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论文编号：	3383
作者编号：	2220060713
上传时间：	2011/6/10 9:09:49
中文题目：	跨国IT项目的风险评价与防范措施研究 -以T集团海外电子商务开发项目为例
英文题目：	The Study on Multinational IT Project Risk Evaluation and Precautionary Measure -With Example that T Group Overseas Electronic Commerce Developing Project
指导老师：	严建援 教授
中文关键字：	跨国企业;信息技术;项目;风险管理;电子商务
英文关键字：	Multinational Enterprise; Information Technology; Project; Risk Management; Electronic Commerce
中文摘要：	中国企业正以积极的姿态走向世界，并与WTO其他成员国在世界经贸大舞台上展开角逐。与发达国家相比，中国的跨国公司组建较晚，在规模、资金、技术、管理和服务方面存在较大差距。在IT系统建设方面，这些企业一方面面临着在其总部信息化建设和整合的任务，同时，也需要同步在多个国家搭建IT系统。这些中国走出去的跨国企业所面临的信息化挑战无疑是巨大的。 本文通过研究跨国企业在实施IT应用系统项目过程中，在项目的决策、开发、试点、推广和交付运营各个阶段所存在的风险特点，综合现代项目风险管理理论、跨国企业管理理论和IT类项目管理等理论知识，提出了跨国企业实施IT系统项目的风险管理模型；探讨跨国IT项目阶段划分和各阶段风险特征，以及如何设计风险管理计划；阐述了跨国IT项目风险识别和分析的若干方法，以及在跨国IT项目的不同阶段时对各种方法的选择；同时，也提出了跨国IT项目的风险应对方法选择模型。 本文以实践佐证理论的方法，以T集团一个跨国IT项目的风险管理为例，提出跨国IT项目分为试点和推广两个主要阶段，两个阶段的风险模型和管理重点均有不同。着重给出如何设计跨国企业IT项目的全局风险管理计划和单国风险管理计划；不同阶段的风险识别要素和风险等级划分办法；跨国IT项目风险的控制手段和措施；关键阶段的风险决策和风险应对方法；建立风险保障体系可以有效实现对风险的预防和管控。并总结了该案例的一些重要经验教训。 本文的创新点在将一般IT类开发项目与跨国IT项目的差异性进行了分析对比，结合了跨国项目所特有的分阶段方法与IT类项目的风险管理模型，形成了对跨国IT类项目比较全面的风险管理体系。本文对于跨国IT项目的实施过程，有效识别、管理和降低各类风险，提升项目实施的成功率，可起到较好的借鉴作用。同时，对于跨国企业设计其IT管理规范、流程、组织架构和安全策略，实现企业在全球信息化管理的成功，也将有所帮助。
英文摘要：	Chinese companies are acting more and more positive in world, competing with counterparts from other WTO members. Compare with their competitors from developed countries, most Chinese companies are much younger, and inferior in scale, financial strength, technology and service. Refer to IT system construction, these Chinese companies are, on one hand, still building or integrating their IT system at the HQs, and, on the other hand, have to set up their branch IT system in different countries in the same time. These Chinese multinational companies are facing enormous challenges of informatization on the way to world market. This article is to provide risk-management models accurately toward specific risks in different stages of project decision making, project planning, developing, implementing, spreading and operating, based on current leading theories of Project Risk Management, Multinational Enterprise Management and IT Risk Framework theories. It is also to find out how to define stages of multi-national IT projects, and their features, as well as how to make Risk-management plans. In addition, this article is to clarify methods on Risk warning, analyzing, evaluation and reaction of these multi-national IT projects. With examples that support its theories, based on a real IT project of a multinational company – T Group, this article has concluded that a multi-national IT project should be defined as two phases, piloting and spreading. Risk models and management key points are different in the two phases. This article has focused on how to draw up global risk management plans and specific nation risk management plans for a multi-national company’s IT projects. This article has provided methods on risk identification, warning, risk grading, risk monitoring, and control, response, and action plan of the key-stages. With an efficient risk management system, all the potential risks could be predicted, detected, monitored, prevented and avoided. Some of the major experiences and lessons, which actually happened in this real case, have been reviewed in this article. The originality of this article is to compare and analysis differences between normal IT projects and multi-national IT projects, elaborated an overall management system on risk management of multi-national companies’ IT projects, based on the theory of stage management and risk management models. This article is very helpful to the fulfillments of IT projects of all multi-national companies, on risk identification, risk controlling and project accomplishment. Furthermore, it is also very instructive to the multi-national companies on their IT management standardization, IT process regulation, IT organization structure establishment, IT security policy formulation, and their successful global IT network management.
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