B公司软件外包项目中存在的问题和对策

发布时间：2018-07-17 01:28

【摘要】：本文研究的对象主体B公司是一个比较典型的对日软件外包企业,其业务主要由常驻客户现场作业和离岸开发两部分构成。公司成立十余年,随着项目的增加,公司规模也逐年扩张,公司规模和利润也一度达到了顶峰,在这个过程中,员工的加班时间和流失比例也呈现增加的趋势,而落实到单位员工的净利润却在下滑。这种状况的出现,其原因是多方面的,但是其中管理方面的欠缺是最重要的原因之一。文中对B公司最近几年承接项目的问题点做了汇总和分析,从问题多发的角度出发可以看出,需求、进度以及质量管理上存在的问题比重相对比较大。结合当前日元汇率仍在较低水准的现状以及其他软件外包企业成功和失败的案例经验,从需求、进度、质量和成本等当面着手,提出了一下具体的改进方案:(1)优化需求管理。从需求管理的目标、原则和活动角度入手,通过对管理过程的把控,优化需求管理的质量;(2)完善进度管理。合理地分解工作任务,制作详细的项目工作计划,依据工作计划制定进度表,对项目开发进度进行监控;(3)加强质量管理。通过这些方面的努力,希望可以达到优化管理流程、提高员工的生产性、改善项目质量、提升客户满意度的目的。本文将软件能力成熟度模型和项目管理知识体系相结合,具体分析和解决软件外包领域的一些管理问题。经过一段时间在项目组中的实践,提高了B公司软件外包项目管理人员的理论知识,同时引起相关人员对项目管理中存在的问题的关注。减少了因需求模糊造成的额外工作;在各个里程碑的时间点,确保了进度;BUG数量相比之前也有明显的下降。B公司所遇到的管理问题,其实不仅是单独部门或者B公司独有的问题,也是其他软件外包企业的常见问题。希望能够通过以上的研究,对B公司的项目管理改进提供帮助,也能够为其他软件外包企业所借鉴。
[Abstract]:The object of this paper is Company B, which is a typical software outsourcing enterprise to Japan. Its business is mainly composed of two parts: resident customer on-site operation and offshore development. After more than 10 years of establishment, with the increase of projects, the company's scale also expanded year by year, and the company's size and profits reached its peak. In the process, the overtime hours and the loss ratio of employees also showed an increasing trend. But the net profit that implements to unit employee however is in decline. There are many reasons for this situation, but the lack of management is one of the most important reasons. This paper summarizes and analyzes the problems of B Company in recent years. From the point of view of multiple problems, we can see that the proportion of problems in demand, schedule and quality management is relatively large. Combined with the current situation that the yen exchange rate is still at a low level and the successful and unsuccessful cases of other software outsourcing enterprises, this paper puts forward some specific improvement schemes from the point of view of demand, progress, quality and cost: (1) optimizing demand management. From the point of view of goal, principle and activity of demand management, it optimizes the quality of demand management by controlling the management process; (2) perfecting schedule management. Reasonably decompose the task, make detailed project work plan, draw up the schedule according to the work plan, monitor the project development progress; (3) strengthen the quality management. Through these efforts, we hope to optimize the management process, improve staff productivity, improve project quality, improve customer satisfaction. In this paper, software capability maturity model and project management knowledge system are combined to analyze and solve some management problems in the field of software outsourcing. After a period of practice in the project team, the theoretical knowledge of the software outsourcing project managers in Company B has been improved, and attention has been paid to the problems existing in the project management. Reduced the amount of additional work caused by vague requirements; at the time points of the milestones, it ensured that the number of bugs was also significantly lower than before. B had encountered management problems, In fact, it is not only a separate department or B company's unique problem, but also a common problem of other software outsourcing enterprises. Hope that through the above research, B company to provide assistance to improve the project management, but also for other software outsourcing enterprises.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F49

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