银行信息系统项目建设的风险管理研究

随着业务的不断增加,银行自身经营范围的不断扩大,各大银行也开始构建银行信息系统项目;然而,在建设信息系统项目的过程中,同时也存在者各种风险,如果没有对风险进行管理,将使银行信息系统项目建设不能保质按期开展,进而威胁到银行信息系统的安全。因此,加强对银行信息系统项目建设的风险管理是极为重要的。鉴于此,本文将对信息系统与风险管理的概念加以阐述,指出银行信息系统项目建设过程中的风险特点,然后再提出合理的银行信息系统风险管理对策,以进一步强化银行信息系统建设的顺利开展。     

浅谈信息系统项目的风险管理

2010年3月,我作为项目经理负责某市民政局民生信息系统的开发。该项目投资720万元,工期1.5年。主要目标是构建覆盖全市民政部门的宽带高速网络;同时在这一网络上,建立集中的民政业务信息数据库以及用于数据分析和处理的通用民政业务应用平台;并且开发能够运行在通用平台上的各项民政业务管理软件及办公自动化系统,通过与劳动保障、建设、财政、公安等部门以及工会、残联等人民团体的数据交换和信息共享,实施各级民政业务和行政管理的信息化。该类系统在国内作为新兴事物近年刚起步,开发的难度和风险较大。针对项目特点,我在项目管理过程中,综合运用了项目管理知识,充分认识到风险管理在该系统开发中的重要性,从编制风险管理计划、识别风险、到定性与定量分析风险、以及风险应对计划的制定和项目过程中加强风险监控。有效规避、减轻了项目中可能出现的各种不利风险,以保证项目按时保质完成,最后列举了该项目在风险管理方面需要改进的不足之处。     

浅谈信息系统项目的风险管理

2010年3月,我作为项目经理负责某市民政局民生信息系统的开发。该项目投资720万元,工期1.5年。主要目标是构建覆盖全市民政部门的宽带高速网络;同时在这一网络上,建立集中的民政业务信息数据库以及用于数据分析和处理的通用民政业务应用平台;并且开发能够运行在通用平台上的各项民政业务管理软件及办公自动化系统,通过与劳动保障、建设、财政、公安等部门以及工会、残联等人民团体的数据交换和信息共享,实施各级民政业务和行政管理的信息化。该类系统在国内作为新兴事物近年刚起步,开发的难度和风险较大。针对项目特点,我在项目管理过程中,综合运用了项目管理知识,充分认识到风险管理在该系统开发中的重要性,从编制风险管理计划、识别风险、到定性与定量分析风险、以及风险应对计划的制定和项目过程中加强风险监控。有效规避、减轻了项目中可能出现的各种不利风险,以保证项目按时保质完成,最后列举了该项目在风险管理方面需要改进的不足之处。     

信息系统项目的风险管理探讨

项目风险管理是项目管理的重要组成部分,信息系统项目的风险管理在信息系统项目的管理中起着至关重要的作用。信息系统项目的风险管理能为企业领导提供更好的决策支持,为企业运营提供更有效的管控手段。通过对信息系统项目的风险进行定性分析和定量分析,对风险进行排序和量化,然后对风险进行实时的动态监测,制定风险应对措施。风险具有多样性、复杂性、隐蔽性等特征,要对关涉信息系统项目安全的风险因素进行识别与分析,然后通过对风险进行监控和跟踪,实现信息系统项目管理的良性循环。     

基于效用指标的风险度量及控制策略研究

对国内外信息系统项目的部分风险管理模型进行了研究,将信息系统项目开发过程中可能遇到的风险分为两类,同时将效用指标引入到期望风险的计算中来.通过两种方法对同一案例的计算结果,引入了效用指标的期望风险计算方法,更加符合系统开发过程中的实际情况,能够使项目团队和信息系统用户的利益都得到更大保障.最后,在引入效用指标的计算结果的基础上,制订了风险控制策略.在实际工作中,对信息系统项目管理者进行风险管理有一定的借鉴意义.     

信息系统项目的风险管理研究

信息系统项目的风险及其管理一直没有得到太多的重视，但是它对信息系统项目的成功起着至关重要的作用。分析了信息系统风险的类别、后果、驱动因素和行动路径，提出了信息系统风险管理过程，以期在信息系统项目管理中进行有效的风险管理。     

信息系统项目建设风险管理的思考

本文结合作者的经验,探讨了信息系统项目建设的风险管理,指出项目风险管理在信息系统项目实施中具有重要地位和关键作用。为了完成项目的目标必须控制项目的范围、进度、成本和质量,充分重视风险管理。根据风险管理理论,结合信息系统项目实际情况,在项目有条不紊地进行风险管理,并在信息系统项目建设过程中,变更控制非常重要是项目成功的关键。     

IT硬件产品项目的风险管理过程分析和研究

IT硬件产品项目的风险管理控制过程中,需要根据实际管理需求进行判断。明确IT硬件产品实际项目的风险控制标准,分散过程,补偿方向,转嫁过程,对可能存在的各种硬件产品项目风险管理水平进行分析控制。及时调整风险问题的有效规划、评估,明确实际项目管理过程中的存在的各种问题,确定风险管理中系统识别、控制标准的管理,对项目建设过程中需要维护的可行性研究方案、识别过程进行分析,消除各种风险项目,确保项目安全满意实现。     

风险管理 未雨绸缪保安全

随着信息技术应用的发展和我国信息化建设的不断推进,国家、单位、组织和个人对信息技术的依赖程度越来越大。人们在充分享受信息技术所带来的便利时,也逐渐意识到信息技术是把双刃剑,带来了很多安全问题。信息安全正日益成为影响信息技术和信息系统发展的重要因素。在处理各类安全事故过程中,人们逐渐认识到,信息安全问题和其它安全问题(如健康问题、财产安全、金融安全等)一样,都涉及到一个风险管理问题。信息系统风险管理过程指的是,通过风险评估标识出系统中的风险后,解释风险,决定风险对策,制定风险计划并实施,使风险降低至可接受程度…     

信息系统项目风险管理探讨

信息系统项目的风险管理是项目建设过程中重要的管理内容,要充分辩识项目存在的各类风险,评估风险可能出现的概率及对项目的影响程度,进而建立风险管理计划,有效预防和规避风险,将风险影响降至最低。本文探讨风险管理的主要内容和方法。     

计算机软件开发信息管理系统的设计与应用分析

作为20世纪最伟大的技术创造之一,计算机技术在当前对促进经济的发展和转型升级起到了非常重要的作用。随着信息技术的高速发展,互联网已经在各行各业被充分普及和应用。在这样的时代背景下,计算机需要处理非常庞大的信息数据量。而如果仍采取传统的信息管理系统,很难适应当前的实际需求。因此,需要做好对计算机信息管理系统的开发与设计,并根据实际需求开发相应的管理系统功能,从而有效地提高计算机处理信息数据的效率,推动计算机信息技术的高速发展。     

An information architecture for risk assessment and management

As systems become more complex, project managers need a means of accessing risk management experience gained on other projects. To address this need, the authors developed RAMP (Risk Assessment and Management Program), a risk management information system that provides interactive support for identifying, analyzing and sharing risk mitigation experience     

Does risk matter? Disengagement from risk management practices in information systems projects

Risk management and ‘routine-based reliability’ is considered fundamental to project performance. Existing theories of project risk management do not fully explain why project managers stop practicing risk management information systems (IS); however, constructs drawn from organisation theory offer insights into how and why such disengagement occurs. The study examines risk management practices in 21 IS projects within 10 organisations. By focusing on risks that resulted in significant events and mapping backwards over time the practices associated with those risks, we identify that in all but five projects the manager had disengaged from prescribed risk management before executing risk responses. In most projects, the majority of formally identified and assessed risks remained unallocated and untreated. A laddering technique was used to help explain why this transpired. We found five key underlying beliefs that governed project managers’ risk management attitudes and actions.     

A model of information systems development project performance

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time-cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.     

How experienced project managers assess risk

Software development projects, given their diverse and abstract nature, offer unique challenges and risks. Although a substantial body of literature has been written to address project risk management, my experience in the field led me to question whether this literature accurately mirrors the concerns of real-world project managers. To confirm my suspicions, I surveyed 14 experienced application systems developers, all located in Ireland. All survey participants manage custom-built, software-intensive application development projects that originate from external clients. The survey focused on three major areas: (1) Which characteristics of the customer, the application, and so on, do experienced software project managers consider important when planning new development projects for new, external clients? (2) How do these characteristics relate to accepted software project risk drivers? (3) Do most project managers characterize new projects in generally the same way, or do different project managers use different perceptual lenses when viewing new projects? This survey of a homogenous group of project managers revealed a surprising diversity of risk management concerns     

Integrating Process and Project Management for Multi-Site Software Development

Recent advances in information technology have made Internet-based collaboration much easier. It is now possible for a software team to draw on talented developers from around the world without the need to gather them together physically. However, being able to tap into a large pool of talent does not guarantee success. Software managers have to be able to manage these distributed teams. They need to define sharper processes and ensure that they are followed. They also need to better control project execution. To do so effectively, we have developed a tool that integrates features for both project and process management. Existing project management tools were originally designed for projects on a single site. Many of them do not provide the features necessary to support cooperative multi-site software projects or process management. We have developed a tool, called IPPM, which supports these features. IPPM, which integrates features for process and project management, resolves differences between existing project and process tools, and provides a number of unique features to support multi-site development. IPPM has been implemented and used by several development teams working in different regions in Hong Kong and Mainland China.     

浅谈项目管理在独立学院信息化中的应用

在信息技术飞速发展的时代,利用信息化大力提高教学、科研、管理等办学水平成为高校普遍的发展趋势。独立学院作为一个特殊的办学模式,更应该利用信息化来增强其竞争力。信息化项目是一项复杂的系统工程,结合项目与项目管理理论,通过分析信息化项目中的特点和要素,对项目管理技术在高校信息化建设中一些问题进行了简单的探讨。     

软件项目风险管理的研究

Under the background of information age, the demand of enterprises and individuals for software and related equip- ment is increasing. The software and its affiliated projects have a lot of complexity and uncertainty in the development process. Therefore, risk management for software projects is crucial. This paper firstly expounds the importance of software project risk man- agement, then analyzes the software project risk identification, evaluation and specific countermeasures.     

An empirical examination of the role of social integration in system development projects

In spite of the apparent importance of social integration for work collectives within organizations, information systems researchers have so far paid little, if any, attention to evaluating its role in system development projects. The present study tries to contribute to the literature by proposing and testing a model that examines some of the antecedents and consequences of social integration in system development projects. Data collected from system development project leaders working in 84 US organizations were used to test the model. The findings suggest that higher social integration and, consequently, higher system development project performance is best attained when management provides basic support for the work of the project. The results also reveal that the nature of the relationship between social integration and project performance may be contingent upon some other factors. The implications of the findings of this research are discussed.     

A fuzzy system for evaluating the risk of change in construction projects

A major source of risk in construction is the potential changes occurring during the project lifetime. Changes in construction projects often result from the uncertainty associated with the imprecise and vague knowledge of much project information at the early stages of projects. IT systems for change management largely focus on managing reactive changes, in which changes are recorded and then propagated to the concerned project members. However, proactive change management is hardly dealt with. Proactive change management requires estimating the likelihood of occurrence of a change event as well as estimating the degree of change impacts on project parameters. A fuzzy system is proposed in this paper to maintain these requirements. The system simulates the relationships between change causes and effects, and is intended to facilitate proactive change management on projects.