發(fā)布時(shí)間：2018-04-08 14:50

  本文選題：維護(hù)項(xiàng)目　切入點(diǎn)：工作交接　出處：《大連理工大學(xué)》2013年碩士論文

【摘要】：伴隨著全球化、信息化以及軟件技術(shù)的發(fā)展,軟件服務(wù)外包項(xiàng)目的類(lèi)型已經(jīng)發(fā)生了很大的變化。全新項(xiàng)目開(kāi)發(fā)的比例開(kāi)始下降,而維護(hù)項(xiàng)目的比例已開(kāi)始在一些公司中占主導(dǎo)地位。然而在漫長(zhǎng)的軟件維護(hù)過(guò)程中,由于成本,質(zhì)量,風(fēng)險(xiǎn),以及外在的政治經(jīng)濟(jì)因素影響,難免出現(xiàn)軟件維護(hù)項(xiàng)目交接需求,而如何控制交接質(zhì)量,保證軟件維護(hù)工作平滑過(guò)渡,是項(xiàng)目交接過(guò)程中不可避免的課題。 軟件維護(hù)項(xiàng)目由于信息不對(duì)稱(chēng),工作可見(jiàn)性差,因此項(xiàng)目交接過(guò)程中,通常由項(xiàng)目業(yè)主確定項(xiàng)目交接范圍,決定項(xiàng)目交接方法,主導(dǎo)整個(gè)交接工作的進(jìn)度。而這種過(guò)于依賴(lài)項(xiàng)目業(yè)主的交接方法,在遇到項(xiàng)目業(yè)主對(duì)于項(xiàng)目交接缺乏積極性的時(shí)候,對(duì)于承接方來(lái)說(shuō)是一種毀滅性的災(zāi)難。由于缺乏對(duì)項(xiàng)目業(yè)主的有效反制手段,承接方在工作交接過(guò)程中,將難以確認(rèn)工作交接的范圍,保證工作交接的質(zhì)量,從而不能對(duì)工作交接進(jìn)行有效管理,造成工期延長(zhǎng)、返工甚至項(xiàng)目交接中止。 本文以福田公司在軟件維護(hù)項(xiàng)目交接過(guò)程中,因?yàn)榻唤淤|(zhì)量未達(dá)預(yù)期造成項(xiàng)目交接中途停止為研究案例,結(jié)合軟件維護(hù)項(xiàng)目特點(diǎn),深刻分析導(dǎo)致交接質(zhì)量失控的內(nèi)在原因。總結(jié)目前福田公司使用的工作交接流程以及交接方法的局限性。 從項(xiàng)目范圍管理和項(xiàng)目質(zhì)量管理的角度,結(jié)合知識(shí)轉(zhuǎn)移理論和福田公司的實(shí)際情況,提出一套發(fā)揮內(nèi)部員工積極性,削弱項(xiàng)目業(yè)主不良影響的軟件維護(hù)項(xiàng)目交接方法。在一定程度上,讓類(lèi)似福田公司的工作承接方在今后的工作交接過(guò)程中,更加容易的明確工作交接范圍、選擇合適的交接方法、制定合理的交接質(zhì)量標(biāo)準(zhǔn),從而保證維護(hù)工作交接的順利進(jìn)行。
[Abstract]:With the development of globalization, information technology and software technology, the types of software service outsourcing projects have changed a lot.The proportion of new projects is beginning to decline, while the proportion of maintenance projects is beginning to dominate in some companies.However, in the long process of software maintenance, due to the influence of cost, quality, risk and external political and economic factors, it is inevitable that there is a need for the handover of software maintenance projects, and how to control the handover quality and ensure the smooth transition of software maintenance work.It is an inevitable subject in the process of project handover.Due to the asymmetry of information and poor visibility of the work in the software maintenance project, the project owner usually determines the project handover scope, determines the project handover method, and dominates the progress of the whole handover work in the process of project handover.This too dependent on the transfer of project owners, in the event of project owners lack of enthusiasm for the handover of the project, is a devastating disaster for the recipient.Due to the lack of effective countermeasures for the owners of the project, it will be difficult to confirm the scope of the work transfer and ensure the quality of the transfer of work during the process of work handover, thus the effective management of the handover of work can not be carried out and the duration of the project will be prolonged.Rework or even project handover aborted.This paper takes Fukuda Company as a case study in the process of software maintenance project handover because the handover quality is not up to expectations and causes the stoppage of the project midway. Combined with the characteristics of the software maintenance project, this paper deeply analyzes the internal reasons that lead to the runaway quality of the handover.Summarize the current Futian work handover process and the limitations of the handover method.From the point of view of project scope management and project quality management, combined with the theory of knowledge transfer and the actual situation of Fukuda Company, this paper puts forward a set of software maintenance project handover method that exerts the enthusiasm of internal staff and weakens the adverse influence of project owner.To a certain extent, it is easier to make clear the scope of the handover, select the appropriate handover method, and formulate reasonable quality standards for the transfer of work, which is similar to that of the Fukuda Company, in the future work handover process.In order to ensure the smooth transfer of maintenance work.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F49

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