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论文编号：	776
作者编号：	2220060695
上传时间：	2008/6/24 11:30:04
中文题目：	PMBOK与CMMI在软件项目中的应用
英文题目：	A Study of the application of
指导老师：	严建援
中文关键字：	PMBOK，CMMI，软件项目，流程，<
英文关键字：	PMBOK CMMI Software Project
中文摘要：	CMMI是当今软件企业最常遵循的软件项目过程管理相关的标准，其在国内的软件企业中应用较多；目前常用的需求分析-概要设计-详细设计-开发-软件测试-产品发布这几大软件产品的开发阶段，是典型的CMMI的Level2的开发模式，软件领域的从业者也都耳熟能详。而PMBOK作为当今世界上应用最多的项目管理知识体系，其涵盖面和应用领域非常广泛，项目的成本、工期和质量管理作为项目管理的三大核心内容，再加上项目风险，沟通，人力资源等管理领域，也越来越被当今的项目管理者所熟知，并逐渐成为项目管理中的热门领域，而上述若干知识领域，都是由PMBOK所定义的。但PMBOK主要应用在工程项目管理领域，那么在软件项目管理领域，上述二者哪个更为行之有效呢，PMBOK能否在软件开发领域也可以发挥显著作用呢？ 笔者所在的公司是一家欧洲公司，以IT服务为主业，70%的业务来源是为一家世界知名的制药企业提供IT管理和咨询服务，公司自身也有很多软件开发项目。本公司已经通过CMMI的Level2认证，正在申报Level3，所以所有的软件开发流程都是符合CMMI2级标准的。同时，在公司的软件项目管理流程中，也采用了PMBOK中阐述的有效手段。 本文研究的主要内容有：首先对CMMI和PMBOK二者的相关背景知识介绍，由于二者并不是相同的体系框架，所以将二者分别进行对对方的映射式比较。然后先将PMBOK中的三大核心知识领域，即项目时间管理、项目成本管理和项目质量管理中的主要流程，与CMMI中相应的过程域进行相关性比较，通过表格的方式，直观的反映出PMBOK中的每个流程，在CMMI当中是如何体现的，该流程所阐述的内容，在CMMI的哪些过程域中被体现；再将CMMI中的Level2部分单独提出（由于国内外大部分企业是遵循Level2标准的），同样通过表格的方式，反映CMMI的各个过程域在PMBOK中的体现方式；通过这样的比较方式总结出他们的共同点和差异，以及二者各自的发展方向。然后，通过对自身企业当前应用流程的介绍和分析，进一步阐明二者在企业中的应用的可结合性。 本文研究的目的：软件项目管理既是一门科学，也是一门技术。它涉及管理学，以及项目管里学的方方面面，而由于软件开发领域的时间紧张、工作量评估困难、人员流动性强等特点，软件项目管理又与一般的项目管理比较有其自身的特殊性。PMBOK总结了一套可靠且可行的项目管理手段，而CMMI是当前软件企业的通用的过程管理手段，所以本文的研究目标是：结合PMBOK和CMMI二者的特点，以及在软件企业中的应用，来说明PMBOK在软件企业中的可实施、可利用性，主要为国内软件企业推荐PMBOK这一项目管理利器。 本文研究的意义：通过对二者的比较，以及笔者企业中的实际结合应用情况，力求能够为国内企业的软件开发过程引入新的管理手段，并进一步为国内想要通过CMMI评估或想要应用PMBOK作为项目管理指南的组织或企业提供参考。 本文的研究方法：PMBOK分为的九大知识体系以及每个知识体系中的若干过程，而CMMI按照成熟度分为5级，每级中有若干关键过程域（或简称KPA），本文主要将PMBOK中的过程与CMMI中的各个KPA进行比较，找出它们的相关性，根据这些相关性分析二者的相同点和不同点，并结合作者所在企业的应用实际来分析二者的应用情况以及最终得出结论。本文采取的主要研究方法有系统分析的方法，理论与实证相结合的方法以及比较与借鉴的方法。 本文的结构：本文共分为五章。第一章首先介绍研究的背景、目的和方法；第二章对相关理论做一下回顾，通过介绍这两大体系的背景知识和一般的应用领域，为后续内容打下基础；第三章是主要的比较章节，选择他们中间有代表性的领域、流程或者过程域，采用表格的形式，通过详细的映射式的比较，分析出二者在自身的各个方面同对方的相关性；在第四章中，结合自身企业应用实践，以本企业当前应用现状为蓝本，说明二者在软件项目中的结合使用状况；最后的第五章，通过前面的比较、分析，得出最终结论。 本文的主要结论：通过对CMMI和PMBOK二者相关内容的比较，以及笔者所在公司的应用实践，我们发现PMBOK与CMMI总体上说有比较强的相关性。以软件开发为主业的公司，在日常项目中如果在符合CMMI的相应级别的同时，又能在项目沟通管理，项目采购管理，项目时间管理和项目人力资源管理等CMMI覆盖性比较弱的领域，以PMBOK的管理思想作为有益的补充，则可以更好的进行项目的管理。 本文的主要创新点：目前国内外对这个主题的研究较少，由于PMBOK从创立之初就主要应用于工程建设项目管理领域，在软件项目中的应用较少，所以很少有人将这两个体系作一比较，笔者的这一研究，也力图填补这一项空白。而且，PMBOK提出的是一套通用的项目管理方法，由于大部分软件企业的运营模式都是以项目为主体的，因此实际上PMBOK对于软件领域的项目管理也有着巨大的指导和借鉴意义。但是由于推出时间以及专门的应用领域不同，国内外大部分软件企业还是以CMMI的思想作为其企业内部开发和管理流程的蓝本，对于PMBOK则很少借鉴。本文的目的，也正是向软件企业推荐PMBOK这一项目管理利器，使其能够更好的为软件开发领域服务。 今后研究方向：PMI在推出PMBOK之后，又推出了组织项目管理成熟度模型（Organizational Project Management Maturity Model，以下简称OPM3），他是PMI最新发布并全面推广的一项全球性项目管理标准，目前其最新的版本是2006年推出的第2版。区别于重点关注单个项目管理的PMBOK，OPM3关注的是组织层面的项目管理。由于种种原因，本论文中没有使用OPM3与CMMI进行对比研究，那么今后若将此二者进行比较研究，找出差异和共同点，相互结合，使二者优势互补，则必将对软件企业的项目管理方法产生重要影响。当然也随着企业应用环境和OPM3标准自身的不断成熟，OPM3必将成为能够与CMMI分庭抗礼的，专注于项目管理领域的组织级能力成熟度模型的全球性标准之一。
英文摘要：	CMMI is a standard which is followed by most software development companies in the world, there are also many CMMI supporters in China; Requirements analyze - general design - specific design - development - test - deployment, these several phases which are used frequently, are typical production modes defined by CMMI Level2, the practitioner of software industry are very familiar with them. But PMBOK gives us a wider coverage and area in Project Management as the widest used project management body of knowledge in the world. The central management - cost, time and quality, and additional risk, communication and human resource management areas, all of them are more familiar by the project managers than before, and became hot areas in project management area. But all of the mentioned knowledge areas are defined by PMI. PMBOK is mainly used in the project management of engineering, but which one of them are more efficient in Software Project Management? If the PMBOK also available in software area? The author is working in a European company, the main service area of this company is IT consultation and service, 70% of her businesses come from a world wide famous pharmacy company, also exist some software development tasks in her business area. This company has the certification of CMMI Level2, and ready for Level3, so all of the software procedures follow CMMI Level2. And in project management area, she also use many effective methods mentioned in PMBOK. The main content: First introduce PMBOK CMMI and the relevant background knowledge, because they are not in the same framework, so will the other two were carried out on the mapping of comparison. Then in the first PMBOK knowledge of the three core areas, the project time management, project cost management and quality management in the major processes, and CMMI process in the corresponding area correlation, by the table format, reflects the intuitive PMBOK in each process, in which CMMI is reflected in how the process set out in the content, in the CMMI process which was reflected area; CMMI then in a separate part of the Level2 (as most enterprises are to follow the Level2 standards), the same way through the tables, reflecting the CMMI process of the various jurisdictions in the PMBOK reflected in the way through such a summary way to compare their similarities and differences, and both their own development direction. Then, through the application of its own business processes and the introduction of two further elaborated in the enterprise application integration of the can. The purpose: Software project management is a science, is also a technical. It involves the management, and project management in all aspects, and as the field of software development time of tension, the workload assessment difficult, staff mobility, and other features, the software project management and project management in general and more of its own particularity . PMBOK summed up a reliable and feasible project management tools, and CMMI is the current software business process management tools common, so this study are: combination of the two CMMI and PMBOK and the characteristics of the application of software enterprises, To illustrate the PMBOK in the software business can be implemented, availability, mainly for the domestic software enterprises PMBOK recommended this project management tool. The significance: Comparison of these two, and the author’s reality in enterprise applications, to strive for domestic enterprises, the introduction of new software development process management tools, and further for domestic through to CMMI assessment or want to use PMBOK Guide as a project management organizations or enterprises to provide information. The methodology: PMBOK knowledge into the system and each of the nine knowledge systems in a number of process, and in accordance with the CMMI maturity is divided into five, each level in a number of key processes area (or short KPA), this paper will PMBOK in the process and the various KPA of CMMI in comparison to find out their relevance, based on analysis of these related to the same point and the two different points, combined with the author of the enterprise application to the actual analysis of both the application and Finally reach a conclusion. The key to this method of analysis methods, theoretical and empirical combination of methods, and compared with the reference method. The structure: This paper is divided into five chapters. Chapter I first introduced the background to the study, objectives and methods; second chapter to the theory doing the review, the two systems by introducing the background knowledge and general applications, content to lay the foundation for follow-up; Chapter III is the main chapters of comparison , Select among them a representative of the area, processes or process area, in a tabular format, through detailed mapping of the comparison, both in its own analysis of the various aspects related with each other in chapter IV, the combination of Application of their own enterprises, the enterprises based on the current application of that in the two software projects in the combined use of the situation and finally the fifth chapter, through the front of the comparison, analysis, come to final conclusions. The main conclusion: Based on the comparison of PMBOK and CMMI and relevant content, and the author of the company's application practice, we find that the PMBOK and CMMI on the whole a relatively strong correlation. A software development company based industry, in day-to-day project if the CMMI with the corresponding level at the same time, but also in communication project management, project procurement management, project management and project time human resources management CMMI coverage is relatively weak field. To the PMBOK management thinking as useful complement to, then you can better project management. The innovation: At home and abroad on the theme of smaller, since the beginning of the creation of PMBOK from the mainly used in construction project management, in the sphere of software projects of less, so few people of these two systems made a comparison of the author of the study, also sought to fill this gap. Moreover, PMBOK is by a common set of project management methods, most of the software enterprises are operating mode as the main item, in fact PMBOK the areas of project management software also has great significance in guiding and drawing. However, due to timing and different specialized areas of application, the majority of software enterprises at home and abroad or to the idea of CMMI as its internal management processes and the development of the blueprint, the PMBOK is rarely draw. This paper is precisely to the software companies recommend PMBOK this project management tool to enable it to better services for software development. Future research directions: The PMBOK after the launch, the same organization also introduced a project management maturity model (Organizational Project Management Maturity Model, hereinafter referred to OPM3), he is the latest PMI and the overall promotion of a global project management standards and the latest version is the 2006 launch of version 2. Different from the focus on a single project management PMBOK, OPM3 concerned about the level of project management organizations. Due to various reasons, this paper does not use OPM3 compared with the CMMI, then the future if this study to compare the two, the differences and find common ground, combined with each other, so that the two complement each other, the Project management methods in software enterprises will have a major impact. Of course, as the business environment and OPM3 standard of its own maturing, OPM3 will certainly become an adversary of CMMI with the focus on the areas of project management organizations-class capability maturity model of one global standard.
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