My CDAS project team is mainly responsible for implementing a network-based management system for coal and electricity enterprises that have business dealings with our company. With the increasing requirements of customers and the continuous development of Informatization trends in the coal and electricity industry, our business has also extended from the implementation of laboratory network management systems to the implementation of integrated management systems for production. The future direction may be the implementation of large-scale fuel management systems. With the continuous development of the computer information system industry, information system project management has been widely used in information technology, especially network information system integration, the implementation of information systems is increasingly guided by systematic project management ideas and methods. Especially for the integration of general software information systems, technology is no longer the main factor that determines the success or failure of projects, it is more about management and interpersonal relationships.
In the past implementation of information system construction, there were two 80/20 estimates: first, 80% of projects failed, and only 20% were successful; second, in those failed projects, 80% of the causes are not caused by technical factors, and only 20% are caused by technical factors. Here, non-technical factors include the transformation of business processes and organizational structure, the concept of enterprise leaders, the quality of enterprise employees, and project management issues. Information system construction is a special project, which has some distinctive characteristics with those of traditional projects, it is precisely these distinctive characteristics that may be a non-technical factor that may lead to project delay, overspending, serious or project failure. The main distinctive features are summarized into the following three categories: 1. The objectives are inaccurate, the scope and boundaries are vague, and the quality requirements are mainly defined by the project team. 2. The customer's requirements change as the project progresses, resulting in constant changes in project progress and costs. 3. information system projects are intellectual-intensive and labor-intensive projects that are most affected by human resources, the structure, responsibility, ability, and stability of the project members have a decisive impact on the quality and success of the information system project. After analyzing the main characteristics of the information system project, we can relate to a series of elements in the project management and the relationship between the elements and the project's success or failure. Based on my experience in implementing the CDAS project, let's talk about some typical issues here. First, define the scope and objectives of the project. The scope of work is defined in the contract. Therefore, during the contract signing stage, a person who understands both technology and has considerable project experience should be arranged, to assist the sales personnel in the negotiation process with the customer, and give the sales personnel full instructions and requirements on technical implementation and cycle. Do not blindly promise that everything can be done and everything can be fulfilled. During requirement analysis, you should have a detailed understanding of the customer's current business processes, and carry out information transformation of the processes without changing the existing business processes and work steps as much as possible, when defining a requirement, do not use ambiguous words to define the requirement. The requirement should be clear and accurate, without misleading descriptions, and ask the customer to sign and confirm the requirement, to ensure that both parties understand the same situation. The more detailed the scope of the definition, the less you will get. If the demand is not done well, the scope is vague, and customers seize the opportunity, they often have to make a lot of unnecessary sacrifices. If the requirement is good, the document is clear and signed by the customer, the changes proposed by the customer later will be beyond the scope of the contract, and additional fees will be charged. At this time, you must never be soft. This is not to deliberately earn money from the customer, but not to make the customer develop the habit of frequent changes. Otherwise, there will be endless troubles. The second is the management of demand changes during project implementation. Changes in demand during project implementation are inevitable, and the important thing is to make changes in demand controllable. This requires that changes in demand should be implemented in strict accordance with the process, no matter how large or small a demand change is, a formal requirement change control process is required to form a requirement change document. In practice, people often do not want to implement formal demand change control procedures for small demand changes. They believe that this reduces development efficiency and wastes time, however, this idea gradually changes the demand into uncontrollable, and ultimately leads to project delays or failures. The control process of demand changes can be reviewed according to the change proposed by the customer. The customer can report the review results to the customer and sign and confirm the implementation of the change. At the same time, customers cannot be given the habit of proposing changes at will, and customers cannot directly seek programmers to modify the software without passing the change record. When the customer proposes unnecessary changes, it lists some changes to the customer that bring great changes and difficulties to the system, so as to put pressure on the customer who proposes the changes. As the pressure increases, the customer becomes cautious when making another change. The second is the planning of documents. At least detailed requirement documents, system plans, specific implementation plans, acceptance documents, and implementation summary should be included in the implementation. To implement the planning of documents, you can create templates for relevant types of documents. During implementation, you only need to fill in the templates as required. At the same time, the purpose of the document is to make it easy to understand, therefore, you do not need to stick to the standard format and standard language. You can use more graphic and explanatory languages for recording. The formation of various documents in implementation is a valuable asset for summing up implementation experience, improving product quality, and accelerating the system implementation progress in the future. It also helps the project team members to familiarize themselves with the project as soon as possible. The above are some of the important aspects of smooth implementation of the project since I implemented multiple CDAS projects. With the expansion of the project scale, the Theoretical and scientific methods of application systems are the key to project success, use specific knowledge, skills, and tools in project implementation to establish a comprehensive and reasonable planning and standard handling process for the project, so as to ensure that the project is in the shortest time, use the most limited resources to complete the most ideal task, so as to obtain the maximum possible benefits.
