本文選題：管理軟件 + 項目管理�。� 參考：《大連理工大學》2013年碩士論文

【摘要】：IT項目管理是全球軟件業(yè)關注的一個熱點。根據(jù)Standish Group對于IT領域8400個項目(投資250億美元)的研究結果數(shù)據(jù)表明,55%的項目出現(xiàn)費用超支,69%的項目出現(xiàn)超期現(xiàn)象。中國IT項目起步晚于發(fā)達國家,并且多以應用系統(tǒng)開發(fā)和通用軟件為主,在世界軟件產(chǎn)業(yè)的分布中處于邊緣化的位置。而近年來越來越多的國內(nèi)大中型企業(yè)采用管理軟件幫助企業(yè)進行日常經(jīng)營管理工作。相對于一般的IT項目,管理類軟件項目具有獨特性強、建設周期長、項目變更頻繁、集成要求更高等特點,目前國內(nèi)在管理類軟件項目項目管理方面的研究還處于初級階段。 本文基于現(xiàn)代項目管理的理論與方法,結合軟件項目管理的特殊性,通過對于CB集團人力資源管理系統(tǒng)項目開發(fā)過程中出現(xiàn)問題的診斷研究,提出對于企業(yè)管理軟件開發(fā)項目的建議。首先,對CB集團人力資源管理系統(tǒng)開發(fā)項目的進程以及出現(xiàn)的問題加以描述。然后,針對項目結束后發(fā)生的項目各項數(shù)據(jù),應用項目進度管理、成本管理、風險管理等理論,對比分析預測情況與實際情況的偏差。針對CB集團人力資源管理系統(tǒng)項目開發(fā)過程的經(jīng)驗和問題,提出對于該項目管理問題的診斷意見,并對問題的產(chǎn)生原因進行了深入分析。 在上述研究的基礎上,總結出對于此類管理系統(tǒng)開發(fā)項目管理的分析結論和建議,提出通過價值主張分解、工作任務說明書來明確項目目標,通過將分散的6項目執(zhí)行機構整合為一個機構來提高項目運作效率,通過實施及開發(fā)過程的改進來保證項目的執(zhí)行質(zhì)量,為今后的項目管理工作提供寶貴的借鑒。
[Abstract]:It project management is a hot spot in the global software industry. According to Standish Group's study of 8400 IT projects ($25 billion), 55 percent of projects have cost overruns and 69 percent have overrun. China's IT projects started later than developed countries, and mostly focused on application system development and general software, and they are marginalized in the distribution of software industry in the world. In recent years, more and more domestic large and medium enterprises use management software to help them carry out daily management work. Compared with general IT projects, management software projects have the characteristics of strong uniqueness, long construction cycle, frequent project changes and higher integration requirements. At present, the research on management software project management in China is still in the primary stage. Based on the theory and method of modern project management and the particularity of software project management, this paper studies the problems in the development of CB group human resources management system. Put forward the suggestion for the enterprise management software development project. Firstly, the process and problems of CB Group Human Resource Management system Development Project are described. Then, according to the data of the project after the end of the project, applying the theories of project schedule management, cost management and risk management, the deviation between the forecast and the actual situation is compared and analyzed. In view of the experience and problems in the development process of CB Group Human Resource Management system project, the paper puts forward the diagnostic opinions for the project management problem, and analyzes the causes of the problem in depth. On the basis of the above research, this paper summarizes the analysis conclusions and suggestions for the project management of this kind of management system development, and puts forward that the project objectives should be clearly defined through the decomposition of value proposition and the statement of work tasks. The project operation efficiency can be improved by integrating the scattered six project executing agencies into a single organization, and the quality of project execution can be guaranteed by the improvement of the implementation and development process, which can provide valuable reference for the future project management.
【學位授予單位】：大連理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：TP311.5;F272.92

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本文編號：1801312