Shulou(Shulou.com)06/01 Report--

Abstract

In August 2013, as a project manager, the author participated in the construction of the first phase of the e-government network in XX province. As a key strategic project of the unit, the total investment of the project is 32 million yuan, the project cycle is 26 months, a total of 7 units participate in the construction. The system is based on the JAVA/JAVA EE multi-tier architecture of ORACLE database, takes LINUX as the operating system, applies object-oriented design, service-oriented (SOA), interface-oriented technology and component development technology, and adopts MVC, ORM, Web Service and AJAX technologies.

In accordance with the requirements of unified organization and leadership, unified planning and construction, unified data standards, unified external network platform, unified document processing and transaction processing platform, and unified centralized deployment, after the completion of the project, to achieve cross-regional, cross-departmental and cross-level information transmission, document transmission, information sharing and business coordination among civil servants in the province.

In December 2015, the project passed the acceptance of customers and won the praise of Party An and all participants. it became a successful case of e-government industry and was unanimously recognized by the industry. Based on the author's practical experience, this paper discusses the scope management of the project, mainly from the aspects of making scope plan, defining scope, creating WBS, verifying scope and controlling scope.

Text

In August 2013, as a project manager, the author participated in the construction of the first phase of the e-government network in XX province. The project sets up the e-government office platform and mobile office platform for provincial, municipal, county and township governments at all levels, so that the administrative organs of the province can work uniformly through the e-government platform and build an "integrated" government strategy. it is a key project in provincial e-government during the 12th five-year Plan period. The construction period of the first phase of the project is 26 months, starting in August 2013 and ending in December 2015, with a total investment of RMB 32 million. The project aims to achieve cross-regional, cross-departmental and cross-level information transmission, document transmission, information sharing and business coordination among civil servants in the province.

The project adopts the Bamp S structure, the system is based on the cluster of six nodes in RAC of ORACLE11g database, and the multi-tier architecture of JAVA/JAVAEE. It adopts application object-oriented design, service-oriented (SOA), interface-oriented technology and component development technology, and adopts MVC, ORM, Web Service and AJAX technology. The operating system has been dominated by Redhat's Linux6.5 and Microsoft's Windows2008. The middleware uses IBM's WebSphere and cluster, and the terminals are personal computers and intelligent terminals of various units. The project adopts a matrix organizational structure, and key members are drawn from various functional departments to form a special project team. I was appointed as the project manager of the project, responsible for the management of the project and reported directly to the general manager of the company. Next, I will introduce the scope management of the project from the following aspects: making the scope management plan, defining the scope, creating the work breakdown structure, verifying the scope and controlling the scope.

I. develop a scope management plan

In the development of some IT projects, the scope is defined without a scope management plan, or when the scope is defined and the plan is made at the same time, we strictly follow the PMBOK specifications and pay special attention to the formulation of the scope management plan, which seems to take a lot of time, but without the scope management plan, there will be no rules for the future scope management work. There are some problems, such as unclear definition of scope, spread of scope, unclear boundary of scope and so on.

Therefore, in this project, I attach great importance to the formulation of the scope plan. Before making the formal plan, I first look up the company's organizational process assets, find out the template for making the scope management plan, and then combine the experience of previous projects. Work out a preliminary plan, and then convene the project team members to discuss, modify and improve the plan, with the participation of the whole. Finally complete a detailed and scientific scope management plan to guide the project on how to define, decompose, verify and control the scope.

II. Scope of definition

According to the information such as the scope management plan and the project charter, the project team began the scope definition work. In this work, we pay special attention to the use of tools and methods such as stakeholder analysis, expert judgment and product analysis. The project involves staff from 14 units, such as the Provincial General Office, the Provincial Economic and Information Commission, and the Provincial Information Center, as well as the project leading group, with many stakeholders, difficult to adjust and complex needs. In the early stage of the project, I led the team to the customer site to collect requirements. I organized the customer's e-government department, service quality department, information center and my requirements team to hold a requirements discussion to discuss the scope of the project. Through previous interviews, most e-government staff do not have a clear understanding of what kind of system functions they need. In view of this situation, we demonstrated the e-government system developed for other groups in the communication of stakeholders. Through actual operation, the staff have a perceptual understanding of the system functions, based on this system, fully tap the needs of users. And based on the team's own experience and professional level, guide and refine the customer's needs, visualize its vague concepts and materialize the rough requirements.

Based on the requirements document, I summoned the main stakeholders of the project to hold a meeting for discussion, and invited the end-user representatives of the system to evaluate the functions of the system and to discover and improve the functions of the system from the user's point of view. as a result, a complete project scope statement is formed, which mainly includes: (1) the project goal: to achieve provincial interconnection, information sharing and business collaboration. At the same time, determine the cost, schedule, technical and quality requirements of each subproject. (2) Product scope description: including personnel and organizational database, unified certification system, data exchange system, document and practice processing system, portal management system, etc.; (3) project boundary: the project involves data exchange, does not involve the coordination of unit data, etc.; (4) project interactions: such as project management reports and documents, etc. (5) the acceptance criteria of the project: the stability of the system, the function meets the business requirements, the relevant documents are complete, etc.; (6) the constraints of the project: such as the relevant provisions of the contract and the project articles of association; (7) the assumptions of the project.

Third, create a WBS

Based on the project scope specification, my team and I began to break down the project scope by using the template of the work breakdown structure to form the WBS of the project. In the process of decomposition, I decompose according to the following principles.

(1) maintain the integrity of the project at all levels; the project involves project management, requirements phase, system design and development phase, system integration phase, project acceptance phase, etc., to avoid missing the necessary components.

(2) A unit of work can only be subordinate to an upper unit; for the database design in this project, I only classify it into the system design unit, which is no longer repeated in other units to avoid cross-dependency.

(3) the work units at the same level apply the same properties; for the database design, interface design, system design and other design work under the system design unit, they all belong to the design in terms of properties. So I put it under the system design unit.

(4) the work unit should be able to distinguish between different responsible persons and different work contents; for each work package in the project, I designate the only person in charge and the work content that he is responsible for, so as to facilitate project management for planning and control management.

(5) it is easy to manage and control; for each work package of the project, I number it and integrate it deeply with the organization chart and cost control points to facilitate the future management of the project.

(VI) Project management should be included, including subcontracted work.

Through layer-by-layer decomposition, the lowest-level work unit of WBS is the work package, and the WBS is coded at the same time; for the work unit in this project, I refer to the 80-hour principle of 8pm to refine it into a specific work package and designate a specific person in charge. At the same time, make a WBS dictionary to describe the work package.

IV. Scope verification

Scope confirmation is not an easy task, in communication with customers, we hope that customers confirm as soon as possible in order to carry out the follow-up development phase work as soon as possible, while customers may think they have not seen anything, how to confirm? In view of this situation, after submitting the documents to the relevant stakeholders of the customer, I focus on the communication training for the customer's IT personnel, introduce the design of the system in detail, and then use their voice to introduce to the customer's business department, which is not only beneficial to the technical communication between professionals, but also beneficial to the customer's business department's recognition and trust in the scope of the system. At the same time, when communicating with the customer's business department, I emphasize that although the scope confirmation is formal, it does not mean that the scope of the project is monolithic and can no longer be modified, as long as the standard change process is followed and approved. Changes can be made. This eliminates the concerns of customers and facilitates the rapid and efficient completion of scope confirmation.

V. scope control

The scope of control is the process of monitoring the scope status of the project and managing the basic changes of the scope. Therefore, in the project, I regularly organize a project status review meeting to review the scope of the project, through the comparison of the scope basis, find out the scope deviation, and do analysis, strictly put an end to all scope spread and gilding.

For example, at a status review meeting, I found that the login log function was added to the system management module. I checked the system change log and could not find a similar change record, so I referred to the responsibility allocation matrix. I found the person in charge of the development of these two modules and asked the reason. Member A told me that he added the login log function because the customer was on a phone call. I mentioned to him the function of adding a login log to the system management module. In response to this situation, I first emphasized to this member the importance of the scope benchmark and the change process. Secondly, in view of this extra function, I ask the relevant personnel to submit a formal change application and follow the normal change control process.

Engaged in project management, I am well aware that the project scope is not immutable once defined, project stakeholders for project interests and various considerations, there will always be some requirements changes, management of these changes, the need to develop a change control process and set up a special requirements change control committee (CCB) when planning the project. As a result, my team and I established a standard change process early in the project: ① submitting change requests; ② evaluating changes; ③ reporting changes to CCB for approval; ④ implementing changes and adjusting baselines; ⑤ notifying relevant stakeholders of changes; and ⑥ tracking and reviewing the results of changes. With these processes and the control of CCB, the requirements change of the project can develop healthily, and the change brings more benefits and efficiency of the project.

Through the unremitting efforts of me and my team, the project was finally tested successfully in September 2015, and passed the acceptance of the customer acceptance team in November of the same year, which was well received by Party A. The successful completion of the project is due to my effective scope management in the project and the use of scientific scope management methods, tools and techniques, which brings twice the result with half the effort. At the same time, there are also some problems in the implementation of the project, which I think are not handled very well, mainly because there are still deficiencies in conflict management and project risk identification in the project. In the follow-up, I will strengthen the accumulation of education and knowledge in these two aspects, constantly improve my own project management level, and contribute to the information development of China's e-government industry.

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