the activity plan to assess the distribution of resources over the duration of the project. 63 | 64 | Using **Bar Chart** to produce a **resource histogram** for resource(mainly take Labour into consideration) 65 | 66 | barchart 67 | 68 | Each activity has been scheduled to start at its earliest start date - a sensible initial strategy, and we also wish to save any float to allow for contingencies. Earliest start date scheduling frequently creates resource histograms that start with a peak and then tail off. 69 | 70 | By adjusting the start date of some activities and splitting other, our resource histogram can, subject to constraints such as precedence requirement, be smoothed to contain resource demand at available levels. So we smooth the resource histogram demand of analyst/designer ideally, update **smoothing resource histogram chart** is shown below: 71 | 72 | smooth 73 | 74 | But we dont't take resource conflict into conversation, therefore, we should prioritize activities so that resources can be allocated to competing activities in some ration order. The priority must almost always be to allocate resources to critical path activities and the to those activities that are most likely to affect others. In that way, lower-priority activirties are made to fit around the more critical, alread scheduled activities. 75 | 76 | We use both **Total float priority** to smallest float has the highest priority and **Ordered list priority** according to the criteria. 77 | 78 | - **Total float priority**: ordered according to the total float, those with the smallest total float having the highest priority. In the simplest application of this method, activities are allocated resources in ascending order of total float. However, as scheduling proceeds, activities will be delayed and total floats will be reduced. It is therefore desirable to recalculate floats each time an activity is delayed. 79 | - **Ordered list priority**: activities that can proceed at the same time are ordered according to a set of simple criteria. 80 | - shortest critical activity 81 | - critical activities 82 | - shorest non-critical activity 83 | - non-critical activity with least float 84 | - non-critical activities 85 | 86 | **Project cycle Activity Network Diagram under Total float priority and Ordered list priority** is shown below: 87 | 88 | after_resource_allocation 89 | 90 | **Bar Chart** and **resource histogram** for resource under labour resource constraint are shown below: 91 | 92 | barchart_update -------------------------------------------------------------------------------- /partition/Resource Allocation/table/barchart.xlsx: -------------------------------------------------------------------------------- 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------ 16 | 17 | ## Risk Management Plan 18 | 19 | According to [Project Management Institute](https://www.pmi.org/)(**PMI**) risk management steps, our group make risk management plan firstly. And then we identify risks from 4 parts, qualitative risk analysis, quantitative risk analysis. Every effort will be made to proactively identify risks ahead of time in order to implement a mitigation strategy from the project's onset. 20 | 21 | We manage risks according to priorities, the most likely and highest impact risks are added to the project schedule to ensure that the assigned risk manager take the necessary steps to implement the mitigation response at the appropriate time during the schedule. 22 | 23 | Upon the completion of the project, during the closing process, the project manager will analysis each risk as well as the risk management process. Based on this analusis, the project manager will identify any improvements that could be made to the risk management process for future projects. 24 | 25 | PMI steps 26 | 27 | 28 | 29 | ## Categories of Risk 30 | 31 | Project risks are those that could prevent the achievement of the objectives given to the project manager & team. 32 | 33 | In the Software Project and Process Management Course Project **“Online Entity Game Store —— ICE”**, we reference to "Lyytinen-Mathiassen-Ropponen" risk framework and we divided the risk factors into four parts. 34 | 35 | 4parts 36 | 37 | - **Actors**: main participants are the members of the group, among which the typical risks are mention below 38 | - changing of the staff 39 | - poor communication within the team leads to loss of valuable information of the project 40 | - **Technology**: technology is the specific knowledge and tools using in the project, typical risk are mention below 41 | - tools used in the project development and implementation do not meet the project requirements 42 | - technology used in the project has defects, such as it is not suitable for the project or the team members are not familiar with the technology 43 | - **Structure**: structure contains the planning structure, project structure, management structure and so on, typical risk are mention below 44 | - project management structure is not clear, which leads to the delay of each team member's timely positioning of their own work 45 | - **Tasks**: tasks involving specific activities of the project, typical risk are mention below 46 | - risk of requirement change 47 | - complexity of integration among various project components will delay the progress of the project, 48 | - quality and performance risk of the ICE system; 49 | 50 | 51 | 52 | ## Risk Identification 53 | 54 | In the risk identification of this project, we adopted the risk identification method combining **Checklist method** and **Brainstorming method**, referred to checklists models such as **lyytinen model** and **Barry Boehm model**, and established our own checklists as follows: 55 | 56 | | Serial Number | Risk | Risk reduction techniques | 57 | | ------------- | -------------------------------------------------- | ------------------------------------------------------------ | 58 | | R1 | Team members did not communicate well | Agree on the way of communication;
Regular communication of work progress;
The minutes of the meeting | 59 | | R2 | Technology adopted is flawed | Use familiar technology;
Specially-assigned person to study the new technology needed | 60 | | R3 | Project management structure is not clear | Formulate the management structure;
Special personnel to maintain the management structure | 61 | | R4 | Code integration issues | Convention code specification;
Incremental development and integration | 62 | | R5 | Personnel changes | More than one person participated in the core work of the project in order to familiar with the project process | 63 | | R6 | Implementation tools do not meet the requirements | Early implementation of the sources of tools;
Look for alternative tools | 64 | | R7 | Change to requirements specification during coding | Stringent change control procedures
High change threshold
Incremental development(deferring changes)
Agree on the requirement change control process in writing and record the change request | 65 | | R8 | System quality and performance risks | More exchange of work results;
Inspection and review;
Using performance test | 66 | 67 | 68 | 69 | ## Risk Analysis, Assessment and Prioritization 70 | 71 | In this project, we define the risk probability using score from 1 to 10, and we divide them into 4 levels from extra-high to extra-low. **Risk Probability Level Table**, **Risk Impact Level Table**, and **Risk Level Decision Table** are shown below: 72 | 73 | risk probability level 74 | 75 | risk impact level 76 | 77 | risk level decision 78 | 79 | After defining the levels, we analyzed the potential risks in the project from the four aspects mentioned above. 80 | 81 | We simulate the risk exposure during our brainstorming, and we use **Barry Boehm's method** for risk exposure assessment. And we use **risk exposure formula** for calculating. 82 | $$ 83 | \text{risk exposure} = \text{potential damage} \times \text{probability of occurrence} 84 | $$ 85 | 86 | | Ref | Hazard | Likelihood | Impact | Risk | 87 | | ---- | -------------------------------------------------- | ---------- | ------ | ---- | 88 | | R1 | Team members did not communicate well | 5 | 5 | 25 | 89 | | R2 | Technology adopted is flawed | 3 | 10 | 30 | 90 | | R3 | Project management structure is not clear | 3 | 4 | 12 | 91 | | R4 | Code integration issues | 4 | 5 | 20 | 92 | | R5 | Personnel changes | 2 | 8 | 16 | 93 | | R6 | Implementation tools do not meet the requirements | 2 | 4 | 8 | 94 | | R7 | Change to requirements specification during coding | 8 | 8 | 64 | 95 | | R8 | System quality and performance risks | 6 | 7 | 42 | 96 | 97 | And the **probability impact matrix** is as follow: 98 | 99 | Probability Impact Matrix 100 | 101 | 102 | 103 | 104 | 105 | ## Risk Prevention 106 | 107 | 1. **For risk R1**, the group shall agree on the communication method at the beginning of the project and regularly communicate the schedule of work progress. If necessary, the meeting minutes shall be taken to minimize the possibility of risk R1. 108 | 2. **For risk R2**, when encountering a risk bottleneck, turn the head and select experienced or familiar technologies. At the same time, a team member can be allowed to study and learn new technologies to pave the way for the implementation of the project. 109 | 3. **For risk R3**, formulate the management structure in advance, and let a team member manage and maintain the management structure; 110 | 4. **For risk R4**, to start the project code writing, agree on the development environment and code specification, annotation specification, etc., in the development process, incremental development and intergration to reduce the final workload; 111 | 5. **For risk R5**, everyone is involved in the core work of the project to ensure that the change of personnel will not make the project unable to proceed normally; 112 | 6. **For risk R6**, identify and implement the source of the tools at the beginning of the project, find the necessary alternative tools, and implement the tools in place before the tools need to be used; 113 | 7. **For risk R7**, at the beginning of the project construction, agree on the requirement change control process with the user, record and archive the user's requirement change application; 114 | 8. **For risk R8**, in the regular meeting of the team, the work results are exchanged, the results are checked and reviewed, and the performance test is carried out. After the performance test meets the indicators, the follow-up work is carried out. 115 | 116 | 117 | 118 | ## Risk Actions 119 | 120 | According to the formula of **Risk reduction leverage(RRL)** 121 | $$ 122 | \text{RRL} = (RE_{before} - RE_{after}) / \text{cost of risk reduction} 123 | $$ 124 | And we picked out and examined what appear to be the most threatening risks to the project, creating and maintaining our findings in a **Risk Register**. 125 | 126 | risk record1 127 | 128 | risk record2 129 | 130 | risk record3 131 | 132 | risk record4 133 | 134 | risk record5 135 | 136 | risk record6 137 | 138 | risk record7 139 | 140 | risk record8 141 | 142 | 143 | 144 | ## Risk Evaluation 145 | 146 | We use **PERT(Program Evaluation and Review Technique)** for risk evaluation. PERT was developed to deal with the uncertainly surrounding estimates of task durations. 147 | 148 | First we divided the global task into sub-task, and estimating for three times, **Most likely time(a)**, **Optimistic time(m)** and **Pessimistic time(b)**, then using formula to calculating **Expected Duration** and **Activity Standard Deviations** 149 | $$ 150 | t_e = \frac{a + 4m + b}{6} \\ 151 | s = \frac{b - a}{6} 152 | $$ 153 | 154 | ### PERT Activities Schedule 155 | 156 | PERT Activities Schedule 157 | 158 | ### Project Cycle Activities Network Diagram 159 | 160 | Project Cycle Activities Network Diagram -------------------------------------------------------------------------------- /partition/Risk Management/table/PERT Activities Schedal.xlsx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Risk Management/table/PERT Activities Schedal.xlsx -------------------------------------------------------------------------------- /partition/Risk Management/table/Risk Action.xlsx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Risk Management/table/Risk Action.xlsx -------------------------------------------------------------------------------- /partition/Risk Management/table/Risk Table.xlsx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/partition/Risk Management/table/Risk Table.xlsx -------------------------------------------------------------------------------- /pre/presentation.pdf: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/pre/presentation.pdf -------------------------------------------------------------------------------- /pre/script.pdf: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/doubleZ0108/Software-Project-and-Process-Management/a99c4bf7ee28f1c6475f09ea91940e74d217506e/pre/script.pdf --------------------------------------------------------------------------------