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论文编号：	3425
作者编号：	2220090833
上传时间：	2011/6/11 11:41:07
中文题目：	天津市防潮信息系统项目进度管理研究
英文题目：	Tianjin moistureproof information system project schedule management research
指导老师：	安利平
中文关键字：	防潮信息系统 进度管理 影响因素 控制方法
英文关键字：	Moistureproof information system, Project Schedule Management, Influence Factors, Control Method
中文摘要：	2004年10月温家宝总理在国家信息化领导小组第四次会议上强调要高度重视信息化的工作，他指出我们要用面向全球的宽广眼界，加快进行现代化建设的高度，紧紧抓住信息化建设的机遇，进一步增强信息化建设的紧迫感和使命感。为响应国家号召，近几年，我市各行各业都在积极推行信息化建设，努力将信息技术引入日常工作管理过程中，虽然可以在某种程度上提高了管理水平，减少了管理复杂度，并产生了一定的经济效益，然而由于信息系统开发本身就是一项综合性的工程，进度尤其难以计算。因为一个单位的信息化建设既不能像采购设备一样直接购买，又不能像产品加工一样完全委托外包，因此较难控制这种长久而持续工程的进度过程。另外项目管理人员经常缠身于重复的常规事务中，不能将宝贵的时间和精力集中于项目的策划及跟踪上，会导致项目信息失真、遗漏或滞后的情况产生，最终造成项目的管理和决策不能建立在准确、及时的数据支持之上，这就会产生决策失误、决策滞后、风险加大、开发周期延长、成本增加等诸多问题。 信息系统开发本身是一项综合性的工程，进度尤其难以计算，无效的进度管理会造成项目决策失误、决策滞后、风险加大、开发周期延长、成本增加等诸多问题。根据美国Hackett公司的一项调查发现，只有37%的信息化项目能在计划时间内完成，只有42%的信息化项目在预算内完成。而在信息化建设过程中最难控制的部分则是软件开发，20世纪70年代中期，美国国防部专门研究了软件开发不能按时提交、预算超支和质量达不到用户要求的原因，结果发现70%是因为管理不善引起的，并非技术原因。20世纪90年代中期，国外项目管理研究小组Standish经过调查发现：在软件项目中约30%的项目被取消；约75%的项目延时完成；约61%的项目不能达到预期的功能和特性；平均每个项目超过预算成本率189%。项目的主要特点之一就是它有严格的时间期限的要求，不仅明确了开始时间，还有结束时间也被严格界定。一个项目能否在预定的时间空间里完成，是项目管理的一项关键内容和绩效衡量指标，安排进度的目的也是为了节约时间控制进度。其中项目延期或是超支是项目进度管理中最常见的两种问题形式，为解决这一问题，将项目管理引入信息系统开发项目中来，特别是时间管理概念，即进度管理。 项目延期或是超支是项目进度管理中最常见的两种问题形式，原因包括方方面面。关于这方面研究的有利条件在于丰富的工程实例，因为大部分相关课题的研究都是建立在真实的工程案例基础上的。然而随着世界环境及科学技术的快速变化，不确定性因素也越来越多，项目建设过程中所需考虑的方面越来越全面细致，遇到的问题也日趋纷繁复杂，如何实施有效的项目管理，提高项目的经济效益和社会效益，已成为亟待解决的重要课题。 项目进度一般指在项目在建设过程中，完成项目实施过程中的各阶段工作的时间和整体工程的进展情况。进度控制则是对工程中的动态的不确定的因素及问题进行管理的过程，是非常重要的环节，做的好与坏会对整个工程的项目管理起到重要的影响，它不仅制约着项目的成本和质量，而且直接影响到工程工期。成本控制、质量控制和进度控制是不可分割的三个部分，进度要加快必然会产生成本增加，同时又存在着质量能否保证的风险，成本和质量又反过来也制约着项目的进度控制。随着项目的进展，特别是对变数更多的信息系统项目而言，怎么样做才能更好的实现项目进度的动态控制呢？ 本文首先阐述了项目进度管理的基础概念，介绍项目进度管理的发展与现状，然后以实际工程为案例，通过对天津市防潮信息系统项目的建设情况及影响项目进度原因的分析，得出了项目计划有差距、缺乏制度化的标准、项目负责人自身存在问题、不确定因素较多等多项造成该项目延期因素的结论，应用项目管理知识有针对性的对该项目进度管理方式方法的改进，给出一般问题和困难的解决方案，并通过运用project软件科学编制的项目进度计划，然后针对各个问题通过采用有效的进度控制措施对该项目进行进度监控，保证信息系统工程按期保质完成。
英文摘要：	Information system development itself is a comprehensive engineering, schedule especially difficult to control, invalid progress management can cause project decision-making misplay, decision-making lag, increasing their risk, development cycle extended, increasing cost of many problems. According to the American Hackett company a survey found that only 37% of the informatization projects can finish in the plan, only 42 percent of informatization projects completed within that budget. And in the information construction process is the most difficult to control part of software development, 20th century 70's intermediate stages, U.S. defense department specializes in the software development cannot submit budget overruns and quality, reach user's reason, found that 70% because mismanagement of the cause, not for technical reasons. In the mid 1990s, the foreign project management team Standish survey found: in software by project in about 30 percent of the project was cancelled; About 75% of the project completion; delay About 61% of the project cannot achieve the desired functions and characteristics; On average, each project cost rates over budget 189%.Project extension or overruns are project schedule management two of the most common problems, in order to solve the problem, One of the main characteristics of project is a strict deadline requirements, not only clear the start time, and end time is strictly defined. One project at a predetermined time can finish in the space of project management, is a key content and performance measurement index, the purpose and arrange schedule to save time control progress. One project extension or overruns are project schedule management two of the most common problems form, in order to solve the problem, the project management information system development project introduced, especially the time management concept, namely progress management. Project extension or overruns are project schedule management two of the most common problems form, causes include aspect. About this study is the favourable conditions of rich engineering examples, because the most relevant topic research are based on real engineering case basis. However as the world environment and science and technology rapid change, and uncertainty factors more and more, project construction process required aspect to consider more and more comprehensive meticulous, problems has become more and more complex, how to carry out effective project management, improve project economic benefit and social benefit, has become an important topic urgently to be solved. Project progress generally refers to in project in construction process, complete the project implementation process of various phases of time and overall project progress. Schedule control is the dynamic of engineering of uncertain factors and problems in management of the process is very important link, do good and bad for the whole project will play an important influence project management, it not only restricts the project cost and quality, but also directly affect the construction period. Cost control, quality control and schedule control the indivisibility of three parts, schedule, to speed up the inevitable will produce cost increase, in the meantime there exist the risk can ensure the quality, cost and quality, in turn, also restricts the project schedule control. As the project progresses, especially for variables for more information on system projects, how to do to better realize the dynamic control to the project schedule? This article elaborates the basic concept of the project schedule management, introduces the development of the project schedule management with practical engineering in the situation, and then as a case, through to the tianjin moistureproof information system project construction and the affect the project schedule reason analysis, obtained project plan a gap, lack of institutionalized standards, project director's own existence problem, not sure many factors and so on many caused the project the conclusion, delay factor, application of project management knowledge targeted to the project schedule management methods of improvement, give general problems and difficulties solutions, and through the use of the scientific establishment bought software project schedule, then for each problem by adopting effective measures for controlling the project progress monitoring guarantee information systems engineering to follow completed.
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