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1、丰乐种业管理变革咨询报告ITProjectRiskManagementHowcanallrisksofanITprojectbeidentified,evaluated,andmanagedfromtheinitiationoftheprojectideauntiltheformalWrap-UpoftheITproject?4September1998RiskManagementthroughouttheITCycleBusinessStrategyStrategicITPlanningSoftwar
2、eDevelopment&ImplementationITOperationsBusinessOperationsITStrategyRisksProjectManagementRisksITOperationsRisksBusinessContinuityPlanning?ArthurAndersen,AllrightsreservedEfficiency&EffectivenessBusinessInformationTechnologiesITProjectRiskManageme
3、nt:ContentsProjectManagementIntroduction:Why?DefinitionComponentsProjectRiskManagementContextDiagramBusinessRiskModelDefinitionComponentsProjectManagementOfficeCriticalSuccessFactorsConclusionsResourcesProjectManagement:Why?“Theprimaryreasonforusingproje
4、ctmanagementistoprovideanorganizationaldesignandstrategytobringanorganizationalfocustothoseadhocactivitiesneededtoeffectchangeintheorganization…”DavidI1>.Cleland,UniversityofPittsburgh“Companiesaredemandingwell-managedITprojectswithafocusonclientaddedval
5、ue,speed,quality,knowledgetransfer,...”In1996,ofallITprojects:25%SUCCEEDED:=>ontime,onbudget,asinitiallyspecified35%wereCHALLENGED:=>late,overbudget,deliveringlessthanspecified40%FAILED:=>canceledatsomepointduringtheprojectProjectManagement:Why?
6、InITprojectsthatfail,themostelementarymanagementaspectsaremissing:85%ofITprojectsstartwithoutanaccepted5>viewoncostsandtimeframeInlessthan1%ofITprojectsistheexactstartingdateknownIn15%ofITprojects,itisnotclearwhethertheyarefinishedInmorethan50%ofITprojec
7、ts,scopeenlargementsarecommonLessthan15%ofITprojectmanagershaveachange-managementplantodealwithscopechangesProjectManagement:Why?ProjectManagement:Why?WhydoITprojectsfailsooften?(1)Nostandardvision/communicationontheITprojectprogressPoorlydefinedprojects
8、copePoorprojectorganizationandmanagementIncompleterequirementsandspecificationsWrongprojectestimations(timeandbudget)LackofproperprojectresourcesPoorprojectqualitycontrol“Silovision”onITprojectsConflictsbetweenITprojectsOr
