新一代业务支撑系统项目建设的风险管理实践
发布时间：2019-05-12 16:41
【摘要】：随着3G牌照的发放、电信运营商的重组、TD-SCDMA技术的投入运营，中国移动经营的业务范围从原先的单一移动业务扩展到固话、宽带、专线、互联网等业务，客户范围从个人客户延伸到家庭客户、集团客户。业务支撑系统是产品和服务重要载体及表现形式，，是中国移动核心竞争力之一,为此中国移动开始积极应对全业务竞争带来的变化，有计划的摸索出业务规划分析、技术规范编制、系统建设落地三步走的大型IT系统建设的项目管理方法，建设具备‘全业务、全客户、全融合、全流程、全价值链’支撑能力的新一代业务支撑系统。 本论文运用项目管理特别是风险管理的概念和方法在项目的三个阶段(业务规划分析、技术规范编制、系统建设落地)都按照项目风险管理的六个过程（风险管理计划编制、风险识别、风险定性分析、风险定量分析、应对计划编制、风险监督和控制），进行风险优先级排序和分层管理，有效控制项目风险。本论文重点分析了该项目建设中存在的四大风险，分别是超大团队的组织风险、新老系统全量更换的质量风险、组织13个市分公司割接上线的进度风险和21500名使用者的客户满意度风险，然后重点就项目实施过程中如何规避四大风险所采取的方法和措施重点进行了论述和总结。 中国移动江苏公司的新一代业务支撑系统，经过了项目管理的5个基本的管理过程——启动、计划、执行、控制和收尾，克服了集成商更换、项目人员众多、现网生产系统无缝割接、功能点众多等难点，从2008年的项目规划到2010年10月的全省13个地市全部割接成功，项目成功上线，充分满足了了项目各方干系人的需求和满意度。
[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.
【学位授予单位】：南京邮电大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272;F626
本文编号：2475522
[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.
【学位授予单位】：南京邮电大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272;F626
【参考文献】
相关期刊论文 前2条
1 陈华彬;;IT企业项目范围管理[J];合作经济与科技;2009年05期
2 于庆东,吕建中;项目范围管理的精益原则[J];企业经济;2005年01期
本文编号：2475522
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