敏捷开发普菲斯冷链系统项目风险管理研究

发布时间：2018-12-27 08:09

【摘要】：敏捷开发方法自90年代中期被提出以来,经过二十多年的发展演化,逐渐被各种规模和类型的开发团队所接受。不同于以瀑布模型为基础的传统软件开发模式,敏捷开发扩展了迭代式开发的思想,强调适应性和以人为本,弥补了传统软件开发模式无法及时响应多变的业务需求的不足。在普菲斯冷链物流系统项目中,为了应对复杂而不成熟的业务流程所带来的大量需求的不确定性因素以及紧迫的系统上线时间要求,制定了使用敏捷开发模式进行项目实施的策略。然而另一方面,对于冷链系统这类周期长风险高的项目,敏捷开发方法隐式的风险管理方法无法满足管理及审计的需要。同时,传统风险管理过程与敏捷开发方法由于管理思想的差异无法简单地拼凑在一起。为解决普菲斯项目中敏捷开发方法和风险管理流程的矛盾,本文深入研究了敏捷开发及传统风险管理的特点。同时结合项目实践,针对敏捷开发中技术、需求、项目管理和人员四大风险源,运用What/Why方法,风险声明,风险倍数,风险暴露值,风险看板和风险燃尽图等方法,提出了一套行之有效的适用于敏捷开发项目风险管理方法,这种方法既贯彻了敏捷开发方法重产品轻文档、重协作轻管理的思想,又符合风险管理流程有效地控制风险的要求。本文对于敏捷项目管理主要的贡献有:1、提出通过What/Why方法,每日站立会议,风险看板和风险燃尽图等方法管理敏捷项目中的风险识别及监控过程,用符合敏捷思想的“协作”原则,将原来由项目经理独自处理的风险管理活动扩展至整个项目团队,既降低了管理压力又加强了项目团队的归属感。2、提出通过使用风险倍率及风险暴露值等方法量化地分析敏捷项目中的风险,更高效地执行风险管理活动。通过将投入/产出比不良的项目内容或分解工作暂停或延缓,从而使项目内非产出性的工作量降低,提升项目执行效率。3、使用敏捷思想简化风险管理过程:在普菲斯项目中,通过实践本文提出的方法,项目团队仅花费传统方法10%的时间达到了85%的风险管理效果。
[Abstract]:Since the Agile development method was put forward in the middle of 1990s, after more than 20 years of development and evolution, it has gradually been accepted by development teams of various sizes and types. Unlike the traditional software development model based on the waterfall model, agile development extends the idea of iterative development, emphasizes adaptability and people-oriented, and makes up for the deficiency that the traditional software development model can not respond to the changing business requirements in time. In the Pafis cold chain logistics system project, in order to deal with the complex and immature business processes caused by the large amount of demand uncertainty and urgent system online time requirements, A strategy for project implementation using agile development patterns is developed. On the other hand, the implicit risk management method of agile development method can not meet the needs of management and audit. At the same time, the traditional risk management process and agile development methods can not be easily pieced together because of the difference of management ideas. In order to solve the contradiction between agile development method and risk management process, this paper deeply studies the characteristics of agile development and traditional risk management. At the same time, combining the project practice, aiming at the four major risk sources of agile development, such as technology, requirement, project management and personnel, using What/Why method, risk statement, risk multiple, risk exposure value, risk Kanban and risk burnout chart, etc. This paper puts forward a set of effective risk management methods for agile development projects. This method not only carries out the idea that agile development methods pay more attention to product and document, but also to collaboration and management, and meets the requirements of risk management process to control risks effectively. The main contributions of this paper to agile project management are as follows: 1. It is proposed to manage the risk identification and monitoring process in agile project through What/Why method, daily standing meeting, risk Kanban and risk burnout chart. By using the agile "collaboration" principle, the risk management activities, which were handled by the project manager alone, were extended to the whole project team, which not only reduced the management pressure but also strengthened the project team's sense of belonging. It is proposed that risk management activities be carried out more efficiently through quantitative analysis of risks in agile projects by means of risk multiplier and risk exposure value. By suspending or postponing the content of the project with poor input-output ratio or decomposing the work, the non-productive workload within the project will be reduced and the efficiency of project execution will be improved. Using agile thinking to simplify the risk management process: in the Pafis project, the project team spends only 10% of the time of the traditional method to achieve 85% risk management effect through the practice of the method proposed in this paper.
【学位授予单位】：东华大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.3;F259.712

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