L公司UBP项目范围和进度管理研究

发布时间：2018-03-19 13:41

本文选题：IT项目管理　切入点：项目实施管理　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：项目管理是一门关于时间,成本,范围,质量,沟通和人力等资源管理的科学。随着信息技术的飞快发展,在过去十年时间,IT产业已经成为项目管理中应用最为普遍的领域之一。本文结合具体案例分析,所举案例为作者作为项目经理与合作团队共同实施的L公司业务合作伙伴统一管理平台搭建(UBPUnified Business Partner Portal)项目。通过对项目中出现的关于项目范围和进度两方面的问题研究,结合国内外先进的项目管理方法论及企业文化、环境及项目本身的特点提出一些改善方法与建议,力求提高项目管理和交付的准确性和效率。期望本文的研究的理论和经验,能够对类似企业的IT项目管理起到启发和指导作用。首先论文一共分为6个章节,第一章介绍了论文研究的背景及意义,国内外IT项目管理的发展及现状,以及本文的研究思路和结构安排。第二章是介绍项目的概念以及学生负责的项目主要使用的一些管理理论和工具。第三章开始围绕论文主题,对UBP项目的背景、现状,遇到的一些问题进行概述。第四章和第五章分别对UBP项目中遇到的范围管理问题和进度管理问题进行深入分析,首先阐述项目中遇到的问题以及带来的风险和影响,然后就项目组针对问题所以展开的管理手段进行介绍,这些管理手段结合了传统项目管理的方法论和工具,同时借鉴了敏捷开发中的一些思想。第六章结合相关理论及工具做全文总结。在UBP项目中,我们遇到的主要范围问题是,领导首先作出了指示,让我们去整合一个L公司全球化的业务合作伙伴平台,但是在实施过程中,我们发现各个区域,例如美洲、欧洲、亚洲所使用的业务流程和系统都不一样,并且虽然他们明白这是CEO下达的指令,但是并不清楚应该如何整合,如果提出自己的需求,所以在最开始制定项目范围的时候项目组面临带很大的困难。基于这个情况,项目组只好分区域,分阶段的去实施需求收集和管理,并结合敏捷开发的理念,滚动式的去实施项目。同时通过传统项目管理办法WBS和需求跟踪矩阵来管理需求。另一方面,在进度管理中,我们遇到的问题更为突入,公司领导层希望可以在一年之内完成此项目,但是各个区域的情况不一,项目组的资源有限,所以我们不得不将项目拆分为多个阶段,并且因为有些区域的负责人变更导致项目一再延迟,项目组还是通过传统项目理论和敏捷开发结合的理论,来管理项目的进度,根据不同的变化情况及时调整计划并集中人力和物力在能够完成的部分,不断优化。同时通过特有的活动清单来检测项目中的进度风险,把控进度问题,活动清单也是团队在项目执行中的一个主要沟通依据。
[Abstract]:Project management is a science of time, cost, scope, quality, communication and human resources management. With the rapid development of information technology, In the past ten years, IT industry has become one of the most popular fields in project management. The case is the UBPUnified Business Partner Portal (UBPUnified Business Partner Portal) project, which is implemented by the author as the project manager and the cooperative team. Combined with the advanced project management methodology and enterprise culture, environment and the characteristics of the project itself, some improvement methods and suggestions are put forward in order to improve the accuracy and efficiency of project management and delivery. The thesis is divided into six chapters. The first chapter introduces the background and significance of the paper, the development and current situation of IT project management at home and abroad. The second chapter introduces the concept of the project and some management theories and tools mainly used by the students. Chapter three begins to focus on the theme of the thesis, the background and current situation of the UBP project. Chapter 4th and 5th analyze the scope management problems and schedule management problems encountered in UBP projects respectively. Firstly, the problems encountered in the project and the risks and impacts brought by them are described. Then we introduce the project team's management methods, which combine the methodology and tools of traditional project management. At the same time, we draw lessons from some ideas in agile development. Chapter 6th combines relevant theories and tools to make a full text summary. In the UBP project, the main scope problem we encounter is that the leader first gave instructions. Let's integrate a global business partner platform for L, but in the course of implementation, we find that business processes and systems are different across regions, such as the Americas, Europe, and Asia. And while they understand that this is a CEO directive, it's not clear how it should be integrated, if it comes up with its own needs, so it's very difficult for the project team to work out the scope of the project at the very beginning. The project team had to implement requirement collection and management in stages, combined with the concept of agile development, rolling to implement the project. At the same time, through the traditional project management method WBS and requirement tracking matrix to manage requirements. On the other hand, In progress management, the problems we encountered were even more acute. The company leadership wanted to complete the project within a year, but the situation varied from region to region, and the resources of the project team were limited. So we had to split the project into multiple phases, and because of changes in leadership in some areas that led to repeated delays, the project team managed the progress of the project through a combination of traditional project theory and agile development. Adjust the plan in time according to different changes and concentrate human and material resources on the part that can be completed, continuously optimize. At the same time, through the specific list of activities to detect the risk of progress in the project, control the progress of the problem, The list of activities is also a key communication basis for the team in project implementation.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F279.26

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