新一代業(yè)務(wù)支撐系統(tǒng)項(xiàng)目建設(shè)的風(fēng)險(xiǎn)管理實(shí)踐
發(fā)布時(shí)間：2019-05-12 16:41
【摘要】：隨著3G牌照的發(fā)放、電信運(yùn)營商的重組、TD-SCDMA技術(shù)的投入運(yùn)營，中國移動(dòng)經(jīng)營的業(yè)務(wù)范圍從原先的單一移動(dòng)業(yè)務(wù)擴(kuò)展到固話、寬帶、專線、互聯(lián)網(wǎng)等業(yè)務(wù)，客戶范圍從個(gè)人客戶延伸到家庭客戶、集團(tuán)客戶。業(yè)務(wù)支撐系統(tǒng)是產(chǎn)品和服務(wù)重要載體及表現(xiàn)形式，，是中國移動(dòng)核心競(jìng)爭(zhēng)力之一,為此中國移動(dòng)開始積極應(yīng)對(duì)全業(yè)務(wù)競(jìng)爭(zhēng)帶來的變化，有計(jì)劃的摸索出業(yè)務(wù)規(guī)劃分析、技術(shù)規(guī)范編制、系統(tǒng)建設(shè)落地三步走的大型IT系統(tǒng)建設(shè)的項(xiàng)目管理方法，建設(shè)具備‘全業(yè)務(wù)、全客戶、全融合、全流程、全價(jià)值鏈’支撐能力的新一代業(yè)務(wù)支撐系統(tǒng)。 本論文運(yùn)用項(xiàng)目管理特別是風(fēng)險(xiǎn)管理的概念和方法在項(xiàng)目的三個(gè)階段(業(yè)務(wù)規(guī)劃分析、技術(shù)規(guī)范編制、系統(tǒng)建設(shè)落地)都按照項(xiàng)目風(fēng)險(xiǎn)管理的六個(gè)過程（風(fēng)險(xiǎn)管理計(jì)劃編制、風(fēng)險(xiǎn)識(shí)別、風(fēng)險(xiǎn)定性分析、風(fēng)險(xiǎn)定量分析、應(yīng)對(duì)計(jì)劃編制、風(fēng)險(xiǎn)監(jiān)督和控制），進(jìn)行風(fēng)險(xiǎn)優(yōu)先級(jí)排序和分層管理，有效控制項(xiàng)目風(fēng)險(xiǎn)。本論文重點(diǎn)分析了該項(xiàng)目建設(shè)中存在的四大風(fēng)險(xiǎn)，分別是超大團(tuán)隊(duì)的組織風(fēng)險(xiǎn)、新老系統(tǒng)全量更換的質(zhì)量風(fēng)險(xiǎn)、組織13個(gè)市分公司割接上線的進(jìn)度風(fēng)險(xiǎn)和21500名使用者的客戶滿意度風(fēng)險(xiǎn)，然后重點(diǎn)就項(xiàng)目實(shí)施過程中如何規(guī)避四大風(fēng)險(xiǎn)所采取的方法和措施重點(diǎn)進(jìn)行了論述和總結(jié)。 中國移動(dòng)江蘇公司的新一代業(yè)務(wù)支撐系統(tǒng)，經(jīng)過了項(xiàng)目管理的5個(gè)基本的管理過程——啟動(dòng)、計(jì)劃、執(zhí)行、控制和收尾，克服了集成商更換、項(xiàng)目人員眾多、現(xiàn)網(wǎng)生產(chǎn)系統(tǒng)無縫割接、功能點(diǎn)眾多等難點(diǎn)，從2008年的項(xiàng)目規(guī)劃到2010年10月的全省13個(gè)地市全部割接成功，項(xiàng)目成功上線，充分滿足了了項(xiàng)目各方干系人的需求和滿意度。
[Abstract]:With the issuance of 3G license, the reorganization of telecom operators and the put into operation of TD-SCDMA technology, the business scope of China Mobile has expanded from the original single mobile business to fixed line, broadband, special line, Internet and other services. Customer range extends from individual customers to family customers, group customers. Business support system is an important carrier and manifestation of products and services, and it is one of the core competitiveness of China Mobile. Therefore, China Mobile began to actively cope with the changes brought about by the whole business competition, and planned to find out the business planning and analysis. Technical specification compilation, system construction three-step large-scale IT system construction project management method, the construction of a new generation of business support system with 'full business, whole customer, full integration, whole process, all value chain' support capacity. In this paper, the concept and method of project management, especially risk management, are used in the three stages of the project (business planning analysis, technical specification compilation, system construction landing) according to the six processes of project risk management (risk management plan). Risk identification, risk qualitative analysis, risk quantitative analysis, response planning, risk supervision and control), risk priority ranking and hierarchical management, effective control of project risk. This paper focuses on the analysis of the four major risks existing in the construction of the project, namely, the organizational risk of the super-large team and the quality risk of the full replacement of the new and old systems. The progress risk of 13 municipal branches and the customer satisfaction risk of 21500 users are organized, and then the methods and measures taken to avoid the four risks in the process of project implementation are discussed and summarized. The new generation business support system of China Mobile Jiangsu Company has gone through five basic management processes of project management-start, plan, execute, control and close, overcome the replacement of Integrator, and has a large number of project personnel. The production system of the current network is seamlessly cut, and there are many functional points. From the project planning in 2008 to the success of the 13 prefectures and cities in the province in October 2010, the project was successfully launched, which fully met the needs and satisfaction of the stakeholders of all parties to the project.
【學(xué)位授予單位】：南京郵電大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272;F626
本文編號(hào)：2475522
[Abstract]:With the issuance of 3G license, the reorganization of telecom operators and the put into operation of TD-SCDMA technology, the business scope of China Mobile has expanded from the original single mobile business to fixed line, broadband, special line, Internet and other services. Customer range extends from individual customers to family customers, group customers. Business support system is an important carrier and manifestation of products and services, and it is one of the core competitiveness of China Mobile. Therefore, China Mobile began to actively cope with the changes brought about by the whole business competition, and planned to find out the business planning and analysis. Technical specification compilation, system construction three-step large-scale IT system construction project management method, the construction of a new generation of business support system with 'full business, whole customer, full integration, whole process, all value chain' support capacity. In this paper, the concept and method of project management, especially risk management, are used in the three stages of the project (business planning analysis, technical specification compilation, system construction landing) according to the six processes of project risk management (risk management plan). Risk identification, risk qualitative analysis, risk quantitative analysis, response planning, risk supervision and control), risk priority ranking and hierarchical management, effective control of project risk. This paper focuses on the analysis of the four major risks existing in the construction of the project, namely, the organizational risk of the super-large team and the quality risk of the full replacement of the new and old systems. The progress risk of 13 municipal branches and the customer satisfaction risk of 21500 users are organized, and then the methods and measures taken to avoid the four risks in the process of project implementation are discussed and summarized. The new generation business support system of China Mobile Jiangsu Company has gone through five basic management processes of project management-start, plan, execute, control and close, overcome the replacement of Integrator, and has a large number of project personnel. The production system of the current network is seamlessly cut, and there are many functional points. From the project planning in 2008 to the success of the 13 prefectures and cities in the province in October 2010, the project was successfully launched, which fully met the needs and satisfaction of the stakeholders of all parties to the project.
【學(xué)位授予單位】：南京郵電大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272;F626
【參考文獻(xiàn)】
相關(guān)期刊論文 前2條
1 陳華彬;;IT企業(yè)項(xiàng)目范圍管理[J];合作經(jīng)濟(jì)與科技;2009年05期
2 于慶東,呂建中;項(xiàng)目范圍管理的精益原則[J];企業(yè)經(jīng)濟(jì);2005年01期
本文編號(hào)：2475522
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