【摘要】：信息系統(tǒng)集成是當前很多集成公司可以提供的比較流行的新型服務,且已經成為當前全球信息服務業(yè)中發(fā)展最快的一種。同時,信息系統(tǒng)集成類的項目大部分都是高風險的系統(tǒng)工程,它涉及到很多學科,需要很多高級人才,需要投入大量資金,項目范圍劃分不清楚,客戶也可能經常提出新的需求,項目能否成功受到諸多因素的影響,從項目開始規(guī)劃到項目真正實施的過程中存在許多風險。本文通過對深圳XH公司酒店自助開房終端建設項目的風險管理進行研究,找到管理控制這些風險的有效的方法,提高項目的綜合效益,為其他同類項目提供參考價值。本文在對國內和國外近十幾年的信息系統(tǒng)項目,尤其是對信息系統(tǒng)集成項目風險管理理論研究的一些文獻資料以及項目實際案例研究的基礎上,對深圳XH公司酒店自助開房終端建設項目風險管理的狀況進行分析,發(fā)現(xiàn)該項目實施單位HYT公司存在不重視項目風險管理,另外項目支持方JXD公司沒有實施有效的進度管理,項目計劃性差,風險意識淡薄,而HYT公司自身也忽視對項目風險進行規(guī)劃管理,導致項目費用超支,項目延期比較嚴重。針對這種狀況,采用項目全過程風險管理、持續(xù)化風險管理、界面化風險管理方法,根據(jù)項目不同實施階段的風險活動的特點,定量和定性相結合,建立一個整體化、規(guī)范化的項目風險管理框架。對項目實施過程中來自項目需求、系統(tǒng)設計、人員溝通、人員安排、項目質量和項目進度風險采用風險分解結構法結合風險檢查表法進行風險識別,采用李克特量表法結合風險矩陣圖法對識別出的風險進行評價,制定相應的策略。對高風險采取規(guī)避控制,對中度風險采取轉移分散,對低風險采取接受或轉移,讓各種項目風險對項目產生的不利影響降到最低水平,以完成項目為首要目的,提高項目風險管理水平。深圳XH公司酒店自助開房終端建設項目風險管理中存在的問題是信息系統(tǒng)集成項目中普遍存在的。本文以一些系統(tǒng)集成類案例的同類風險為參考,找出能防控風險的方法,降低項目損失,提高項目收益。從項目中總結出來的關于項目風險管理的經驗和方法也適用于其他同類型的系統(tǒng)集成項目,對其他系統(tǒng)集成類項目有現(xiàn)實意義和參考價值。
[Abstract]:Information system integration is a popular new service that many integration companies can provide at present, and it has become the fastest growing kind of information service industry in the world. At the same time, most of the information system integration projects are high-risk systems engineering, which involves many disciplines, needs a lot of senior talents, needs to invest a lot of money, and the scope of the project is not clear. Customers may also often put forward new requirements, the success of the project is affected by many factors, from the beginning of the project planning to the real implementation of the project there are many risks. Through the research on the risk management of Shenzhen XH hotel self-service terminal construction project, this paper finds an effective method to manage and control these risks, improves the comprehensive benefit of the project, and provides reference value for other similar projects. This paper is based on some literature and case studies on the information system projects at home and abroad in recent years, especially on the risk management theory of information system integration projects. This paper analyzes the risk management of Shenzhen XH hotel self-service opening terminal construction project, and finds that the project implementation unit HYT Company does not attach importance to project risk management, in addition, JXD Company, the project supporting company, has not implemented effective schedule management. The project planning is poor and the risk consciousness is weak, and HYT company itself neglects the planning and management of the project risk, which leads to the overexpenditure of the project cost and the serious delay of the project. In view of this situation, the whole process risk management of the project, the continuous risk management and the interface risk management method are adopted, and according to the characteristics of the risk activities in different implementation stages of the project, the quantitative and qualitative combination is used to establish an integration. Standardized project risk management framework. In the process of project implementation, the risk identification is carried out by combining the risk decomposition structure method with the risk inspection table method, which comes from the project requirements, system design, personnel communication, personnel arrangement, project quality and project schedule risk. The Richter scale method combined with the risk matrix diagram method is used to evaluate the identified risks and formulate the corresponding strategies. Take evasive control over high risks, transfer and decentralize moderate risks, accept or transfer low risks, and minimize the adverse effects of various project risks on the project, with the primary objective of completing the project, Improve the level of project risk management. The problems existing in the risk management of Shenzhen XH hotel self-service opening terminal construction project are common in the information system integration project. Based on the similar risks of some system integration cases, this paper finds out the methods that can prevent and control the risk, reduce the project loss and improve the project income. The experience and method of project risk management summarized from the project are also suitable for other system integration projects of the same type, and have practical significance and reference value for other system integration projects.
【學位授予單位】：廣西大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F719.2;F272.3

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