第四章迁移项目的WBS构建......22
4.1迁移项目的WBS构建方法分析.....22
4.1.1WBS工作分解原则..........22
4.1.2工作过程和交付成果划分方法相结合的WBS分解方法.23
4.1.3子系统模块化抽象..........24
4.2迁移项目的WBS任务分解与构建..........24
4.3本章小结.........29
第五章基于关键链的迁移项目进度管理优化......30
5.1网络计划编制............30
5.1.1工作时间估算.......30
5.1.2工作先后关系识别..........36
5.1.3初步网络计划图绘制........37
5.2关键链识别和缓冲分析...........40
5.2.1基于乐观时间的关键链识别.........40
5.2.2考虑任务差异的缓冲时间计算.......43
5.2.3考虑任务不确定性的缓冲区设置.....49
5.3项目进度保障机制构建...........54
5.3.1基于缓冲区的进度监控......54
5.3.2配套保障制度的建立........57
5.4本章小结.........58
第六章结论与展望.......60
6.1研究结论.........60
6.2不足与展望.......61
致谢...........62
主要参考文献............63
附录...........66
学位论文原创性声明和关于学位论文使用授权的声明......71
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摘要
为贯彻落实习近平总书记关于加快推进金融业关键信息基础设施国产化的
重要指示，G银行筹建了业务系统自建项目，使用Y国产数据库和分布式信息系
统架构，将现有业务、数据从贵州省农村信用合作联社剥离并重构。项目涉及G
银行全部存量业务，子系统多、外联工作庞大、数据迁移难度大，不确定性因素
多，容易受子系统进度延迟影响导致进度管理失控，造成成本上升、质量下降。
本文以项目中核心业务系统、统一支付平台等13个子系统为对象进行进度
管理研究。在分析过程中，首先深入剖析了项目进度管理的四大现状和存在问题
的两大成因；然后，运用“工作过程和交付成果划分”相结合的模块化WBS分解
方法，项目工作任务分解为316项，为估算工时和识别主要活动奠定基础；再次，
运用关键链理论优化工期、识别关键链、计算缓冲时间、设置缓冲区，引入任务
复杂度、完工弹性系数、受影响系数三个参数，结合项目实际情况，制定项目整
体工作计划，最终项目整体计划工期较传统方法提前约62天（约20%），达到
了进度瘦身和计划柔性的目标；最后，采用“缓冲消耗量”和“项目进度完成比
例”结合的九区缓冲时间消耗情况进度监控方法，制定了配套的组织架构、沟通
制度、检查机制和考核指标，全面保障项目的顺利实施。
基于理论研究和实例验证结果，充分说明该套方法可以运用于项目二期以及
其他具有相同特征项目建设。同时，对银行业复杂软件项目进度管理工作具有良
好的参考和借鉴意义。
关键词:项目进度管理，模块化WBS，关键链，缓冲区
分类号：F832.33
I
Summary
G Bank has prepared a business system self-construction project, using Y domestic database
and distributed information system architecture, to transfer existing business and data from Gui
Zhou Provincial Rural Credit Cooperatives . The project involves all the existing businesses of
Bank G, with many subsystems, huge outreach work, difficult data migration, and many uncertain
factors. It is easily affected by the delay of subsystem schedule, which leads to out-of-control
Schedule Management.
This paper takes 13 subsystems such as the core business system and unified payment
platform in the project as the object to carry out the research on Schedule Management. In the
process of analysis, firstly, it deeply analyzes the four status quo of project schedule management
and the two major causes of existing problems.Then, using the WBS decomposition method that
combines "work process and deliverable division", the project work tasks are decomposed into
316 items, which lays the foundation for estimating work hours and identifying main activities.
Thirdly, use the critical chain theory to optimize the construction period, identify the critical chain,
calculate the buffer time, set the buffer, introduce three parameters of task complexity, completion
elasticity coefficient, and impact coefficient, and formulate the overall work plan of the project
based on the actual situation of the project. The overall planned duration of the project was about
62 days ahead of the traditional method (about 20%), achieving the goals of schedule slimming
and planning flexibility.Finally, the nine-zone buffer time consumption progress monitoring
method combining "buffer consumption" and "project progress completion ratio" is adopted to
comprehensively guarantee the smooth implementation of the project.
Based on the results of theoretical research and example verification, it is fully demonstrated
that the method can be applied to the construction of the second phase of the project and other
projects with the same characteristics.
Key
words: Project Schedule Management, Modular WBS, Critical Chain, Buffer
Classification
number：F832.33
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