【摘要】：在計算機面世數(shù)十年后的今天,計算機變得無處不在,它已經(jīng)成為了幾乎所有企業(yè)不可或缺的工具之一,很多情況下還是主要生產(chǎn)工具之一。處于這種背景之下,計算機軟件的需求量每年都在不斷增加,而軟件的復雜度則是不斷地提高。如果要求每一個使用者都自行開發(fā),不僅是難以實現(xiàn),更是一種資源浪費。自然而然地,軟件外包被納入了許多企業(yè)的考慮范圍�？墒�,自軟件產(chǎn)生以來,軟件項目失敗就從未被杜絕過,自行開發(fā)如此,軟件外包亦是如此。企業(yè)將軟件項目發(fā)包給專業(yè)的軟件公司,并不代表最終一定能得到可用的軟件,更別說是100%滿意的軟件了。出現(xiàn)這種情況的原因歸根結底就是在軟件開發(fā)的過程中存在著各種不確定因素,我們稱之為風險。本文并非研究在風險到來時如何去應對,也并不是討論如何去預防某些特定的風險,本文的主要目的是為軟件發(fā)包方帶來一種更理性的軟件發(fā)包觀念。除此以外,本文還為發(fā)包方推薦一套軟件項目外包風險管理流程,以求降低軟件項目外包的風險。文中引用了兩個發(fā)包企業(yè)的實際例子,試圖以對比的方式闡述此觀點。 本文首先介紹軟件外包在全球的現(xiàn)狀和中國軟件外包業(yè)在國際中所處的地位,接著列舉軟件外包的主要風險,并分析這些風險對于軟件項目有哪些影響。 本文所引用的兩個項目來自于兩家同樣是金融背景的公司。TF公司的項目雖然有所延遲,但是最終軟件還是很好地完成了,而OV公司的項目則問題較多,處于半成品狀態(tài)。為探討兩個項目為什么一個成功而另一個幾近失敗,本文先介紹了TF公司和OV公司及其項目的基本情況,重現(xiàn)了兩家公司在沒有任何理論指導下的發(fā)包動機、風險識別過程和最終結果。通過圖表對比這兩個實際項目的整個軟件外包過程,以突出它們各自存在的問題。從對比結果中得到一個結論：軟件發(fā)包方必須根據(jù)自身條件和項目的具體情況來決定發(fā)包的方式。換句話說,軟件項目的成功與否在很大程度上是決定于是否選擇了合適的開發(fā)方式；如果選擇的是外包方式,則發(fā)包方式將直接影響到項目的成敗。 得到以上觀點后,本文便介紹如何以SWOT法來分析和選擇適合企業(yè)的軟件開發(fā)方式和發(fā)包方式,然后則是介紹一個波士頓陣用以從另一個角度針對項目情況來界定軟件開發(fā)方式。發(fā)包方式確定之后,本文推薦發(fā)包方先擬定一個列表,以評分的方式對比供應商的各項因素,為選定供應商提供量化依據(jù)。 進入軟件開發(fā)階段時,本文則建議先以德爾菲法識別風險,然后以頭腦風暴法設定風險應對措施。同時,在項目進行過程中,亦建議設定幾個指標作為監(jiān)控量化值,目的是隨時確定項目是否處于正常狀態(tài)。 通過以上流程,雖然不可能100%保證軟件外包項目能不超預算地如期完成,但是可以將項目出現(xiàn)重大問題的可能性降低。
[Abstract]:Computer has become one of the indispensable tools in almost all enterprises, and in many cases it is one of the main production tools. In this context, the demand for computer software is increasing every year, and the complexity of software is increasing. If each user is required to develop themselves, it is not only difficult to achieve, but also a waste of resources. Naturally, software outsourcing has been taken into account by many enterprises. However, since the birth of software, software project failure has never been eliminated, self-development, software outsourcing is the same. Contracting software projects to professional software companies does not mean that they will eventually get the available software, let alone 100% satisfactory software. In the final analysis, the reason for this situation is that there are various uncertainties in the process of software development, which we call risk. This paper is not about how to deal with risks when they come, nor to discuss how to prevent certain risks. The main purpose of this paper is to bring a more rational concept of software contracting to the software issuer. In addition, this paper also recommends a software project outsourcing risk management process for the issuer in order to reduce the risk of software project outsourcing. In this paper, two practical examples of contracting enterprises are cited to illustrate this point of view in a contrastive manner. This paper first introduces the status quo of software outsourcing in the world and the position of Chinese software outsourcing industry in the world, then enumerates the main risks of software outsourcing, and analyzes the impact of these risks on software projects. The two projects cited in this paper come from two companies with the same financial background. TF's projects are delayed, but the software is finished well, while OV's projects are in a semi-finished state. In order to explore why one of the two projects was successful and the other nearly failed, this article first introduces the basic situation of TF and OV and their projects, and recreates the motivation of the two companies without any theoretical guidance. Risk identification process and final results. The whole software outsourcing process of the two actual projects is compared by charts to highlight their respective problems. A conclusion is drawn from the comparison: the software contractor must decide the way of the contract according to its own conditions and the specific circumstances of the project. In other words, the success of the software project depends largely on the choice of the appropriate development mode, and if the outsourcing mode is chosen, the outsourcing mode will directly affect the success or failure of the project. After getting the above point of view, this paper introduces how to analyze and select the software development mode and contract mode suitable for the enterprise by the SWOT method, and then introduces a Boston array to define the software development mode according to the project situation from another point of view. After the contract mode is determined, it is recommended that the supplier first draw up a list to compare the factors of the supplier in a scoring manner, and provide a quantitative basis for the selection of the supplier. When entering the stage of software development, it is suggested that Delphi method should be used to identify risks and then brainstorming method should be used to set up risk countermeasures. At the same time, in the course of the project, it is also suggested to set several indexes as the monitoring quantized value in order to determine whether the project is in a normal state at any time. Through the above process, it is not possible to guarantee that software outsourcing projects can be completed on schedule without exceeding budget, but it can reduce the likelihood of major problems in the project.
【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F426.672;F719

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