40个系统集成项目的实践经验

Taichi Nakamura, S. Matsuda
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引用次数: 5

摘要

在为新进入的业务领域开发信息系统时,客户不能真正确定规范,即使系统的规范已经由客户和系统集成商(SI)决定并达成一致。为了处理这个问题,SI的项目经理(PM)评估来自客户的每个新请求。客户的要求应根据其与六个关键项目管理点的相关性进行评估:价格、成本、合同条款、规格、团队建设和进度/质量。如果客户的要求导致了项目基线的变化,比如截止日期,并且它使盈利能力变得不太可能,这就会触发项目的红牌。如果请求可能会或可能不会对计划产生不利影响,但仍然需要密切关注,则设置黄牌。本文描述了对从2001年11月开始与客户谈判的40个项目的项目经理所做报告的分析结果,这些项目的接受订单将在1亿日元(80万美元)到120亿日元之间。项目经理向主管提交的这些报告显示了在一个新的市场领域进行系统集成的困难程度,以及项目经理所吸取的经验教训,这些应该成为未来行动的基础。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Practical lessons from 40 system integrating projects
In developing an information system for a newly entered field of business, a customer cannot really finalize specifications, even if the specifications for the system have been decided and agreed on by both the customer and the system integrator (SI). To cope with this problem, the project manager (PM) of the SI evaluates each new request from a customer. The customer's requests should be evaluated in terms of their relevance to the six key project management points: price, cost, contract terms, specifications, team building and progress/quality. If the customer's request causes a change in the project's base line, such as a deadline, and it makes profitability less likely, this triggers a red card for the project. If the request may or may not adversely affect a plan, but nonetheless requires close attention, a yellow card is set. We describe the results of an analysis of the reports made by PMs of 40 projects for which negotiations with customers began from November 2001, and from which the accepted orders will be between 100 million yen (0.8 million dollars) and 12 billion yen. These reports made by PMs to the director show the degree of difficulty of system integration in a new market area and the lessons learned by PMs, which should form the basis for future actions.
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