4.27 Day 15th time work, thesis and structure, investment 3000W, 2 years of large cycle

on the scope management of information System project

Summary

7 months, our company won the Guangdong province xx City Mobile Unified information Platform (two) project, this company mobile users over tens of millions, belong to the mobile type of city company, I as a project manager involved in project construction, project investment 3500 million, construction period Three months, the project is the province mobile "unified information system operation and maintenance centralized" as the guiding principle of construction, xx City Mobile as the owner unit, the goal is to build a comprehensive and efficient basic service platform, in order to solve the existing information System Island, the business is not uniform and so on. This project has a long investment period, large investment, project stakeholders, platform access system, and many other characteristics, because the project has the problem of unclear demand, so the project scope has become the biggest constraint condition of project construction, so I have a focus on the scope of the project management control, through the development of scope management plan, Scope definition, the development of WBS work breakdown structure, scope determination, scope control and other processes, to ensure the scope of the project control, the owner of the unit unanimously praised,the year 7 months on-line to the current system to run well. In this I combine project management experience to the project in the scope of management achievements and some problems existing in the project elaboration.

Body

The unified information Platform Phase two project is a system integration and business improvement on the basis of one-stage construction. In the first phase of the project, the Information System Management department and the Department center has completed the local unified information work, with the development of the business, the current system platform can not meet the needs of the covering business systems, including: ① County branch offices, various departments of the information System islands, because of decentralized construction leads to business data can not be shared , failure process is not standardized, other business information can not be shared, not conducive to the group and the provincial company's annual inspection; ② all departments in the first phase of system construction integration is mixed, the integration of the system is insufficient, the confidentiality of sensitive business data are flawed, there is a risk of data loss and leakage ③ Each department industry system fragmented, independent of the process audit will also lead to operation and maintenance business process is not standardized, there are similar problems such as the difference between the results of the same fault treatment. The purpose of this unified information two-stage platform is to eliminate information system islands, unified business processes and unified fault handling, to rule-based, and effectively assist the information System Management department monitoring personnel to the early warning processing, standardize fault management, in favor of the group, the provincial audit inspection. The system uses b/S architecture, application load balancing technology, server cluster technology construction, high-performance and highly available application system, ensure the system platform efficiency and stability.

Scope management of a project, including the series of processes required to successfully complete a project, to ensure that the project contains and only contains the work that the project must accomplish. Scope management begins by defining and controlling what is included and what is not included within the project. Its management processes include scoping, scoping, creating a work breakdown structure (WBS), scoping validation, and scope control. The following I will combine the actual situation of this project to discuss these five management processes, in which the scope planning of the creation of a work breakdown structure is the focus of the management process.

First, the preparation of the scope plan. Develop a project scope management plan to define how it is defined, tested, and controlled

scope, create and define a work breakdown structure ( WBS). the scope Management plan is a planning tool that describes how the team defines the scope of the project, prepares detailed scoping instructions, defines and compiles the work breakdown structure, validates, and controls the scope. In order to ensure the rationality of a project management plan, we need reasonable, scientific analysis method and technology to support, combined with the actual situation of this project, we mainly use the expert judgment method, the concrete implementation plan is: ① composition Expert Group. Led by the owner of the department, the Department of Access to the system interface person and we sent 1 people who are more familiar with the project group of experts, the owner of the personnel sent to the main responsible for this project, with the right to make a decision, the Department of the system interface person as a technical expert in this project, I will be the project manager of the project as an expert in this expert meeting, and ② convene a specific expert meeting. The scope plan of the project was organized and confirmed at the meeting, and the results of the ③ meeting were confirmed. The Conference outcome project SCOPE statement, which was formed after the meeting, became a reference to the implementation of the project scope statement after three-party confirmation. The implementation of this program has added weight to my ability to successfully complete this project.

Second, the scope is defined. The scope of the project can be defined broadly or narrowly, depending on the project management

Layer needs, and then focus on the characteristics of the application project further elaborated. Now that the project work is done to achieve the project

Goals, then how to effectively and completely complete each project within the scope of each job is what each of our project managers have to

Thinking of the problem. In this process, we formed a more detailed project scope specification.

Third, create a work breakdown structure ( WBS). The scope of the project "delineation" does not mean that the scope of the project is controllable. Therefore, to further define the scope of the project, the actual work is to further refine the scope of the project, so that the scope of the project to be specific, hierarchical, structured, so as to achieve manageable, controllable, can be implemented purposes, reduce project risk.

In the project scope management process, the most common and must be familiar with the work decomposition method is the work breakdown structure ( WBS). WBS

is a result-oriented analytical method used to analyze the work involved in a project, all of which constitute the

the entire working range. The WBS WBS can be reused at times. At the same time, according to the actual situation of this project, I used the analogy method to complete the project WBS work. and reference to the previous similar project of the WBS as a template for this project. This saves time as well as the experience of previous similar projects, reduces flaws and errors, and WBS style= "font-family: ' Arial ';" To get closer to the needs of this project. The success of this process, for the smooth progress of the project to provide a basis for the official documents, especially in our cooperation with the owners of the System Management department played an important role, greatly avoiding the system repeated access to the construction of the situation, to a certain extent, also reduce the risk of the construction party, At the same time also avoids the two sides in the specific module of the phenomenon of wrangling. For example, although the unified information platform for us to provide a unified access platform, but the access to the various parts of the system such as Oa mail system, oa Customer information Inquiry system These backend administrative rights are not part of our reach, but in this WBS

Four, scope confirmation. Project scope validation refers to the formal recognition of project scope by the project stakeholders, but in practice the project

scope Confirmation is throughout the project life cycle, from the beginning of project management organization confirmation The specific content of the WBS, to the delivery inspection at each stage of the project, until the final project closing document acceptance, or even the final project evaluation summary. As a result of the previous process work breakdown structure is in place, the work of this process is also carried out more smoothly, there will be a part of the system on a regular basis by program integration.

Five, scope control. The main tool for project scope change control is to establish and apply the project change control system,

Change control and draw the relevant responsibilities. Due to the presence of various system interface technologists, the change in access to this project has become more complete, and any changes must be coordinated by the tripartite to give formal changes. Therefore, the change of this project is basically within the control scope, due to better control of the project scope changes, the owner's investment has reached the expected goal, we also successfully completed the project should be completed information platform construction work.

the effectiveness of project scope management and control is a necessary criterion to measure the success of the project, and the project scope management is not only a major part of the project management plan, but also continuously reaffirms the scope of the project and helps the project not deviate from the track, which is a main means of implementing control management in the project. In this project we strictly implemented the project scope management, at the same time in the scope planning stage of the use of expert judgment, in the creation of WBS phase using analogy and module combination of methods, a better completion of the creation of the WBS. In the final scope control process, also set up a more perfect change control system, so that the most difficult to control the change has also been strong control. The project from the acceptance to the present, the operation of a better, has been the owner of the unanimous affirmation, the success of the project and the success of the scope of management is inseparable.

On the planning and monitoring of the project

I. Project summary, brief description of current project investment (greater than 3000W), project timeframe (over two years) and my work in this project

Ii. Project background and project management plan process group (where a small negligence is indicated in the middle)

1 , preparation of project management plan

2 , scope management plan, scope definition, build WBS

3 , activity definition, activity sequencing, activity resource estimation, activity duration estimation, schedule development

4 , cost estimation, cost budgeting

5 , develop quality management plan

6 , develop a human resources plan

7 , develop communication management plan

8 , develop risk management plan, risk identification, risk qualitative analysis, risk quantitative analysis, develop risk response plan

9 , preparation of procurement management plan, contract planning

Third, the project management monitoring process group (in the middle pointed out a small negligence of the place)

1 , supervision and control of projects, overall change control

2 , scope validation, scope control

3 , Progress Control

4 , cost control

5 , quality control

6 , management project Team

7 , performance reporting, managing project stakeholders

8 , risk supervision and control

9 , contract management

Iv. lessons learned from this project

on the progress management of the project

I. Project summary, brief description of current project investment (greater than 3000W), project timeframe (over two years) and my work in this project

Ii. Project background and project schedule management knowledge Area (middle point indicates a small negligence place)

1. Activity Definition

2. Event sequencing

3. Estimated activity Resources

4. Estimated activity duration

5. Make Progress Plan

6. Progress Control

Iii. lessons learned from this project

4.27 Day 15th time work, thesis and structure, investment 3000W, 2 years of large cycle