2018/10/17
2021/03/22 (更新內容)
2021/07/31 (增加連結)
在PMBOK裡，專案啟動及專案規畫及是兩個流程群組(階段):Initiating、Planning，包含了不同領域裡的流程。在CMMI 2.0裡，專案規劃則是分配在兩個流程:PLANNING及ESTIMATING。所以，內容大致上差不多。
如果一個專案的開始，不是根據公司的既定策略，就會需要一個專案章程，專案章程的目的是取得專案資助人(sponsor)的支持，所以，為了要得到支持，要先說明清楚專案要解決的問題、效益，以及專案的時程與成本。
建立WBS，列出所有的活動
釐清活動之間的先後依存關係 (詳參: 專案時間管理-排序活動)
Start to Start
Start to Finish
Finish to Start
Finish to Finish
每一個活動進行估算 (可利用人月、人天、人時或點數)
安排每個活動的所需資源 (如:人力)
根據資源的限制調整時程
根據最後的時程進行成本估算
根據成本的限制調整投入資源與時程
是專案管理的基礎，利用WBS釐清專案的待辦事項，並且以此為專案估算、控制的基礎。
表現時程有幾種方式，最常用的是: Gantt Chart (甘特圖)，甘特圖除了可以用來規劃時程之外，也可以用來監控時程。
甘特圖的工具有很多，可以試一下:
假設我們要重新開發選課系統
根據各組選定的方向，開發系統雛型
開發這個系統雛型的主要活動有哪些? 請先根據這些活動建立WBS
可以使用貴組熟悉的專案管理工具或者是ClickUp
釐清活動之間的先後依存關係
每一個活動進行估算
分配安排每個活動的所需資源
根據資源的限制調整時程
請依據這個計畫去執行，
根據CMMI V2.0，專案計畫書會描述專案的需求，例如預算、時程、資源、品質、功能需求、風險及機會。也會描述應進行的工作、對應的標準流程、流程資產或客製化的規範、相依性(專案或資源)、參與專案的人員、與其他計畫之間的關係、利害關係人及其角色。跟PMBOK大致上差不多，比較不一樣的是，CMMI有不同的成熟度。Level 1從規劃任務並指派任務開始。Level 2就必須利用估計流程的估計結果進行規劃，規劃利害相關人的參與，確保所需要的資源，並取得利害相關人的承諾。Level 3則需要根據組織制定的標準流程去制定適合專案的流程，要注意關鍵的相依資源。Level 4則需要利用統計或其他量化方式去確保專案的品質。
PLANNING (PLAN)
Level 1
PLAN 1.1 Develop a list of tasks.
PLAN 1.2 Assign people to tasks.
Level 2
PLAN 2.1 Develop and keep updated the approach for accomplishing the work.
PLAN 2.2 Plan for the knowledge and skills needed to perform the work.
PLAN 2.3 Based on recorded estimates, develop and keep the budget and schedule updated.
PLAN 2.4 Plan the involvement of identified stakeholders.
PLAN 2.5 Plan transition to operations and support.
PLAN 2.6 Ensure plans are feasible by reconciling available and estimated resources.
PLAN 2.7 Develop the project plan, ensure consistency among its elements, and keep it updated.
PLAN 2.8 Review plans and obtain commitments from affected stakeholders.
Level 3
PLAN 3.1 Use the organization’s set of standard processes and tailoring guidelines to develop, keep updated, and follow the project process.
PLAN 3.2 Develop a plan and keep it updated, using the project process, the organization’s process assets, and the measurement repository.
PLAN 3.3 Identify and negotiate critical dependencies.
PLAN 3.4 Plan for the project environment and keep it updated based on the organization’s standards.
Level 4
PLAN 4.1 Use statistical and other quantitative techniques to develop and keep the project processes updated to enable achievement of the quality and process performance objectives.
CMMI V2.0把估計獨立為一個PA，包含規模(size)、需要花費的努力(effort)、所需要的時間(duration)及資源，一樣的，分為不同的成熟度。Level 1只要進行高階的估算(粗估)。Level 2基本上先估計規模，透過規模的估計去估計努力、時間及成本，成本包括人力成本及所需資源(如:軟硬體)的成本。Level 3透過記錄估計值及實際值並精進估計的方法。
ESTIMATING (EST)
Level 1
EST 1.1 Develop high-level estimates to perform the work.
Level 2
EST 2.1 Develop, keep updated, and use the scope of what is being estimated.
EST 2.2 Develop and keep updated estimates for the size of the solution.
EST 2.3 Based on size estimates, develop and record effort, duration, and cost estimates and their rationale for the solution.
Level 3
EST 3.1 Develop and keep updated a recorded estimation method.
EST 3.2 Use the organizational measurement repository and process assets for estimating work.
SLIM
COCOMO
Function points
SEER model
11 Laws of Software Estimation for Complex Work
The work still takes the same amount of time regardless of the accuracy of your estimate.
No matter what you do, estimates can never be fully trusted.
Imposing estimates on others is a recipe for disaster.
Estimates become more reliable closer to the completion of the project. This is also when they are the least useful.
The more you worry about your estimates, the more certain you can be that you have bigger things you should be worrying about instead.
When you suck at building software, your estimates will suck. When you’re great at building software, your estimates will be mediocre.
The biggest value in estimating isn’t the estimate but checking if there is a common understanding.
Keeping things simple is the best way to increase the accuracy of estimates.
Building something increases the accuracy of estimates more than talking about building it.
Breaking all the work down to the smallest details to arrive at a better estimate means you will deliver the project later than if you hadn’t done that.
Punishing wrong estimates is often like punishing a kid for something they don’t and can’t know yet.
在PMBOK 6th Ed.裡，計畫階段包含兩個流程群組:Initiating (I)、Planning (P)，這兩個流程群組的流程分散在
Project Integration Management
Develop Project Charter (I)
Develop Project Management Plan (P)
Project Scope Management
Plan Scope Management (P)
Collect Requirements (P)
Define Scope (P)
Create Work Breakdown Structure (WBS) (P)
Project Time Management
Plan Schedule Management (P)
Define Activities (P)
Sequence Activities (P)
Estimate Activity Durations (P)
Develop Schedule (P)
Project Cost Management
Plan Cost Management (P)
Estimate Cost (P)
Determine Budget (P)
Project Quality Management
Plan Quality Management (P)
Project Resource Management
Plan Resource Management (P)
Estimate Activity Resources (P)
Project Communications Management
Plan Communications Management (P)
Project Risk Management
Plan Risk Management (P)
Identify Risks (P)
Perform Qualitative Risk Analysis (P)
Perform Quantitative Risk Analysis (P)
Plan Risk Responses (P)
Project Procurement Management
Plan Procurement Management (P)
Project Stakeholder Management
Identify Stakeholders (I)
Plan Stakeholder Engagement (P)