基于案例对比分析的软件外包决策与风险管理方法研究

发布时间：2019-03-28 12:13

【摘要】：在计算机面世数十年后的今天,计算机变得无处不在,它已经成为了几乎所有企业不可或缺的工具之一,很多情况下还是主要生产工具之一。处于这种背景之下,计算机软件的需求量每年都在不断增加,而软件的复杂度则是不断地提高。如果要求每一个使用者都自行开发,不仅是难以实现,更是一种资源浪费。自然而然地,软件外包被纳入了许多企业的考虑范围。可是,自软件产生以来,软件项目失败就从未被杜绝过,自行开发如此,软件外包亦是如此。企业将软件项目发包给专业的软件公司,并不代表最终一定能得到可用的软件,更别说是100%满意的软件了。出现这种情况的原因归根结底就是在软件开发的过程中存在着各种不确定因素,我们称之为风险。本文并非研究在风险到来时如何去应对,也并不是讨论如何去预防某些特定的风险,本文的主要目的是为软件发包方带来一种更理性的软件发包观念。除此以外,本文还为发包方推荐一套软件项目外包风险管理流程,以求降低软件项目外包的风险。文中引用了两个发包企业的实际例子,试图以对比的方式阐述此观点。本文首先介绍软件外包在全球的现状和中国软件外包业在国际中所处的地位,接着列举软件外包的主要风险,并分析这些风险对于软件项目有哪些影响。本文所引用的两个项目来自于两家同样是金融背景的公司。TF公司的项目虽然有所延迟,但是最终软件还是很好地完成了,而OV公司的项目则问题较多,处于半成品状态。为探讨两个项目为什么一个成功而另一个几近失败,本文先介绍了TF公司和OV公司及其项目的基本情况,重现了两家公司在没有任何理论指导下的发包动机、风险识别过程和最终结果。通过图表对比这两个实际项目的整个软件外包过程,以突出它们各自存在的问题。从对比结果中得到一个结论：软件发包方必须根据自身条件和项目的具体情况来决定发包的方式。换句话说,软件项目的成功与否在很大程度上是决定于是否选择了合适的开发方式；如果选择的是外包方式,则发包方式将直接影响到项目的成败。得到以上观点后,本文便介绍如何以SWOT法来分析和选择适合企业的软件开发方式和发包方式,然后则是介绍一个波士顿阵用以从另一个角度针对项目情况来界定软件开发方式。发包方式确定之后,本文推荐发包方先拟定一个列表,以评分的方式对比供应商的各项因素,为选定供应商提供量化依据。进入软件开发阶段时,本文则建议先以德尔菲法识别风险,然后以头脑风暴法设定风险应对措施。同时,在项目进行过程中,亦建议设定几个指标作为监控量化值,目的是随时确定项目是否处于正常状态。通过以上流程,虽然不可能100%保证软件外包项目能不超预算地如期完成,但是可以将项目出现重大问题的可能性降低。
[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.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F426.672;F719

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