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论文编号：	6505
作者编号：	2220120251
上传时间：	2014/6/12 16:52:05
中文题目：	M公司IT系统整合项目的风险管理研究
英文题目：	Research on Risk Management for IT System Integration Project of M Company
指导老师：	方磊
中文关键字：	企业兼并，IT系统整合，项目风险管理
英文关键字：	Enterprise Merger, IT System Integration, Project Risk Management
中文摘要：	自二十世纪80年代以来，信息技术得到快速发展，它在国内企业的应用也在深度和广度上得到了巨大的发展，极大地改变了企业生产管理、物流和组织建设等环节。IT系统已成为企业的重要资产，成为企业能否正常运营的关键因素之一。随着中国正式成为世贸组织成员，国内经济保持的高速发展，企业间的兼并案例越来越多。由于企业各自的IT系统的差异，往往影响了兼并后的企业运营，甚至造成兼并的失败。所以，企业间的兼并、企业内部的整合，需要IT系统提供相应的支持才能实现。成功的IT系统整合为企业的后续发展提供了有力的支持。 本文以M公司兼并后IT系统整合项目作为案例，就项目实施的风险管理进行研究。本文在项目风险管理理论基础上，吸收新的研究成果，对本项目的风险进行了识别、分析，提出了风险的应对措施以及项目风险的控制机制。论文对M公司及IT项目管理的简介，明确了IT系统整合项目的内容、目标、计划，并总结了项目实施中所面临的一些问题以及IT系统整合项目实施的必要性。本文分析了M公司IT项目风险管理的现状和方法，总结了在IT系统整合项目风险管理的独特性。在风险识别过程中，本文引入了IT治理相关理论，利用COBIT体系定义的IT项目活动，逐一进行分析、风险识别；再结合IT系统整合项目的特点完成对项目风险的分类。在风险评估过程中，创新地引入风险分类影响指数和风险影响时间指数。通过引入这两个指数，降低了项目风险评估的难度。结合风险影响程度和风险发生概率，计算出各个风险的风险值，对各个风险进行分级。综合每个项目风险的影响和风险应对策略针对性的制订项目风险应对措施。风险控制过程包括风险应对措施实施的过程，还包括对风险应对的跟踪和评价，以及风险应对实施后的风险再评估的过程。 通过项目风险管理，保障了IT系统整合项目的顺利完成，同时也为M公司项目风险管理积累了实际经验。由于M公司项目风险管理刚刚起步，虽然对本案例的风险管理有其一定的特殊性和局限性，但还是希望能够为后续的项目风险管理提供一定的参考和借鉴作用。
英文摘要：	Since the 1980s, the information technology has developed rapidly, therewith it has the great development in which of the IT application in domestic enterprises on the depth and breadth. It has greatly changed in the way of enterprises production management, circulation, organization and organization construction, etc. IT system has become an important asset for the enterprises. It is one of the key factors of enterprises operating normally. As China officially has become a member of the world trade organization, China keeps the high-speed development of domestic economy, more and more mergers are made between companies. Due to differences of IT systems among enterprises, which often affects the operation of enterprises after mergers, and even cause the failure of mergers. So, the merger between enterprises and the internal integrations of enterprises need IT systems to provide supports in order to achieve. The successful IT system integrations provide strong support for the subsequent development of the enterprises. This article based on the risk management for IT system integration project after enterprise merger of M company. It is on the basis of the theory of project risk management, absorbs the new research results, identifies and analyzes the risks of this project, suggests the risk response and the method to control the risks. This article introduces the M company and IT project management, the content of IT system integration project, goals, plans, and summarizes some facing problems in the project implementation and the necessity of IT system integration project implementation. This article analyzes the present situation of M company IT project risk management and methods, summarizes the uniqueness of the project risk management in the IT system integration. In the process of risk identification, this article introduces the IT governance the relevant theory, uses COBIT system defined the activities of IT project, case-by-case analyses, identifies risks; and combines the characteristics of the IT system integration project to complete categorization of the project risk. In the process of risk analysis, the article introduces innovatively the risk impact index of risk’s classification and the time index. By introducing the two index, reduced the difficulty of the project risk analysis. It combined with risk influence degree and risk probability. Each risk is comprehensively evaluated and graded. It integrated each project risk impact and risk responses strategies to make the targeted project risk responses. The risk control process includes the process of implementation, the tracking and evaluation of risk responses, and risk reassessment after the implementation of the risk responses. The project risk management guaranteed the smooth completion of the IT system integration project, as well as accumulated practical experience for the risk management of M company. M Company’s project risk management has just started. Although the risk management of this case has its certain particularity and limitations, I still hope it can provide some reference and directive significance for the other project risk managements in the future.
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