电信企业应急项目时间和风险管理的研究
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摘要
随着2008年中国电信业的重组,在中国电信市场诞生了三家全业务运营商,中国电信业跨越到全业务运营的新阶段,电信产业竞争格局发生了巨大改变。在这样的行业环境中,各运营商纷纷转变指导思想,以为用户提供创新、实用的新业务、服务为宗旨。
电信企业面对这种以业务和服务为焦点的竞争,出于对市场及时反馈的需要,越来越多地出现需要快速部署网络和系统的扩容项目,以消化巨大的市场需求。我们把这种为了满足市场需要,而在短时间内需要完成的项目称为：“电信企业应急项目”。这类项目要求在很短的时间内,扩容、优化、改造现有网络和系统或新建网络和系统,既具有很强的时效性,又要保证电信级的服务质量。如何把握好资源在时间和质量这两者之间的分配,取得最佳的平衡点,就成了电信应急项目成败的关键。随着电信业界的竞争日趋激烈,越来越多的应急项目应运而生。
电信企业应急项目有其共性,主要体现在：时间紧,风险因素多、发生几率高,质量要求高,资源相对宽裕。同时,具体项目由于各种因素的不同也存在特性的差异。根据电信企业项目的一般情况,可以从“项目涉及的分公司或公司内部部门、单位情况”和“项目涉及的技术专业情况”两个维度对应急项目的特性进行考量。本文结合电信企业应急项目共性、特性的分析,深入探讨如何通过管理技巧提高整个项目的运作效率、缩短工程建设时间、提高工程质量、增强客户满意度。建立项目特性分析二维模型,用于对某一具体的应急项目的界定,以便为具体项目引用适当的管理模式和方法,以达到高效管理的目的。
本文分析了电信企业现行的项目管理模式对应急项目的适用性不够。在新的业界竞争形势下,电信企业需要从应急项目的特点出发,作出有针对性的改进,以便提高项目实施的速度、效率和可控性。
本文提出了电信企业应急项目管理解决方案,从应急项目的共性特点出发,提出共性管理模式；再深入分析应急项目的特性,进行分类划分,并根据不同的特性提出特定的管理模式。针对应急项目的共性特点,从计划制定和进度控制、风险控制和跟踪机制、质量控制机制、项目组织架构、问题跟踪机制、沟通机制和渠道等方面,说明了电信企业应急项目共性管理模式。针对应急项目的特性,分别就单一应急项目、多方应急项目、多专业应急项目、复杂应急项目提出了管理的增强。
本文还就提出的应急项目管理模式和方法的实际应用进行了分析,通过广东电信C网网络割接项目的实例,说明了管理模式在实际项目中的应用方法和应用效果。
With the reorganization of the Chinese telecommunication industry in 2008, three whole business service provider are born in the Chinese telecommunication market. The Chinese telecommunication industry enters a new stage of whole business operation, and the telecommunication industry competition has changed significantly. In such industry environment, every telecommunication company begins to change the guiding thoughts, aiming to offer creative and practical new applications and services to customers.
Facing such competition focused on applications and services, telecommunication enterprises initiated more and more projects that require rapid deployment of network and system expansion to cope with timely feedback from market, in order to satisfy the huge market demand. We call this type of projects, which is done in order to meet market needs, and needs to be done in a short time:"Telecommunications Enterprises emergent projects."Such projects require expansion, optimization, and transformation of existing networks and systems or new networks and systems in a very short period of time. It must not only be highly time-sensitive, but also ensure carrier-class quality of service. How to seize the resources of time and quality of the distribution between the two to obtain the best balance point has become the key to success of the telecommunications enterprise emergent projects. As the telecommunications industry is becoming more competitive, more and more emergent projects have come into being.
Telecommunication enterprise emergency projects have some common features, including: tight schedule, great number of risk factors and high risk, high requirements, and relative abundance of resources. At the same time, specific projects due to various factors in different ways also have different features. According to the typical telecommunications enterprise project, we can consider two dimensions of the response features:"the project's involving branches or internal departments and units circumstances",and "the project's involving technical expertise".In this paper, incorporating the analysis of identical and different features of telecommunication enterprise emergency projects, explore in depth how management techniques are used to improve the operational efficiency of the entire project, shorten the construction time, improve project quality, and enhance customer satisfaction. Two-dimensional analytical model is built to determine a specific definition of emergency projects, in order to refer to the appropriate management model and method for specific projects, and eventually achieve efficient management.
This paper analyzes the fact that the existing telecom business model of project management is not good enough for emergency applicability of the project. In the new competitive situation, telecommunications companies need to according as the features of the emergent project to make targeted improvements in order to improve project implementation speed, efficiency and controllability.
This paper puts forward telecom enterprise project management solution for the emergent project of telecommunication business enterprise. According as the common feature of the emergent project, this paper puts forward a proposed common management model. Further in-depth analysis of the special features of emergent project, this paper makes classified division according to the different special features and puts forward a specific management model. Aim at the common feature of emergent project, this paper shows a common management model for telecommunication business enterprises from plan develop and progress control, risk control and tracking mechanisms, quality control mechanisms, project organization, issue tracking mechanisms, communication mechanisms and channels, etc. Aim at the special feature of emergent project, this paper puts forward the enhanced management model for single emergent projects, multi-department emergent projects, multi-specialty emergent projects, complex emergent projects.
This paper also analyzes the practical application of the proposed emergent project management models and methods, shows application methods and application results in the actual project, through the CDMA network cutover project of Guangdong Telecom.
电信企业面对这种以业务和服务为焦点的竞争,出于对市场及时反馈的需要,越来越多地出现需要快速部署网络和系统的扩容项目,以消化巨大的市场需求。我们把这种为了满足市场需要,而在短时间内需要完成的项目称为：“电信企业应急项目”。这类项目要求在很短的时间内,扩容、优化、改造现有网络和系统或新建网络和系统,既具有很强的时效性,又要保证电信级的服务质量。如何把握好资源在时间和质量这两者之间的分配,取得最佳的平衡点,就成了电信应急项目成败的关键。随着电信业界的竞争日趋激烈,越来越多的应急项目应运而生。
电信企业应急项目有其共性,主要体现在：时间紧,风险因素多、发生几率高,质量要求高,资源相对宽裕。同时,具体项目由于各种因素的不同也存在特性的差异。根据电信企业项目的一般情况,可以从“项目涉及的分公司或公司内部部门、单位情况”和“项目涉及的技术专业情况”两个维度对应急项目的特性进行考量。本文结合电信企业应急项目共性、特性的分析,深入探讨如何通过管理技巧提高整个项目的运作效率、缩短工程建设时间、提高工程质量、增强客户满意度。建立项目特性分析二维模型,用于对某一具体的应急项目的界定,以便为具体项目引用适当的管理模式和方法,以达到高效管理的目的。
本文分析了电信企业现行的项目管理模式对应急项目的适用性不够。在新的业界竞争形势下,电信企业需要从应急项目的特点出发,作出有针对性的改进,以便提高项目实施的速度、效率和可控性。
本文提出了电信企业应急项目管理解决方案,从应急项目的共性特点出发,提出共性管理模式；再深入分析应急项目的特性,进行分类划分,并根据不同的特性提出特定的管理模式。针对应急项目的共性特点,从计划制定和进度控制、风险控制和跟踪机制、质量控制机制、项目组织架构、问题跟踪机制、沟通机制和渠道等方面,说明了电信企业应急项目共性管理模式。针对应急项目的特性,分别就单一应急项目、多方应急项目、多专业应急项目、复杂应急项目提出了管理的增强。
本文还就提出的应急项目管理模式和方法的实际应用进行了分析,通过广东电信C网网络割接项目的实例,说明了管理模式在实际项目中的应用方法和应用效果。
With the reorganization of the Chinese telecommunication industry in 2008, three whole business service provider are born in the Chinese telecommunication market. The Chinese telecommunication industry enters a new stage of whole business operation, and the telecommunication industry competition has changed significantly. In such industry environment, every telecommunication company begins to change the guiding thoughts, aiming to offer creative and practical new applications and services to customers.
Facing such competition focused on applications and services, telecommunication enterprises initiated more and more projects that require rapid deployment of network and system expansion to cope with timely feedback from market, in order to satisfy the huge market demand. We call this type of projects, which is done in order to meet market needs, and needs to be done in a short time:"Telecommunications Enterprises emergent projects."Such projects require expansion, optimization, and transformation of existing networks and systems or new networks and systems in a very short period of time. It must not only be highly time-sensitive, but also ensure carrier-class quality of service. How to seize the resources of time and quality of the distribution between the two to obtain the best balance point has become the key to success of the telecommunications enterprise emergent projects. As the telecommunications industry is becoming more competitive, more and more emergent projects have come into being.
Telecommunication enterprise emergency projects have some common features, including: tight schedule, great number of risk factors and high risk, high requirements, and relative abundance of resources. At the same time, specific projects due to various factors in different ways also have different features. According to the typical telecommunications enterprise project, we can consider two dimensions of the response features:"the project's involving branches or internal departments and units circumstances",and "the project's involving technical expertise".In this paper, incorporating the analysis of identical and different features of telecommunication enterprise emergency projects, explore in depth how management techniques are used to improve the operational efficiency of the entire project, shorten the construction time, improve project quality, and enhance customer satisfaction. Two-dimensional analytical model is built to determine a specific definition of emergency projects, in order to refer to the appropriate management model and method for specific projects, and eventually achieve efficient management.
This paper analyzes the fact that the existing telecom business model of project management is not good enough for emergency applicability of the project. In the new competitive situation, telecommunications companies need to according as the features of the emergent project to make targeted improvements in order to improve project implementation speed, efficiency and controllability.
This paper puts forward telecom enterprise project management solution for the emergent project of telecommunication business enterprise. According as the common feature of the emergent project, this paper puts forward a proposed common management model. Further in-depth analysis of the special features of emergent project, this paper makes classified division according to the different special features and puts forward a specific management model. Aim at the common feature of emergent project, this paper shows a common management model for telecommunication business enterprises from plan develop and progress control, risk control and tracking mechanisms, quality control mechanisms, project organization, issue tracking mechanisms, communication mechanisms and channels, etc. Aim at the special feature of emergent project, this paper puts forward the enhanced management model for single emergent projects, multi-department emergent projects, multi-specialty emergent projects, complex emergent projects.
This paper also analyzes the practical application of the proposed emergent project management models and methods, shows application methods and application results in the actual project, through the CDMA network cutover project of Guangdong Telecom.
引文
[1]凯西·施瓦尔贝(Kathy Schwalbe)著.邓世忠等译.IT项目管理.机械工业出版社.2005年4月第一版
[2](美)项目管理协会著.卢有杰王勇译.项目管理知识体系指南.电子工业出版社.2005年1月第一版
[3]李世蓉.建设项目风险管理的基本过程与特点.建筑.2003
[4]王道平,李林等.一种考虑风险的项目活动持续时间的估算方法.湘潭大学社会科学学报第27卷第1期.2003.1
[5]Herman Steyn. An investigation into the fundamentals of critical chain project scheduling. International Journal of Project Management.2000
[6]Johnson, Jim. CHAOS-The Dollar Drain of IT Project Failures. Application Development Trend.1995.1
[7](美)斯蒂芬·哈格(Stephen Haag)梅芙·卡明斯(Maeve Cummings)等著.严建援等译.信息时代的管理信息系统.机械工业出版社.2006年4月第一版
[8](美)加里·戴斯勒(Gary Dessler)著.吕廷杰赵欣艳译.管理学精要.中国人民大学出版社.2004年4月第一版
[9]王建民著.战略管理学.经济科学出版社.2003年11月第一版
[10](美)科兹纳(Kerzner.H.)著.杨爱华杨敏王丽珍等译.项目管理：计划、进度和控制的系统方法.电子工业出版社.2006年9月第1版
[11](美)吉多(美)克莱门斯著.张金成译.成功的项目管理(原书第2版).机械工业出版社.2004年1月第一版
[12]Richard B.Frant Zred. Human Resource Planning:Forecasting Manpower NeedS. Personnet Journal VOI.60.no.11.November.1999.pp22-23
[13]崔文晓,董火民,田青.信息系统工程范围管理关键策略探讨.信息技术与信息化.2007
[14]朱宏亮.项目进度管理[M].清华大学出版社.2002
[15]John R.Vacca. Wireless BroadbandNetworks Handbook3G,LMDS&Wireless Internet.北京.人民邮电出版社.2001
[16]马国丰,尤建新.项目活动时间估算的适用性研究.工业工程与管理.2006年第5期.2006
[17]范水清,赵晓晨.项目管理时间估算方法研究.工业技术经济.2006年第5期.2006
[18](美)格雷戈里·T.豪根(Gregory T.Haugan)著.项目计划与进度管理.机械工业出版社.2005
[19]庞华.网络计划技术在工程进度控制中的应用.浙江水利科技.2008.5
[20]朱曙.项目进度控制方法从CPM/PERT到CCM.管理科学.2008
[21]Eric Noreen. Debra Smith. James T. Mackey. The Theory of Constraints and Its Implications for management Accounting.The North River Press.1995
[22]Larry P. Leaeh. Critical Chain Project Management Improve Project Performance. Project Management Journal.1999
[23]Cleland. David I. Project Management:Strategic Design and Implementation New York MeGraw-Hill.1994
[24]David I. Cleland. Project Management Third Edition. ESI 1999
[25]陈运忠.两种项目管理软件在进度控制中的运用.石油化工建设.2008.2
[26](美).James P.Lewis.赤向东译.项目计划、进度与控制[M].清华大学出版社.2003
[27]Robert B.Angus Planning, Performing, and Controlling Projects:Principles and Applications(Third Edition)
[28]Berkun The Art of Project Management
[29]林锐,唐勇,黄曙江,等.IT企业项目管理：问题方法和工具
[30](美)奈特(H.Knoght. F.H.K.)著、王宇译.风险、不确定性和利润.中国人民大学出版社.2005
[31](美)罗斯·杰伊著、胡玲译.时间管理.华夏出版社.2006
[32](美)保罗S.罗耶著.项目风险管理：一种主动的策略.机械工业出版社.2005
[2](美)项目管理协会著.卢有杰王勇译.项目管理知识体系指南.电子工业出版社.2005年1月第一版
[3]李世蓉.建设项目风险管理的基本过程与特点.建筑.2003
[4]王道平,李林等.一种考虑风险的项目活动持续时间的估算方法.湘潭大学社会科学学报第27卷第1期.2003.1
[5]Herman Steyn. An investigation into the fundamentals of critical chain project scheduling. International Journal of Project Management.2000
[6]Johnson, Jim. CHAOS-The Dollar Drain of IT Project Failures. Application Development Trend.1995.1
[7](美)斯蒂芬·哈格(Stephen Haag)梅芙·卡明斯(Maeve Cummings)等著.严建援等译.信息时代的管理信息系统.机械工业出版社.2006年4月第一版
[8](美)加里·戴斯勒(Gary Dessler)著.吕廷杰赵欣艳译.管理学精要.中国人民大学出版社.2004年4月第一版
[9]王建民著.战略管理学.经济科学出版社.2003年11月第一版
[10](美)科兹纳(Kerzner.H.)著.杨爱华杨敏王丽珍等译.项目管理：计划、进度和控制的系统方法.电子工业出版社.2006年9月第1版
[11](美)吉多(美)克莱门斯著.张金成译.成功的项目管理(原书第2版).机械工业出版社.2004年1月第一版
[12]Richard B.Frant Zred. Human Resource Planning:Forecasting Manpower NeedS. Personnet Journal VOI.60.no.11.November.1999.pp22-23
[13]崔文晓,董火民,田青.信息系统工程范围管理关键策略探讨.信息技术与信息化.2007
[14]朱宏亮.项目进度管理[M].清华大学出版社.2002
[15]John R.Vacca. Wireless BroadbandNetworks Handbook3G,LMDS&Wireless Internet.北京.人民邮电出版社.2001
[16]马国丰,尤建新.项目活动时间估算的适用性研究.工业工程与管理.2006年第5期.2006
[17]范水清,赵晓晨.项目管理时间估算方法研究.工业技术经济.2006年第5期.2006
[18](美)格雷戈里·T.豪根(Gregory T.Haugan)著.项目计划与进度管理.机械工业出版社.2005
[19]庞华.网络计划技术在工程进度控制中的应用.浙江水利科技.2008.5
[20]朱曙.项目进度控制方法从CPM/PERT到CCM.管理科学.2008
[21]Eric Noreen. Debra Smith. James T. Mackey. The Theory of Constraints and Its Implications for management Accounting.The North River Press.1995
[22]Larry P. Leaeh. Critical Chain Project Management Improve Project Performance. Project Management Journal.1999
[23]Cleland. David I. Project Management:Strategic Design and Implementation New York MeGraw-Hill.1994
[24]David I. Cleland. Project Management Third Edition. ESI 1999
[25]陈运忠.两种项目管理软件在进度控制中的运用.石油化工建设.2008.2
[26](美).James P.Lewis.赤向东译.项目计划、进度与控制[M].清华大学出版社.2003
[27]Robert B.Angus Planning, Performing, and Controlling Projects:Principles and Applications(Third Edition)
[28]Berkun The Art of Project Management
[29]林锐,唐勇,黄曙江,等.IT企业项目管理：问题方法和工具
[30](美)奈特(H.Knoght. F.H.K.)著、王宇译.风险、不确定性和利润.中国人民大学出版社.2005
[31](美)罗斯·杰伊著、胡玲译.时间管理.华夏出版社.2006
[32](美)保罗S.罗耶著.项目风险管理：一种主动的策略.机械工业出版社.2005
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