本文關(guān)鍵詞：H銀行軟件中心上海分中心項目管理辦公室管理策略探討　出處：《西南交通大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： PMO 價值體現(xiàn) 管理策略

【摘要】：隨著我國經(jīng)濟體量的不斷擴充,表現(xiàn)出了對金融市場的高度依賴,同時也對金融市場的發(fā)展起到了極大的促進作用。對于銀行業(yè)來說是一個非常利好的消息,但對四大國有商業(yè)銀行卻喜憂參半�，F(xiàn)今跨國金融機構(gòu)進駐我國,中小銀行也紛紛發(fā)展,網(wǎng)絡(luò)金融撲面而來,四大國有商業(yè)銀行獨享金融盛宴的場面已經(jīng)成為歷史,在機會頗多又瞬息萬變并且開放程度越來越大的金融領(lǐng)域面臨著前所未有的市場競爭。目前,不論是與中小型銀行競爭還是向網(wǎng)絡(luò)銀行挺進,都需要依托于信息科技的強勢支持。然而,國有商業(yè)銀行本身體量大,其信息科技體系的工作也大都按部就班,應(yīng)對業(yè)務(wù)需求的快速變化時像一只無法起舞的大象,常常是顧得了監(jiān)管顧不上大客戶營銷,顧得了戰(zhàn)略性目標顧不上基礎(chǔ)框架調(diào)整。H銀行科技體系的情況也是如此,面對業(yè)務(wù)部門多而繁雜的需求,一方面要盡力的滿足需求,另一方面又要確保按流程運作,時間和人力時常捉襟見肘。在這種情況下,H銀行軟件中心上海分中心PMO的工作也面臨著前所未有的挑戰(zhàn)。PMO需要幫助組織去適應(yīng)環(huán)境變化,并讓科技體系為助力業(yè)務(wù)發(fā)展發(fā)揮更大的價值。筆者在國有商業(yè)銀行之一的H銀行軟件中心上海分中心的PMO團隊工作,希望通過論文寫作對IT企業(yè)的PMO定位以及價值體現(xiàn)進行充分的研究和整合,在此基礎(chǔ)上考慮科技體系所面臨的實際環(huán)境,提出PMO工作管理策略的調(diào)整措施,從而使PMO最大限度的發(fā)揮作用、體現(xiàn)價值,為組織適應(yīng)環(huán)境變化,助力業(yè)務(wù)發(fā)展提供推動力。任何研究都應(yīng)緊貼實際并以理論知識為基礎(chǔ),本論文也是如此。在本論文中,對IT行業(yè)PMO的起源、內(nèi)涵以及其在國內(nèi)的發(fā)展進行了闡述。對H銀行的背景以及機構(gòu)架構(gòu)進行介紹,重點突出上海分中心PMO在組織中所處的位置。提出上海分中心PMO所面臨的問題,如骨干人員離職、領(lǐng)導(dǎo)給予的評價低等。為了更清楚的看到PMO團隊的問題,梳理產(chǎn)生問題的原因,并有針對性的設(shè)計應(yīng)對方案,采用問卷調(diào)查的方式,對組織中各層級角色人員進行訪談,分析出問題的根本原因,主要包括大環(huán)境沖擊給科技體系帶來的變革,組織給予的權(quán)責相對較小,多頭管理的困擾以及PMO組織自身技能的相對不足等。借鑒國內(nèi)其他PMO組織的定位和發(fā)展策略,結(jié)合上海分中心PMO所處的環(huán)境,充分掌握了上海分中心PMO的優(yōu)劣勢后,提出上海分中心PMO組織的管理改進策略,包括在中心的統(tǒng)一管理要求下開展工作,站在總經(jīng)理室的高度看問題,成為實施部門的支持者,并進一步提升人員技能等。
[Abstract]:With the continuous expansion of China's economic volume, it has shown a high degree of dependence on the financial market, but also played a great role in promoting the development of the financial market, which is a very good news for the banking industry. However, the four state-owned commercial banks are mixed. Nowadays, multinational financial institutions are stationed in China, small and medium-sized banks have also developed, and network finance is coming. The scene of the four state-owned commercial banks enjoying the financial feast has become a history. The financial field which has a lot of opportunities and rapid changes and the degree of openness is facing unprecedented market competition. Whether it is to compete with small or medium banks or to advance to the network banks, they all need to rely on the strong support of information technology. However, the state-owned commercial banks have a large body, and the work of their information technology system is mostly carried out step by step. Responding to the rapid changes in business demand like an elephant that can't dance, it's often about regulation that doesn't take care of big customer marketing. It is also true that the strategic objectives do not take into account the basic framework adjustment. H bank technology system. In the face of more and more complex business needs, on the one hand, we should try our best to meet the needs. On the other hand, it is necessary to ensure that the process is followed, and that time and manpower are often stretched. In this case. The work of PMO, the Shanghai branch of the H-Bank Software Center, also faces unprecedented challenges. The PMO needs to help organizations adapt to environmental change. And let the science and technology system play a greater value for the development of business. I work in one of the state-owned commercial banks H bank software center Shanghai sub-center of the PMO team. It is hoped that the PMO positioning and value embodiment of IT enterprises will be fully researched and integrated through the writing of the paper, and on this basis, the actual environment that the science and technology system will be faced with will be considered. The adjustment measures of PMO work management strategy are put forward, so that PMO can play its role to the maximum extent, embody value, and adapt to the change of environment for the organization. Any research should be close to reality and based on theoretical knowledge, this paper is the same. In this paper, the origin of IT industry PMO. The connotation and its development in China are expounded. The background and institutional structure of H Bank are introduced. Emphasis is placed on the position of the Shanghai Branch PMO in the organization. The problems faced by the Shanghai Branch Center PMO, such as the departure of the backbone personnel, are put forward. Leaders give low evaluation. In order to see more clearly the problems of the PMO team, sort out the causes of the problems, and targeted design solutions, the use of questionnaires. The basic causes of the problem are analyzed by interviewing the personnel at various levels of the organization, mainly including the changes brought about by the great environmental impact to the science and technology system, and the relatively small power and responsibility given by the organization. The puzzlement of long management and the relative insufficiency of PMO organization's own skills, etc. The positioning and development strategy of other PMO organizations in China are used for reference, and the environment of PMO in Shanghai Branch Center is combined. Having fully grasped the advantages and disadvantages of PMO in Shanghai sub-center, this paper puts forward the management improvement strategy of PMO organization in Shanghai sub-center, including working under the unified management requirements of the center and looking at problems from the height of the general manager's office. Become a supporter of the implementation department, and further enhance the skills of the personnel, etc.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.9;F832.33
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本文編號：1414634