【摘要】：隨著3G牌照的發(fā)放、電信運營商的重組、TD-SCDMA技術的投入運營，中國移動經營的業(yè)務范圍從原先的單一移動業(yè)務擴展到固話、寬帶、專線、互聯網等業(yè)務，客戶范圍從個人客戶延伸到家庭客戶、集團客戶。業(yè)務支撐系統是產品和服務重要載體及表現形式，，是中國移動核心競爭力之一,為此中國移動開始積極應對全業(yè)務競爭帶來的變化，有計劃的摸索出業(yè)務規(guī)劃分析、技術規(guī)范編制、系統建設落地三步走的大型IT系統建設的項目管理方法，建設具備‘全業(yè)務、全客戶、全融合、全流程、全價值鏈’支撐能力的新一代業(yè)務支撐系統。 本論文運用項目管理特別是風險管理的概念和方法在項目的三個階段(業(yè)務規(guī)劃分析、技術規(guī)范編制、系統建設落地)都按照項目風險管理的六個過程（風險管理計劃編制、風險識別、風險定性分析、風險定量分析、應對計劃編制、風險監(jiān)督和控制），進行風險優(yōu)先級排序和分層管理，有效控制項目風險。本論文重點分析了該項目建設中存在的四大風險，分別是超大團隊的組織風險、新老系統全量更換的質量風險、組織13個市分公司割接上線的進度風險和21500名使用者的客戶滿意度風險，然后重點就項目實施過程中如何規(guī)避四大風險所采取的方法和措施重點進行了論述和總結。 中國移動江蘇公司的新一代業(yè)務支撐系統，經過了項目管理的5個基本的管理過程——啟動、計劃、執(zhí)行、控制和收尾，克服了集成商更換、項目人員眾多、現網生產系統無縫割接、功能點眾多等難點，從2008年的項目規(guī)劃到2010年10月的全省13個地市全部割接成功，項目成功上線，充分滿足了了項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.
【學位授予單位】：南京郵電大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F272;F626

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本文編號：2475522