H银行软件中心上海分中心项目管理办公室管理策略探讨

发布时间：2018-01-12 14:23

  本文关键词：H银行软件中心上海分中心项目管理办公室管理策略探讨　出处：《西南交通大学》2015年硕士论文　论文类型：学位论文

  更多相关文章： PMO 价值体现 管理策略

【摘要】：随着我国经济体量的不断扩充,表现出了对金融市场的高度依赖,同时也对金融市场的发展起到了极大的促进作用。对于银行业来说是一个非常利好的消息,但对四大国有商业银行却喜忧参半。现今跨国金融机构进驻我国,中小银行也纷纷发展,网络金融扑面而来,四大国有商业银行独享金融盛宴的场面已经成为历史,在机会颇多又瞬息万变并且开放程度越来越大的金融领域面临着前所未有的市场竞争。目前,不论是与中小型银行竞争还是向网络银行挺进,都需要依托于信息科技的强势支持。然而,国有商业银行本身体量大,其信息科技体系的工作也大都按部就班,应对业务需求的快速变化时像一只无法起舞的大象,常常是顾得了监管顾不上大客户营销,顾得了战略性目标顾不上基础框架调整。H银行科技体系的情况也是如此,面对业务部门多而繁杂的需求,一方面要尽力的满足需求,另一方面又要确保按流程运作,时间和人力时常捉襟见肘。在这种情况下,H银行软件中心上海分中心PMO的工作也面临着前所未有的挑战。PMO需要帮助组织去适应环境变化,并让科技体系为助力业务发展发挥更大的价值。笔者在国有商业银行之一的H银行软件中心上海分中心的PMO团队工作,希望通过论文写作对IT企业的PMO定位以及价值体现进行充分的研究和整合,在此基础上考虑科技体系所面临的实际环境,提出PMO工作管理策略的调整措施,从而使PMO最大限度的发挥作用、体现价值,为组织适应环境变化,助力业务发展提供推动力。任何研究都应紧贴实际并以理论知识为基础,本论文也是如此。在本论文中,对IT行业PMO的起源、内涵以及其在国内的发展进行了阐述。对H银行的背景以及机构架构进行介绍,重点突出上海分中心PMO在组织中所处的位置。提出上海分中心PMO所面临的问题,如骨干人员离职、领导给予的评价低等。为了更清楚的看到PMO团队的问题,梳理产生问题的原因,并有针对性的设计应对方案,采用问卷调查的方式,对组织中各层级角色人员进行访谈,分析出问题的根本原因,主要包括大环境冲击给科技体系带来的变革,组织给予的权责相对较小,多头管理的困扰以及PMO组织自身技能的相对不足等。借鉴国内其他PMO组织的定位和发展策略,结合上海分中心PMO所处的环境,充分掌握了上海分中心PMO的优劣势后,提出上海分中心PMO组织的管理改进策略,包括在中心的统一管理要求下开展工作,站在总经理室的高度看问题,成为实施部门的支持者,并进一步提升人员技能等。
[Abstract]:With the continuous expansion of China's economic volume, it has shown a high degree of dependence on the financial market, but also played a great role in promoting the development of the financial market, which is a very good news for the banking industry. However, the four state-owned commercial banks are mixed. Nowadays, multinational financial institutions are stationed in China, small and medium-sized banks have also developed, and network finance is coming. The scene of the four state-owned commercial banks enjoying the financial feast has become a history. The financial field which has a lot of opportunities and rapid changes and the degree of openness is facing unprecedented market competition. Whether it is to compete with small or medium banks or to advance to the network banks, they all need to rely on the strong support of information technology. However, the state-owned commercial banks have a large body, and the work of their information technology system is mostly carried out step by step. Responding to the rapid changes in business demand like an elephant that can't dance, it's often about regulation that doesn't take care of big customer marketing. It is also true that the strategic objectives do not take into account the basic framework adjustment. H bank technology system. In the face of more and more complex business needs, on the one hand, we should try our best to meet the needs. On the other hand, it is necessary to ensure that the process is followed, and that time and manpower are often stretched. In this case. The work of PMO, the Shanghai branch of the H-Bank Software Center, also faces unprecedented challenges. The PMO needs to help organizations adapt to environmental change. And let the science and technology system play a greater value for the development of business. I work in one of the state-owned commercial banks H bank software center Shanghai sub-center of the PMO team. It is hoped that the PMO positioning and value embodiment of IT enterprises will be fully researched and integrated through the writing of the paper, and on this basis, the actual environment that the science and technology system will be faced with will be considered. The adjustment measures of PMO work management strategy are put forward, so that PMO can play its role to the maximum extent, embody value, and adapt to the change of environment for the organization. Any research should be close to reality and based on theoretical knowledge, this paper is the same. In this paper, the origin of IT industry PMO. The connotation and its development in China are expounded. The background and institutional structure of H Bank are introduced. Emphasis is placed on the position of the Shanghai Branch PMO in the organization. The problems faced by the Shanghai Branch Center PMO, such as the departure of the backbone personnel, are put forward. Leaders give low evaluation. In order to see more clearly the problems of the PMO team, sort out the causes of the problems, and targeted design solutions, the use of questionnaires. The basic causes of the problem are analyzed by interviewing the personnel at various levels of the organization, mainly including the changes brought about by the great environmental impact to the science and technology system, and the relatively small power and responsibility given by the organization. The puzzlement of long management and the relative insufficiency of PMO organization's own skills, etc. The positioning and development strategy of other PMO organizations in China are used for reference, and the environment of PMO in Shanghai Branch Center is combined. Having fully grasped the advantages and disadvantages of PMO in Shanghai sub-center, this paper puts forward the management improvement strategy of PMO organization in Shanghai sub-center, including working under the unified management requirements of the center and looking at problems from the height of the general manager's office. Become a supporter of the implementation department, and further enhance the skills of the personnel, etc.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.9;F832.33
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本文编号：1414634