产品全生命周期管理在某企业的规划与实施

本文以某企业产品全生命周期管理的规划和实施为例，给出了类似项目规划和实施的一般化方法，在介绍企业产品开发现状和产品开发过程的基础上，本文分析了该企业产品开发过程中存在的问题，针对这些问题，本文提出了实现产品全生命周期管理的数据组织模型和满足该企业需求的总体解决方案，并详细地描述了项目实施的阶段性目标和过程。     

PDM工作流管理技术初探

简单介绍了PDM系统的基本功能,详细论述了工作流管理模块对产品开发过程中项目管理和工程更改业务的支持。工作流管理是PDM的核心功能之一,不仅与系统的其它模块关系紧密,而且在一定程度上决定着整个PDM系统能否在企业成功实施及应用。     

IT服务企业运营管理系统的选型与设计

企业运营管理效率高低决定了企业的战略目标能否达成。IT服务企业是典型的项目型企业。项目管理是项目型企业运营管理的核心。本文设计的运营管理系统基于先进的管理理念,即PMI组织级管理标准和框架,系统实现的主要功能包括利润计算器、人力资源使用情况动态展现、项目过程管理及预测、企业经营绩效KPI指标分层监控等,提升企业运营管理能力和效率,提高所有项目成功的机会。     

商业银行信息系统开发项目质量管理的研究

商业银行是特殊的企业,经营的商品是货币。业务的综合性很强,具有负债业务、资产业务、中间业务等。因此,在商业银行的信息系统开发过程中,项目的质量管理非常重要,应严格遵循软件工程的原则,确定项目生命周期质量目标,分析软件开发中关键质量管理环节,采用V型生命周期测试模型,明确开发与测试组织结构和质量管理的内容,避免系统风险,保证系统目标的实现。     

产品知识模型建模方法的研究

研究了基于知识管理的产品设计信息表示、组织和存储方法，采用语义对象表达产品模型，以产品结构树为组织核心，把定义产品的知识资源关联起来，通过产品配置管理，对产品对象、版本及相互之间的关系进行维护，构建了管理和重用设计知识的产品知识模型。基于该产品知识模型可以实现敏捷产品开发，实现企业及企业间产品协作、知识集成与共享。     

基于过程改进的软件质量管理模型

许多软件企业(尤其是中小软件企业)在应用ISO9000族标准或CMM模型时,往往由于缺少具体的操作方法而难以达到预期的效果。为解决这一问题,对软件质量管理进行了研究,提出了基于过程改进的软件质量管理模型。该模型以软件开发过程为基础,强调对过程的策划、控制和改进,强调满足顾客需求,强调量化管理,并给出了软件质量策划、质量控制和质量改进的具体方法。实现了理论指导与具体操作法的结合,对加强中小软件企业的质量管理有较强的实用性。     

知识集成的工作流系统在质量管理中的应用

以2000版ISO9000族标准为基础,通过分析现代企业组织中质量管理的过程方法,从知识集成的角度研究工作流系统在质量管理中的应用,并结合应用讨论了知识集成的质量过程控制系统的实现方法。     

告别管理“几张皮”时代

目前国内很多企业都建立了ISO9001管理体系，覆盖了人力、设备、工作环境、采购、产品开发、生产等众多环节。但ISO9001并不是企业管理的全部，因此企业还会根据各种管理需要建立诸如企业内控体系、供应链管理体系、设备维护管体系等等。同时，为了持续提高竞争能力，企业还会不断地吸纳和应用各种新的管理理念与方法，这些理念和方法的引进一般都以项目实施的形式展开，并随着项目的结束而给企业留下一套套新的管理流程，也就是所谓的一张张“皮”。     

基于IS09000和CMM的软件质量管理系统的研究

本文在研究ISO9000和CMM质量管理的基础上,分析了Browser/Server结构下软件质量管理平台的主要组成框架和技术.其中主要包括工作流和文档流的管理以及软件过程管理和改进的框架.通过研究在开发过程中工作流和文档流的管理,以及各个工作单元之间的有机协调和控制,并结合中间过程的数据记录、统计、分析和决策,实现了项目跟踪和监控,从而保证了软件开发过程的质量和企业生产成熟度能力的提高,并实现持续地软件过程改进.     

ISO9000在软件组织的实施模型

在分析国际上影响最为深远的质量管理标准ISO9000的基础上，针对我国软件产业的现状，提出了一个在软件组织贯彻实施ISO9000标准，以达到软件质量和软件过程管理的实施模型。     

Research on Concurrent Engineering Oriented Integrated Product Development Process Management System

In concurrent engineering, effective process management is the key to improve the efficiency and quality of product development. Although in project management system, workflow management system and PDM system, process management functions are provided, they can not meet the needs of product development. In this paper, we integrate the project management, workflow management and product management technique together and a concurrent engineering oriented integrated product development process management system is proposed. The system structure, integrated product development model and running method are introduced. The practice proves this system is powerful in supporting product development process.     

Defining stakeholder relationships

Jointly developed by the ISO and IEC in 1995, the ISO/IEC 12207 standard, Software Life Cycle Processes, provides specific guidance in defining the roles and responsibilities of various stakeholders in the life cycle of a software project, product, or service. And the software community is beginning to take heed. The standard itself is relatively brief, detailing 17 processes in less than 40 pages. The 17 processes are divided into three main process groups: primary processes include acquisition, supply, development, operation, and maintenance; supporting processes include documentation, configuration management, quality assurance, verification, validation, joint review, audit, and problem resolution; organizational processes include management, infrastructure, improvement, and training. Each process breaks down into relevant activities and tasks that reflect a clear plan-do-check-act cycle. One further process, tailoring, specifies the activities and tasks to follow in adapting the standard to a particular situation or application. But just how useful is this standard? Based upon personal mentoring experiences, the author describes two case studies that demonstrate the standard's importance and versatility: Haldex Traction AB of Landskrona, Sweden, the supplier of a safety-critical automotive component; and Cambiot Healthcare Systems AB of Linkoping, Sweden, the supplier of a medical information system for hospitals and clinics. In these two cases, ISO/IEC 12207 has provided important value-added guidance in both systems and software engineering     

IT系统运维管理研究

基于ITIL服务支持管理流程的各个方面,对IT运维服务管理进行了探析,并在原有流程的基础上提出了从项目开发到最终运行全阶段的运维管理框架.该框架包括开发维护和运行维护两部分,开发阶段通过文档管理、项目动态、进度监控和知识管理将项目开发时的任务和解决方案进行记录,并控制开发进度;维护阶段按照事件管理、问题管理、配置管理和知识管理这样的流程监控系统的运行状况,快速及时地解决系统运行时的故障.IT系统通过服务台将自身的运维信息反馈到运维部门,方便了运维部门进行统一管理.     

Enhancing ISO/IEC 15288 with reuse and product management: An add-on process reference model

To support the transformation of system engineering from the project-based development of highly customer-specific solutions to the reuse and customization of ‘system products’, we integrate a process reference model for reuse- and product-oriented industrial engineering and a process reference model extending ISO/IEC 12207 on software life cycle processes with software- and system-level product management. We synthesize the key process elements of both models to enhance ISO/IEC 15288 on system life cycle processes with product- and reuse-oriented engineering and product management practices as an integrated framework for process assessment and improvement in contexts where systems are developed and evolved as products.     

PROCESSUS – Integration of SEI CMM and ISO quality models

Integration of the two best-known quality management models for software production and maintenance, the Capability Maturity Model and the ISO 9001 Model (including ISO 9000-3) is of great interest for both the European and the American software market. The definition of a quality management model which would conform to the requirements of both models and use the advantages of each was a key goal of our research work within the project PROCESSUS.1 Research work was conducted in two steps: first, the detailed comparison of both models was made in order to define their common issues and specifics of each model, and secondly, the integrated model based on the results of the comparison was defined. In this paper the comparison method and results are described. Further, a method for the integration and a framework of the integrated model are presented. The core of our work is actually the content of the integrated model. Due to extensive content of the integrated model examples of some parts only are given in the appendix. The integrated model presented in this paper has already been successfully used in organizations which are cooperating in the project PROCESSUS o these organizations achieved the needed maturity for certification to the ISO 9001 standard and a maturity level near level 3 of CMM.     

Concurrent-development process model

The lessons learned in managing a model that lets a user develop multiple functions concurrently over the entire development process, from requirements specification to system test are reviewed. The structure and dynamic behavior of a concurrent development process are discussed. The process management, project management, product management, organization management, and software-engineering environment elements of the concurrent development model are all described, although the focus is on process management. The concurrent development process is compared to sequential development, lean production, software factory, and capability maturity model processes     

基于B/S 模式的毕业设计全过程质量监控管理系统

毕业设计是对本科生四年所学知识的综合分析和运用能力的培养,也是对高校教学水平的检验．毕业设计管理是高校教学管理工作的重要环节,对毕业设计论文质量影响很大．由于传统的毕业设计管理存在着选题效率低、换题频率大、过程跟踪、指导不及时的弊病,为加强毕业设计过程监控管理和规范,提高毕业论文质量,在对现有毕业设计管理系统进行研究的情况下,融入了全面质量管理思想和工作流技术,研究开发了B／S模式的毕业设计管理信息系统,通过6年来的应用已非常完善,为高校毕业设计过程管理提供了一个功能强大的信息平台．     

Quality through Managed Improvement and Measurement (QMIM): Towards a Phased Development and Implementation of a Quality Management System for a Software Company

The paper describes results of a longitudinal study of developments in the area of software product and process quality improvement within a Hungarian software company, IQSOFT Ltd. This company has been active in this area since 1993, trying to build, introduce and maintain an efficiently working quality management system which, e.g., fulfils the ISO 9001 requirements, allows steady software process improvement and, at the same time, conforms to company's own needs. Over the last eight years five phases could be distinguished. Each phase is described shortly, following the same structure, namely: basic starting points, key problem areas, literature consulted, activities and design executed, reflections on what happened and why. The lessons resulting from the analysis of this case have been formulated in terms of guidelines. We feel that these are applicable to any low maturity software development organisation embarking on a product or process quality improvement endeavour. These guidelines are developed around a framework containing the basic issues of software production (project management, technical processes and products). The guidelines advocate a careful step-by-step development of definitions, quality characteristics, and metrics related to these objects while at the same time developing and introducing the associated process.     

Software processes, assessment and ISO 9000-certification: A user's view

The Austrian Research Centre Seibersdorf and its IT-Department are involved in the development of critical computer systems and in standardization in this field for many years (SAFECOMP '89, '90, '91, '93, IEC SC 65A WG9 and WG10, IEC TC 56, partners in the European initiative ESPITI and the networks ENCRESS and OLOS). The certification process for ISO 9001 started with a pre-audit in December 1993, and the certificate was successfully achieved at the end of June 1994. ISO 9000–3 (somehow more process-related than ISO 9001) and the ESA Software Engineering Standards (lifecycle model, process models) were the key input to the Quality Management (QM) System of the IT-Department. Additionally, the Department of Information Technology has successfully applied for a BOOTSTRAP license early in 1994. Four members of the staff of the IT department are qualified as external BOOTSTRAP assessors at the moment. In preparation for ISO 9000-certification and during BOOTSTRAP-training we learnt much about organizations, process improvement and project management, especially by reviewing our own processes critically as well as reviewing the impact and relevance of the schemes to follow when ISO 9000 certification or BOOTSTRAP licensing is the goal to achieve. Direct as well as indirect business benefits were achieved.