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论文编号：	15490
作者编号：	2320223905
上传时间：	2025/6/12 20:45:22
中文题目：	L公司IT外包项目进度管理优化研究
英文题目：	Research on the Optimization of Schedule Management for the IT Outsourcing Project at L Company
指导老师：	杨坤 副教授
中文关键字：	IT外包项目；进度管理；需求变更；进度监控
英文关键字：	IT outsourcing projects; Schedule management; Requirements change; Progress monitoring
中文摘要：	随着市场竞争的不断加剧，企业为了在激烈的竞争中脱颖而出并实现可持续发展，信息化转型已经成为各大企业必须面对和重视的战略性问题。在这个过程中，企业一般会通过推进IT项目助力企业的信息化转型，且有些企业会选择外包的方式开展IT项目，从而帮助企业降低转型成本，提高经营效益。 L公司是一家全球性的粮食贸易巨头，在国内市场主要从事棉花、谷物、油籽等商品的交易，为油品加工企业和饲料制造商提供必需的原料，在市场上占据显著的份额。然而随着市场竞争的日益激烈，L公司迫切需要进行信息化升级，启动了IT项目建设，将编码工作外包给专业团队，并在公司内部成立IT项目管理团队负责监督。该项目旨在开发一个新的业务操作系统，目的是将现有的人工操作和手工记录转换为信息化和规范化的流程。A项目作为L公司信息化转型的初次尝试，在A项目实施过程中，项目进度严重落后，比计划晚了三个月才完成。本研究通过头脑风暴法识别出影响项目进度的诸多问题，并使用专家访谈法对问题进行重要性评估。分析结果揭示了L公司IT外包项目进度管理失败的两个主要问题：对自身需求变更管理不到位和对外包方进度监督不到位。本文使用鱼骨图对这两个主要问题进行深入的原因分析，并针对这两个主要问题的具体原因给出了相应的优化方案：完善需求变更管理手段和使用更有效的进度监控方法进行绩效评估，以便更好地监控项目进度。 本文针对这两种优化方案给出了相应的实施与保障措施，通过建立需求变更评估标准、增加监控节点设置以及进度绩效评估，希望本文的研究可以给L公司未来的IT外包项目进度管理提出更好的解决方案，同时也希望本研究可以为行业内其他粮油贸易企业提高IT外包项目进度管理水平提供一定的参考。
英文摘要：	With the increasing market competition, in order to stand out in the fierce competition and achieve sustainable development, information transformation has become a strategic issue that major enterprises must face and pay attention to. In this process, enterprises will generally promote IT projects to help the transformation of enterprises, and some enterprises will choose the way of outsourcing IT projects, so as to help enterprises reduce transformation costs and improve business efficiency. L Company is a global grain trading giant, mainly engaged in the domestic market of cotton, grain, oilseeds and other commodities trading, for oil processing enterprises and feed manufacturers to provide essential raw materials, occupy a significant share in the market. However, with the increasingly fierce market competition, L Company urgently needs to upgrade information technology. IT has started the construction of IT projects, outsourced the coding work to professional teams, and set up an IT project management team within the company to take charge of supervision. The project aims to develop a new business operating system with the aim of converting the existing manual operation and manual recording into an informationized and standardized process. Project A is the first attempt of L Company's information transformation. During the implementation of Project A, the project schedule fell behind seriously and was completed three months behind schedule. In this study, many problems affecting the project schedule were identified by brainstorming method, and the importance of these problems was assessed by expert interview method. The analysis results reveal two main problems of L company's IT outsourcing project schedule management failure: inadequate change management of its own requirements and inadequate progress supervision of external contractors. The fishbone chart is used to analyze the causes of these two major problems. According to the specific causes of these two main problems, the corresponding optimization scheme is given: improve the management of demand change and use more effective progress monitoring method to evaluate the performance, so as to better monitor the project progress. Corresponding implementation and safeguard measures are given for these two optimization schemes. By establishing assessment criteria for demand change, adding monitoring node Settings and progress performance assessment, IT is hoped that the research in this paper can propose better solutions for the progress management of future IT outsourcing projects of L Company. At the same time, IT is also hoped that this study can provide a certain reference for other grain and oil trading enterprises in the industry to improve the progress management level of IT outsourcing projects.
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