电信工程项目质量与风险管理

上海交通大学硕士学位论文电信工程项目质量与风险管理姓名：何波申请学位级别：硕士专业：工商管理指导教师：周朝民20070128,,,,,21,,:,,,,,,,,,,,THEQUALITYANDRISKMANAGEMENTONTELECOMMUNICATIONPROJECTABSTRACTWiththeeconomicglobalizationandinformation-ages’coming,networkeconomicandinformationtechnologydevelopveryfast,allthesegivemodernenterprisesnewopportunitiesandchallenging.Howtosurvivalinsuchcruelcompetitionenvironment,enhancethecorecompetitioncapabilityofitselfisaquestiontothemanagement.Projectmanagementistheneworganizationmodeltoacompany,in21stcentury,companywilluseprojectmanagementasthemaindevelopmodelfortheirproductionandoperationmanagement.Sincetheflexibilityofprojectmanagementcanmakethecompanytofacethefastchangesofthemarketing.Themaincontentofprojectmanagementincludes:projectmanagementorganizationandteam,demonstrabilityandevaluation,financing,theplanning,costandqualitymanagement,projectchangesandcontrol,projectending,projectcommunicate,conflictandriskmanagementandsoon.Nowourcountryisonthestageofestablishmentandimprovementprogressivelyofsocialistmarketeconomy.Comparedwiththewesterndevelopedcountry,theprojectmanagementofourcountryhasjustbeenbeginning.Theresearchisnotdeepenoughyet.Mostofenterprisesareusingtheprojectmanagementbypersonalexperienceaccordingtosystemoferaofplannedeconomy,orintroducethewesternmodel.So,thispaperwillbaseonthecasestudyofSiemensprojectinChina,itisverymeaningfulthatthestudyofprojectmanagementmeetstheneedofmodernenterprisesinChina.Currently,telecommunicationindustryisthemostlydrivertothefastgrowingeconomicofChina,wewillseeaneweraoftelecommunicationindustrydevelopment.Thequalitycontrolandriskmanagementarethemostimportantpartsoftelecomprojectmanagement.Therearemanymethodsofqualitycontrolmanagementandriskmanagement,suitablefordifferententerprises.Findthebestwayofprojectmanagementwilldefinitelyraiseenterpriseeconomicbenefitsandessentialadvantagecompetition.Themaincontentsofthisarticleisaboutqualityandriskmanagementofthetelecomproject,ithasansystematicexpositiononthebasictheoriesofprojectmanagementofSiemensCommunicationNetworksLtd.,Beijing,andfoundoutthequestionoftheexistence,setupasuitablequalityandriskmanagementmode.KEYWORDS:qualitymanagement,riskevaluation,controlValue-addedservice,Customerrelationshipmanagement200701282007012820070128MBA1,,.:,21211.1,,,,,,,IP,,2G/3G,,,,,,,,,MBA2,,,,,,,1.21.2.11(2),1.2.290,,,1997,,MBA3,CRM()1.31.3.1,,,,,,MBA41-11.3.2,,,,MBA51.41.4.1,,1.4.2MBA6,90IT,ISO9000ISO9000ISO9000ISO90002.1,MBA7,ITU-TMBA86-122.22.2.1MBA92.2.2MBA102.2.3ITU-T2.32-1:MBA112-1ISO9000ISO10000(a)DemingJuranGoosby(b)TQM,(1)1.1)2)3)4)2.1)2)3)4)5)3.1)2)3)1.1)2)3)4)5)2.1)/2)3)4)3.1)2)3)1.1)2)3)2.1)2)3.1)MBA12(2)abcdefghij(3)abcdMBA13abcdefabc(4)2.4PMProjectManagement2.4.1MBA14WH(1)(2)Ishikawa2-1FIGURE2-1IshikawaAnalysis29300MBA15PDCAPDCAPlanDoCheckAction2.4.2PDCAMBA162.4.32.5:,1),,MBA172)3:()()4MBA18MBA19,WTO,WTO,,,,3.13.1.1(1)620051-84186.311.1%11.4%3054.03795.2c(2)20016c2005-2006MBA201.3ISPICPESPASPIT(3)GDP3-1GDP20042.72520002005,97.72005926.6%29.1%553-120051MBA213-1FIGURE3-1TelecommunicationIndustryMarketingStatus200442.731.319.56.3(3-2)20042003IPMBA223-22004FIGURE3-2TelecommunicationServiceIncomeStructure200593501.0200310MBA23IPIPIP2004IP46200420.956.23.1.2(1)19961998199819972001129984864111MBA24TD-SCDMA2090CISCOJUNIPERSTM64NGNNGI3G1002003002002188076648.669.3IBM200334152002MBA253G20053G2005600025%200525319%(2)20(3)1998320GDWDMASICMBA263.2SCNBdSCNBBISCEWSD6000SCNBNGN90,,1997,COO()PM(),,,,,(3-3),:----dMBA27537412739.202450084052601675000681,,,--MBA28SiemensBackboneProjectinChinaTelecomUrumqiXiningLanzhouLasaXianBeijingShijiazhuangHaerbinQiqihaerChangchunShenyangBaichengFuxinChengdeQinhuangdaoTianjinJinanHengshuiQingdaoZhangjiakouTaiyuanZhengzhouKaifengNanjingLianyungangShanghaiHefeiLuoyangXinyangHangzhouWuhanShashiXiangfanJiujiangNanchangFuzhouChangshaHengyangGuangzhouChengduChongqingKunmingGuiyangHuaihuaNanningXingyiZhanjiangShenzhengHongkongJianyangHuizhouYiningKuerleRuoqiangGolmudBeihaiYulinYinchuanHohhotMudanjiangYanjiDandongWuhuGuilinGejiuHaikouHuzhouDandongPingxiang3-3FIGURE3-3OpticalNetworkBackboneProjectofSiemensChina3.3205019571257838%MBA29100CPM14633%1965InternationalProjectManagementAssociationIPMA4ProjectManagementInstitutePMI1:2004211MBA301ITU-T2---------3):1)2),,,,,,,MBA31ITUT()MBA32,,4-1MBA334-11.1)2)3)4)52.1)2)3)453.1)21.1)2)3)2.1)2)3)3.1)2)3)4)1.1)2)3)2.1)2)3.1)2)1.1)2)2.1)2)3)4)3.1)2)3)MBA344.14.1.1(1)(2),,(WBS)----1.2.3.1.2.3.1.2.3.4.MBA35----(3)------4.1.2(1)(2)(3)4.1.3(1)MBA36(a)(b)(c)(d)100,000150,000(2)(a)(b)(c)(d)(3)(4)MBA374.2()4.2.1(1),10$500,000.0015%123451)2)3)4512MBA38(2)(3)(4)(5)4.2.2(1)----AB$100000AB(2)(3)(4)(5)MBA394.2.3(1)(2)(a)(b)4.3------4.3.1(1)(2)(a)(b)1)2)1)2)3)4)1)2)3)4)5)MBA404.3.2(1)(2)(3)(4)4.3.3(1)(2)(3)(4)MBA41(5)4.44.4.1(1)(2)(3)1231212MBA424.4.2(1)(2)4.4.3(1)(2)4.5,TurnkeyWTO4.5.1TurnkeyMBA434.5.2Turnkey4.5.3TurnkeyMBA44WTO4.5.4TurnkeyMBA451.2.3.4.5.4.5.519972256SDH,MBA4612)443000,5500358MBA47,MBA48200420MBA49MBA50[1]1993[2]:2004211215[3]:2004164166[4]RichardB.Chase,NicholasJ.Aquilano,F.RobertJacobs