W公司BOSS系统升级项目管理研究

发布时间：2018-12-13 21:12

【摘要】：随着电信市场的对外开放程度越来越高以及市场管制的放松,电信业务得以飞速的发展,竞争的主体格局不断的变化,各大运营商之间的竞争越来越激烈。随着虚拟运营商牌照的发放,越来越多的虚拟运营商的加入,整个电信市场由之前的“三国大战”演变为“群雄割据”。虚拟运营商利用本身技术能力或者市场能力,通过租赁和使用传统运营商的网络,抛弃了极其复杂的基础网络建设的过程,极大的降低了建设和运营的成本。这些新业务更加依赖一个优秀的BOSS系统,如何打造一个完美的BOSS系统,对于各大运营商来说,不仅是在目前,在长期来说也是非常重要的一项工作。早期设计和建立的BOSS系统无法很好的应对这些变化,在市场的竞争中的劣势更加明显,制约了企业的进一步发展和服务的提升,使得电信运营商不得不持续性的对BOSS系统进行升级。BOSS系统升级的目标是最终实现“三个特征、两个能力、一个综合”:“三个特征”即以能提供“个性化、社会化、信息化”服务为重要特征;“两个能力”即具有“满足未来业务发展需要”、“满足实时处理”的能力;“一个综合”即提供一个综合性的业务处理平台。国内的电信企业长期保持国有企业的管理风格,在最近十多年才开始逐渐引入项目管理的方式,在项目管理方面是相对落后的。由于项目管理实践较晚,并且缺乏经验,同时电信企业作为共和国长子长期以来所形成的企业管理思维难以转变,导致项目管理的难以起到期望的效果,项目管理就像是“种于淮北的枳”,出现了严重的“水土不服”,特别是在时间进度管理方面,项目的进度经常出现严重的偏差。本文以W公司BOSS系统升级项目为背景,运用关键路径法、挣值分析法等项目管理工具,与W公司BOSS系统升级整改项目过程进行紧密的结合,并展开应用的研究,分析和探索我国电信运营商企业BOSS系统开发以及升级项目的管理运行方式。通过总结W公司BOSS系统升级项目的成功经验与总结并分析本文研究的不足,对我们国家电信虚拟运营商企业的升级项目管理有较大的参考和借鉴意义。
[Abstract]:With the opening of telecom market to the outside world and the relaxation of market control, telecommunication business has developed rapidly, the main body of competition has been changing constantly, and the competition among major operators is becoming more and more fierce. With the issuance of license plates for virtual operators and the increasing number of virtual operators, the entire telecommunications market has evolved from a "war of three countries" to a "separation of men and women". By leasing and using the network of traditional operators, virtual operators abandon the extremely complex process of basic network construction and greatly reduce the cost of construction and operation. These new services rely more on an excellent BOSS system, how to build a perfect BOSS system, not only in the present, but also in the long run is a very important job for major operators. The early design and establishment of BOSS system can not cope with these changes, the disadvantages in the market competition is more obvious, which restricts the further development of enterprises and the promotion of services. The goal of BOSS system upgrade is to realize "three characteristics, two capabilities, one synthesis": "three characteristics" to provide "individuation, socialization," Information "service is an important feature;" "two capabilities" is the ability to "meet future business development needs" and "meet real-time processing"; "one synthesis" is to provide an integrated business processing platform. Domestic telecom enterprises have maintained the management style of state-owned enterprises for a long time. In the last ten years, they have gradually introduced the mode of project management, which is relatively backward in project management. Due to the late practice of project management and the lack of experience, it is difficult to change the thinking of enterprise management formed by telecom enterprises as the eldest son of the Republic for a long time, resulting in the project management difficult to play the desired effect. The project management is like "the trifoliate orange planted in Huaibei", and there is a serious "water and earth resistance", especially in the aspect of time schedule management, the progress of the project often appears serious deviation. Based on the BOSS system upgrade project of W Company, this paper uses the key path method, earned value analysis and other project management tools to closely combine with the W Company BOSS system upgrade and rectification project process, and carry out the application research. This paper analyzes and explores the management and operation mode of BOSS system development and upgrade project for telecom operators in China. By summing up the successful experience of W Company's BOSS system upgrade project and analyzing the deficiency of this paper, it is of great reference and reference significance for the upgrading project management of our national telecom virtual operator enterprise.
【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F626

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