【摘要】：在計(jì)算機(jī)面世數(shù)十年后的今天,計(jì)算機(jī)變得無(wú)處不在,它已經(jīng)成為了幾乎所有企業(yè)不可或缺的工具之一,很多情況下還是主要生產(chǎn)工具之一。處于這種背景之下,計(jì)算機(jī)軟件的需求量每年都在不斷增加,而軟件的復(fù)雜度則是不斷地提高。如果要求每一個(gè)使用者都自行開(kāi)發(fā),不僅是難以實(shí)現(xiàn),更是一種資源浪費(fèi)。自然而然地,軟件外包被納入了許多企業(yè)的考慮范圍。可是,自軟件產(chǎn)生以來(lái),軟件項(xiàng)目失敗就從未被杜絕過(guò),自行開(kāi)發(fā)如此,軟件外包亦是如此。企業(yè)將軟件項(xiàng)目發(fā)包給專(zhuān)業(yè)的軟件公司,并不代表最終一定能得到可用的軟件,更別說(shuō)是100%滿(mǎn)意的軟件了。出現(xiàn)這種情況的原因歸根結(jié)底就是在軟件開(kāi)發(fā)的過(guò)程中存在著各種不確定因素,我們稱(chēng)之為風(fēng)險(xiǎn)。本文并非研究在風(fēng)險(xiǎn)到來(lái)時(shí)如何去應(yīng)對(duì),也并不是討論如何去預(yù)防某些特定的風(fēng)險(xiǎn),本文的主要目的是為軟件發(fā)包方帶來(lái)一種更理性的軟件發(fā)包觀(guān)念。除此以外,本文還為發(fā)包方推薦一套軟件項(xiàng)目外包風(fēng)險(xiǎn)管理流程,以求降低軟件項(xiàng)目外包的風(fēng)險(xiǎn)。文中引用了兩個(gè)發(fā)包企業(yè)的實(shí)際例子,試圖以對(duì)比的方式闡述此觀(guān)點(diǎn)。 本文首先介紹軟件外包在全球的現(xiàn)狀和中國(guó)軟件外包業(yè)在國(guó)際中所處的地位,接著列舉軟件外包的主要風(fēng)險(xiǎn),并分析這些風(fēng)險(xiǎn)對(duì)于軟件項(xiàng)目有哪些影響。 本文所引用的兩個(gè)項(xiàng)目來(lái)自于兩家同樣是金融背景的公司。TF公司的項(xiàng)目雖然有所延遲,但是最終軟件還是很好地完成了,而OV公司的項(xiàng)目則問(wèn)題較多,處于半成品狀態(tài)。為探討兩個(gè)項(xiàng)目為什么一個(gè)成功而另一個(gè)幾近失敗,本文先介紹了TF公司和OV公司及其項(xiàng)目的基本情況,重現(xiàn)了兩家公司在沒(méi)有任何理論指導(dǎo)下的發(fā)包動(dòng)機(jī)、風(fēng)險(xiǎn)識(shí)別過(guò)程和最終結(jié)果。通過(guò)圖表對(duì)比這兩個(gè)實(shí)際項(xiàng)目的整個(gè)軟件外包過(guò)程,以突出它們各自存在的問(wèn)題。從對(duì)比結(jié)果中得到一個(gè)結(jié)論：軟件發(fā)包方必須根據(jù)自身?xiàng)l件和項(xiàng)目的具體情況來(lái)決定發(fā)包的方式。換句話(huà)說(shuō),軟件項(xiàng)目的成功與否在很大程度上是決定于是否選擇了合適的開(kāi)發(fā)方式；如果選擇的是外包方式,則發(fā)包方式將直接影響到項(xiàng)目的成敗。 得到以上觀(guān)點(diǎn)后,本文便介紹如何以SWOT法來(lái)分析和選擇適合企業(yè)的軟件開(kāi)發(fā)方式和發(fā)包方式,然后則是介紹一個(gè)波士頓陣用以從另一個(gè)角度針對(duì)項(xiàng)目情況來(lái)界定軟件開(kāi)發(fā)方式。發(fā)包方式確定之后,本文推薦發(fā)包方先擬定一個(gè)列表,以評(píng)分的方式對(duì)比供應(yīng)商的各項(xiàng)因素,為選定供應(yīng)商提供量化依據(jù)。 進(jìn)入軟件開(kāi)發(fā)階段時(shí),本文則建議先以德?tīng)柗品ㄗR(shí)別風(fēng)險(xiǎn),然后以頭腦風(fēng)暴法設(shè)定風(fēng)險(xiǎn)應(yīng)對(duì)措施。同時(shí),在項(xiàng)目進(jìn)行過(guò)程中,亦建議設(shè)定幾個(gè)指標(biāo)作為監(jiān)控量化值,目的是隨時(shí)確定項(xiàng)目是否處于正常狀態(tài)。 通過(guò)以上流程,雖然不可能100%保證軟件外包項(xiàng)目能不超預(yù)算地如期完成,但是可以將項(xiàng)目出現(xiàn)重大問(wèn)題的可能性降低。
[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.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F426.672;F719

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