Project Scope Management Research On The Construction Project Of IP Resource Management System Of Beijing CNC

With economic globalization and increasing competition in the market, the domestic corporate information also experienced twists and turns of the road, the fulfilling of many projects has been delayed due to unclearness of system objective and fuzzy project scope. Many IT project failures extended enterprise awareness through the scientific method to efficiently solve project postponement by using scientific measures to lead project performance into the direction under control.During telecom enterprises'IT project management process, they always encounter problems such as deferred delivery due to accumulated and growing project scope, uselessness of finished project, provided software functions unacceptable to users, or software functions not able to meet with original project requirement, massive excess of project's construction cost over the original plan and even demanding of the second and third phase of constructions, etc.The topic of this research is to explore how telecom operator, as the party A, performs project scope management when carrying out IT project. By literature review and case study, we summarize and analyze the procedures, key factors and development direction for IT project scope management.This project scope management research on the Construction Project of IPRMS (IP Resource Management System) of Beijing CNC, from the point of view of party A, consciously uses scientific management methodology in project life cycle to ensure project achieving expected outcome within predefined timeframe.We hope this research, on one side, will provide helpful reference for telecom operators when facing embarrassed project delays during their enterprise informatization process, and on the other side, will provide guidance of specific executive methodology for telecom operators conducting IT project scope management.Through theory studies with practical case analysis, we draw the following conclusions:1. In the process of IT system construction, telecom enterprises, as the party A, should utilize tools and methodology of project scope management to increase the project success possibility, so as to improve the situation of project delays.2. When employing scope management in IT project management, telecom enterprises should choose tools and measures suitable for their own specification, based on their organization structure, project management status, human and technique resources, etc.3. So far there is no effective standardized project scope management solution applicable in telecom enterprises. Part of tools and methodology of this research can be referred to other telecom operators for IT project scope management.4. The introduction of scope management will effectively improve the entire project progress, and cost and quality control. However, all these indicators are determined by many factors, not only the scope management itself. Thus, enterprises should conduct general project management from all of aspects, such that the successful construction of IT system can be fully guaranteed from progress, quality and cost, etc.5. Scope management requires executive staffs qualified in certain professional knowledge and skills, whose improvement will enhance the applied effectiveness of this model.