本文選題：范圍管理 + 應(yīng)用系統(tǒng)��； 參考：《中國科學(xué)院大學(xué)(工程管理與信息技術(shù)學(xué)院)》2015年碩士論文

【摘要】：中國YC總公司是一家集“農(nóng)、工、商”于一體,在全國有1000多個分支機構(gòu),職工50多萬人的大型國有企業(yè)。近年來,為了應(yīng)對零售終端市場的激烈競爭,通過走信息化的道路整合企業(yè)資源的方式來提高整體競爭力和實力。在中國YC總公司信息化建設(shè)工作過程中,應(yīng)用系統(tǒng)開發(fā)項目占到了較大的比例。根據(jù)眾多學(xué)者的研究成果,以及結(jié)合多年來中國YC總公司應(yīng)用系統(tǒng)開發(fā)項目的經(jīng)驗總結(jié),都證明了項目范圍是決定項目費用、時間等項目其他要素的關(guān)鍵因素,是成功項目管理的核心。在中國YC總公司應(yīng)用系統(tǒng)開發(fā)項目中出現(xiàn)過：項目甲乙雙方對項目目標和需求的理解存在偏差、缺少項目范圍變更控制機制等方面的問題,導(dǎo)致項目需求變更頻繁發(fā)生、項目進度不斷拖延、項目費用超出預(yù)算、遲遲不能進行項目驗收等現(xiàn)象,需要使用科學(xué)方法對項目范圍進行科學(xué)有效的管理,以解決這些問題。本文將針對前期歸納總結(jié)項目中出現(xiàn)過的問題及導(dǎo)致問題的原因,設(shè)計適合企業(yè)自身特點的解決方案,并對解決方案加以驗證和總結(jié),根據(jù)結(jié)論形成對現(xiàn)行的企業(yè)管理制度的補充指導(dǎo)意見。主要研究內(nèi)容如下：1、分析了中國YC總公司信息化項目現(xiàn)狀及主要存在的關(guān)鍵性問題。2、提出了中國YC總公司應(yīng)用系統(tǒng)開發(fā)項目范圍管理的應(yīng)對措施。措施主要包括：改善組織結(jié)構(gòu)體系,突出信息中心在項目管理工作中的作用,由其來擔任“翻譯”的角色,解決業(yè)務(wù)需求方和技術(shù)開發(fā)方之間的范圍理解差異問題；設(shè)計工作流程和管理工具,明確各項目關(guān)系人承擔的角色和工作職責(zé),提高范圍定義的準確度；加強變更控制,針對應(yīng)用系統(tǒng)開發(fā)項目存在范圍變更的特點,設(shè)計變更控制方案,確保變更可控、有序。3、通過實證的效果的比對,證明了本研究的有效性。把項目范圍管理的知識應(yīng)用到實際的項目管理工作中,設(shè)計一套符合中國YC總公司目前信息化發(fā)展現(xiàn)狀、適用于公司當前組織結(jié)構(gòu)、滿足當前工作需要的項目范圍管理框架,能避免出現(xiàn)因“范圍不清、控制不力”而導(dǎo)致的項目混亂甚至項目失敗等現(xiàn)象的發(fā)生,可以為各級單位應(yīng)用系統(tǒng)開發(fā)項目的范圍管理工作提供指導(dǎo),提升中國YC總公司信息化建設(shè)工作的整體管理水平。
[Abstract]:YC Corporation is a large state-owned enterprise with more than 1000 branches and more than 500,000 employees. In recent years, in order to cope with the fierce competition in the retail terminal market, the integration of enterprise resources through the way of information technology to improve the overall competitiveness and strength. In the information construction process of China YC Corporation, the application system development project accounts for a large proportion. According to the research results of many scholars and the experience of the application system development project of YC Corporation in China over the years, it is proved that the scope of the project is the key factor to determine the project cost, time and other elements of the project. Is the core of successful project management. In the application system development project of China YC Corporation, there are some problems in the understanding of project objectives and requirements between project A and B, the lack of project scope change control mechanism, and so on, which lead to frequent changes in project requirements. It is necessary to use scientific methods to manage the scope of the project scientifically and effectively in order to solve these problems because the progress of the project is being delayed the cost of the project exceeds the budget and the acceptance of the project is delayed. This paper will summarize the problems in the project and the causes of the problems, design the solution suitable for the enterprise's own characteristics, and verify and summarize the solution. According to the conclusion of the formation of the current corporate management system of supplementary guidance. The main research contents are as follows: 1. This paper analyzes the current situation of the information project of China YC Corporation and the key problems. 2. It puts forward the countermeasures for the scope management of the application system development project of China YC Corporation. The measures include: improving the organizational structure system, highlighting the role of information center in project management, taking on the role of "translation", and solving the problem of scope understanding difference between the business demand side and the technology development side; Design workflow and management tools, clarify the roles and responsibilities of project stakeholders, improve the accuracy of scope definition, strengthen change control, and aim at the characteristics of scope change in application system development projects, The change control scheme is designed to ensure that the change is controllable and orderly. The effectiveness of this study is proved by comparing the effect of empirical research. Applying the knowledge of project scope management to the actual project management work, designing a project scope management framework that conforms to the current information development situation of China YC Corporation, applies to the current organizational structure of the company and meets the needs of the current work. It can avoid the project confusion or even project failure caused by "unclear scope, weak control", and can provide guidance for the scope management of application system development projects in all levels of units. Improve the overall management level of the information construction of YC Corporation.
【學(xué)位授予單位】：中國科學(xué)院大學(xué)(工程管理與信息技術(shù)學(xué)院)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F276.1

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相關(guān)期刊論文 前2條

1 張建斌;;大型信息系統(tǒng)集成項目管理中的問題與策略[J];中國管理信息化;2015年08期

2 劉碩;;淺談我國IT項目管理研究及應(yīng)用策略[J];黑龍江科技信息;2014年36期

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本文編號：2104980