IT企业项目管理沟通机制的构建-以浪潮集团为例(硕士)

IT企业项目管理沟通机制的构建-以浪潮集团为例(硕士)(论文36000字)
摘要
软件企业作为IT项目的承接方需要与客户及内部各部门进行多方沟通,因此IT项目沟通管理作为贯穿于项目管理的全过程的重要要素，对于软件企业充分了解客户意图,设计功能完全、实用性强的软件以及按时实施上线具有重要的作用。但是,软件行业不同于一般的行业,软件项目的设计、开发及实施更是一个智力劳动密集型的活动,有其自身的特点,因此有必要对软件行业项目沟通管理开展研究,从构建有效的沟通管理机制。
目前国内主流IT企业实施的项目当中，有为数不少的项目是不成功或是没有很好达到预期效果的，究其原因，除了中国企业目前的管理水平与国外先进企业存在一定的差距外，这些 IT 项目在前期规、开发以及实施过程中的项目沟通管理不善也是一个非常重要的原因。本研究以管理沟通理论为基础，以浪潮集团为案例，以中国IT企业在ERP项目实施过程中普遍存在的项目管理尤其是沟通管理的问题为出发点和落脚点，研究IT项目管理过程中的有效沟通问题，旨在提高IT项目管理的沟通效率，构建更加有效的沟通机制。
本研究首先从现有文献中出发阐述沟通相关的理论依据。其次，分析目前IT企业项目在沟通机制方面的实际情况以及存在的问题，最后以H集团资金管控项目为例分析项目在建设过程的实际问题并针对实际问题结合自身项目沟通管理的工作经验提出解决思路。 [资料来源：www.doc163.com]
沟通管理在项目实施中至关重要，在 IT 项目的实际沟通过程中，经常存在甲乙双方意思沟通不顺畅，项目团队中各项角色配置不到位、人员分工不合理、团队没有沟通意识或者沟通意识不强、沟通目的不明确、沟通渠道和方式选择不合适、或是沟通技巧缺乏等问题。这些问题的存在是导致IT项目不成功的主要因素之一。
要有效解决IT项目沟通过程中存在的问题，就要在一定的理论基础上构建合理的沟通策略。本文运用到的理论主要有：第一，项目干系人管理理论，项目干系人(Project Stakeholders)是指对项目产生影响或者受项目影响的组织或个人。项目管理团队必须识别项目干系人,确定他们的需求和期望,尽最大可能地管理与需求相关的影响以获得项目的成功。第二，沟通模型理论，该理论认为沟通过程就是信息发送者将自己要传递的信息进行正确的编码后,通过有效的渠道传递给信息接收者,接收者按照相应的程序对收到的信息进行解码,最终形成能够理解的信息而被接收者接收到过程。沟通是一个反复循环的互动过程，这一模型包括了信息发送者、信息接受者、信息内容、编码、传输渠道、译码、信息理解、干扰、反馈等九大要素。第三，沟通管理理论，项目沟通管理是为了确保项目信息及时、适当的产生、收集、传播、保存和最终配置所必须的过程,它在人员和信息之间提供取得成功所必需的关键联系。沟通管理是一个收集与反馈,存储与加工,解决与发布在项目执行过程中所汇集的各种信息的处理过程。本文的研究方法主要有文献研究法以及实证分析法，对浪潮集团的IT项目进行实证分析，为我国其它企业IT项目提供有益的借鉴意义。

[资料来源：http://www.doc163.com]

本文综合分析 IT 项目的特征、现状和存在的问题，先从理论的高度对 IT项目沟通的过程和影响因素进行分析和研究，对沟通的定义以及沟通管理的特征进行了分析，对我国IT项目沟通管理的现状进行了介绍，在此基础上以浪潮集团作为研究案例，指出浪潮集团IT项目沟通管理存在的问题和处理措施。然后针对存在的主要问题做进一步的深入探讨，逐一找出其解决建议和应对措施，并在此基础上归纳总结出一套适合 IT 项目沟通管理的机制，以确保 IT 项目沟通过程行之有效。核心内容是以项目全生命周期中的沟通管理为主线，就中国企业在 IT 项目实施中普遍存在的项目管理尤其是沟通管理问题为出发点和落脚点，选取项目实施过程中重要的典型的项目沟通工作（项目团队建设、沟通计划、口头沟通、项目会议管理、阶段汇报、网络沟通、沟通渠道保障、项目沟通管理软件、项目文档管理和项目冲突管理）作为 IT 项目沟通管理的关键点，在此基础上为 IT 项目的实施建立一套行之有效的沟通机制，并将此机制应用到实际的项目管理中进行验证。从实际项目的应用结果来看，该机制具有较强的针对性、实用性和可操作性，能为企业、第三方服务商和 IT 项目参与和管理人员提供有益的参考。
通过研究本文得出了以下结论：第一，在分析研究沟通理论、项目沟通过程和要素、项目沟通的渠道和方式，以及 IT 项目目前存在的主要沟通问题后，在此基础上，总结过去的经验，建立起一个适合项目整个生命周期中主要沟通内容的沟通机制；第二，将建立的 IT 项目沟通机制部分应用到实际项目的沟通管理中，分别在团队建设、项目会议管理、网络沟通和文档管理等方面进行了验证，提高项目的实施效果，缩短了项目周期，并得到了项目团队和客户的高度认可。 [资料来源：Doc163.com]
本文的创新之处为：以 IT 项目的整个生命周期为主线，将其中典型的沟通工作的理论研究和实践总结穿插其中，形成一套贯穿 IT 项目实施全过程的沟通管理机制，该机制具有较强的针对性、实用性和可操作性，能为参与到 IT 项目实际实施中的相关方提供很好的参考和指导。在具体分析中以浪潮集团IT项目为研究对象，分析浪潮集团 IT 项目存在的主要沟通问题，在此基础上，总结过去的经验，建立起一个适合浪潮集团以及IT项目整个生命周期中主要沟通内容的沟通机制。
然而由于研究者的时间限制及投入精力不足，所搜集的资料还不够多，研究的技术和方法还不够完善，所构建的 IT 项目沟通机制是基于单案例研究得出的结论，还不够全面、严密和规范，应用的面还不够全面不够深入，还有待于今后在其他企业的实践中进一步完善。
关键词：IT项目；项目管理；沟通管理；沟通机制。

Abstract
Software enterprises as IT projects to undertake party need to communicate with customers and internal departments to many, therefore IT project communication management as an important element of throughout the whole process of project management, and fully understand customer intent for software enterprises, design function fully, practical software and implementation of online play an important role on time. Software industry is different from general industry, however, to design, develop and implement a software project is an intelligence labor-intensive activities, has its own characteristics, so it is necessary for the software industry project communication management to carry out the research, from building effective management mechanism.
At present domestic mainstream enterprise IT project, there are big project is successful or not is very good to achieve the desired effect, investigate its reason, in addition to the management level of Chinese enterprises at present there is a certain gap with foreign advanced enterprises, the IT project in the previous rules, the development and implementation of the project in the process of communication management is also a very important reason. In IT project actual process of communication, often exist both parties communication not smooth, the project team in various roles configuration does not reach the designated position, unreasonable personnel division of labor, no strong sense of team has no sense of communication, or communication, communication purpose is not clear, communication channels and the way choice not appropriate, or lack of communication skills. The existence of these problems is one of the main factors that lead to IT project is not successful.
To effectively solve the problems existing in the process of IT project communication, will be based on certain theoretical construct reasonable communication strategy. This paper USES the theory mainly include: first, the theory of stakeholder management, Project Stakeholders (Project Stakeholders) refers to the impact on the Project or the organizations or individuals affected by the Project. Project management team must identify the stakeholders, determine their needs and expectations, as much as possible in the influence of the management related to requirements for the success of the project. Second, communication model theory, the theory is that the communication process is information to the message sender after the correct coding, through effective channel information is passed to the recipient, the recipient in accordance with the corresponding program to decrypt the received information, eventually form to understand the process of information by the recipient to receive. Communication is a repeated cycle of interaction process, this model includes the information sender, receiver, information content, information coding, information transmission channel, decoding, understanding, nine main factors of interference, feedback. Third, the theory of communication management, project communication management is to ensure that project information timely and appropriate generation, collection, transmission, storage and final configuration required to process, it between the personnel and the information provided the necessary key contact for success. Communication management is a collection and feedback, storage and processing, solve and release in the collection of all kinds of information in the process of project implementation process. This article main research methods of literature research and empirical analysis, empirical analysis was carried out on the inspur of IT projects, provide some useful reference for other enterprise IT project in China. [资料来源：www.doc163.com]
In this paper, the comprehensive analysis of the characteristics of IT projects, the present situation and the existing problems, first from the height of the theory of IT project communication process and influence factors analysis and research, the characteristics of the definition of communication and communication management are analyzed, and the present situation of our country's IT project communication management are introduced, based on the wave group as a case study, IT points out that the wave group project communication management problems and treatment measures. Then aimed at the main problems for further in-depth discussion, one by one to find out the solving Suggestions and countermeasures, and on the basis of sum up a set of suitable for IT project communication management mechanism, to ensure IT project communication process works. Core content is based on the lifecycle of project communication management as the main line, IT is common among Chinese enterprises in the IT project implementation of the project management, especially the communication management problems as the starting point and the foothold, selection of important in the process of project implementation of typical project communication (project team building, communication plan, oral communication, project management meeting report, stage, network communication, communication security, project communication management software, project document management and conflict management) as the key point of IT project communication management, on this basis for the implementation of IT projects to establish an effective communication mechanism, and applies this mechanism to validate the actual project management. From the perspective of the application results of actual project, the mechanism has strong pertinence, practicability and maneuverability, for enterprises, third party service providers and to participate in IT projects and management personnel to provide the beneficial reference. [来源：http://www.doc163.com]
IT enterprise in the ERP project implementation in China based on widely exist in the process of project management, especially the problem of communication management as the starting point and the foothold, through the analysis of the theoretical system and practice experience, draw the following conclusions: first, based on the analysis of the communication theory, project communication process and elements, project communication channels and means, and communication problems existed yet in IT project, on this basis, summed up past experience, set up a suitable project throughout the life cycle of the main communication content of the communication mechanism. Second, will establish a mechanism to IT project communication part is applied to the actual project communication management, meeting in team building, project management, network communication and document management and so on are verified, and improve the effect of the implementation of the project, shorten the project cycle, and the height of the project team and customer recognition. [资料来源：http://Doc163.com]
The innovation of this article is: in IT projects as the main line, the entire life cycle of a typical communication work summary of theoretical research and practice, formed a set of communication through IT project implementation process management mechanism, this mechanism has strong pertinence, practicability and maneuverability, can participate in the actual implementation of IT projects related party to provide a good reference and guidance. In the concrete analysis to inspur IT project as the research object, analyzing inspur IT projects the main communication problems, on this basis, summed up past experience, set up a suitable for wave group and IT projects throughout the life cycle of the main communication content of the communication mechanism.
Due to time limit, the master did not have enough information, technology and methods of the study is not perfect enough, IT project communication mechanism is not enough comprehensive, strict and standard, the application of surface is not enough in-depth, comprehensive remains to be further accepted the test of practice.
Keywords: IT projects; Project management; Communication management; Communication mechanism. 

目录
第1章绪论    1
1.1研究背景    1
1.2研究意义    2
1.3研究方法及研究思路    3
1.3.1研究方法    3
1.3.2研究思路    3
1.4本文创新点    4
第2章文献综述    4
2.1沟通的内涵    4
2.1.1沟通的定义    4
2.1.2沟通模型理论    6
2.1.3有效沟通的特征    8
2.1.4沟通质量标准    9
2.2    项目沟通管理    9
2.2.1沟通管理的要素    10
2.2.2项目沟通管理的特征    12
2.2.3外部沟通管理    12
2.2.4项目内部沟通管理    13
2.2.5文献评述及研究切入点    14
第3章国内IT企业项目管理现状    15 [资料来源：Doc163.com]
3.1 IT项目管理现状    15
3.1.1 IT项目管理特征    15
3.1.2 IT项目管理现状    16
3.1.3 IT项目管理存在的问题    17
3.2 IT 项目沟通管理现状    18
3.2.1 IT 项目沟通管理现状    18
3.2.2 IT 项目沟通管理存在的问题    19
第4章案例研究    20
4.1 案例企业简介    20
4.2 浪潮集团IT项目沟通机制    21
4.2.1 团队组建    22
4.2.2 沟通计划    23
4.2.3 项目沟通    25
4.2.4 项目会议管理    26
4.2.5 阶段汇报    29
4.2.6 项目文档管理    30
4.3 浪潮集团IT项目沟通存在的问题    31
4.3.1项目启动存在的问题    31
4.3.2项目需求调研存在的问题    31
4.3.3项目实施阶段存在的问题    32
第5章案例企业IT 项目沟通机制优化    32 [资料来源：https://www.doc163.com]
5.1在浪潮集团项目中的应用—H集团资金管控项目    32
5.1.1项目背景    33
5.2沟通机制在项目中的应用    34
5.2.1团队组建及建设    34
5.2.2项目会议管理    35
5.2.3项目汇报    35
5.2.4网络沟通    35
5.2.5文档管理    37
5.3加强H公司资金管控项目沟通的对策    38
5.3.1 采取多元化的沟通方式    39
5.3.2 建立正确的沟通计划    39
5.3.3 加强团队建设    40
第6章结束语    41
6.1研究结论    41
6.2研究展望    42 [版权所有：http://DOC163.com]