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Project Mangement留学论文范文

论文作者:www.51lunwen.org论文属性:职称论文 Scholarship Papers登出时间:2014-12-17编辑:Cinderella点击率:13514

论文字数:3275论文编号:org201412161142595198语种:英语 English地区:美国价格:免费论文

关键词:Failures Methodproject management风险管理

摘要:本文采取调查式研究,探讨项目管理常见的问题及其解决方案,提出了Failures Method。

Project Mangement留学论文范文


引言——Introduction

 

“失败方法”的目标是通过采访调查一些被识别的典型失败案例,来了解相关状况的什么方面可能导致失败的出现。本调查研究包括比较理想模型和现实生活里的失败状况。这个对比是希望揭露二者的差异,突出重要领域。随后这些差异奖杯和失败情况联系起来,得出结论。关于失败是否能被避免,或者在一定程度上减少的调查研究必定是一项值得做的工作。研究显示,大部分计划问题都是可以避免的。很多时候,警告信号在信息系统崩溃之前就已经发出了很久。历史经验证明,如果软件工程中心更加集中,建立在被充分理解的技术之上,就更容易成功。有很多作者来信告诉我们项目失败的缘由。比如说,菲尔德告诉我们“项目常常失败,因为项目范围不被看好或者用户需求理解不够”,休姆告诉我们“项目管理系统和相关采购发生在在这样的环境下:缺乏持续性管理,过分乐观估计项目利益的奖励机制。”赖希特钙素我们,过高的用户期待可能导致项目失败。霍夫曼告诉我们IT部门和用户之间差劲的结盟合作导致了项目失败。项目经理们常常沦为“过程警察和报告编译器”,以至于忘记了他们应该做的工作——保证项目的高效运转。

 


The aim of the Failures Method is to investigate some identified failure to learn what aspects of the situation may have led to the failure occurring. The investigation consists of comparing “ideal” models against the real-life failure situation. This comparison is expected to reveal discrepancies between the two, highlighting areas of concern. These discrepancies can then be interpreted in relation to the failure situation and conclusions can be drawn. (West, 1998) Investigating whether failures can be avoided, or reduced by some degree, is certainly a worthwhile effort. Studies suggest that most IS project disasters are avoidable (Heerkens, 2002). Many times, warning signals occur long before an information systems project has begun to fail. History has shown that software projects are far more likely to be successful if they are highly focused and built upon well-understood technology (Heerkens, 2002). There are many writers who tell us why projects fail. For instance, (Field, 1997) tells us that “projects fail too often because the project scope was not fully appreciated and/or user needs not fully understood.” (Hulme, 1997) tells us that “MIS projects and associated procurements take place in an environment characterized by the following: Lack of management continuity and an incentive system that encourages overly optimistic estimates of the benefits that can be attained from doing the project.” And (Leicht, 1999) tells us that high user expectations can actually be the cause of project failure. (Hoffman, 2003) tells that projects fail because of poor alignment between IT departments and business users. Project managers too often act as “process cops and report compilers and loose sight of what they're supposed to be doing - to make sure projects are running effectively”.

 

Hodgson (2002). Tells us “projects fail - that's the fact of life. Too many fail because the average project is like an iceberg - 9/10ths of it lay hidden from view”. All of these writers are correct. However, none of these authors are reporting systematic research of the mechanisms that cause project success or failure. In addition, none of them provides insight into the rate of project failures. According to an article in the Journal of Systems and Softwa论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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