Cisse Company was originally a company focusing on enterprise informatization, and began to enter the e-government industry when e-government was in full swing. In the e-government market, the first project received is to develop a set of industrial and commercial examination and approval system. Due to the confidentiality requirements of e-government, the system involves two unconnected subnets: government intranet and government extranet. All information is stored in the government intranet, including some confidential information; The extranet of government affairs can be open to the public, and the public information must be authorized. The system requires that the legitimate users of these two subnets can access the authorization information, and the accessed information must be consistent and reliable. Information from the government intranet can be released to the government extranet, and the information from the government extranet can enter the government intranet system after approval.
Zhang Gong is the project manager of this project. After catching this demand, he thinks that e-government construction is very different from enterprise informatization and has its particularity. It would be disastrous to copy the original experience and scheme of enterprise informatization. Therefore, strict waterfall model is adopted, and technicians familiar with network interconnection are specially recruited to design solutions, which are implemented after strict evaluation. At the time of project delivery, although the system completely meets the confidentiality requirements, users have raised great objections to the user interface of the system, thinking that it does not conform to the style of government information system, and the operation is not convenient enough, requiring a thorough replacement. Due to the defects of the initial design, the presentation layer and logic layer of the system are closely coupled, which leads to 70% code rewriting, while the user interface of the second edition still can't meet the requirements of the end users, and some rewritten codes finally pass the acceptance. Due to the repeated changes of the system, the members of the project team have a strong sense of frustration and low morale, and the project duration has exceeded the original plan of 100%. Question 1: Comment on Zhang Gong's behavior.
Question 2: Please find out the main management problems in project implementation from the perspective of project scope management. Question 3: Please combine your actual project experience and point out how to avoid similar problems.
Case 2, main points of work
M Group has been a customer of CSAI for many years, and CSAI has developed several information systems for it. Recently, M Company signed a new development contract with CSAI Company to expand the application scope of informatization in the whole enterprise. Zhang Gong is the project manager of this project. Zhang Gong organized relevant personnel to break down the work of this project, and referred to the projects that the company has cooperated with M. It is estimated that the total workload of this project is 60 person-months and the planned construction period is 6 months. Shortly after the project started, Zhang Gong's senior manager S found Zhang Gong. S said that due to the company's operational problems, the project needs to be completed within 4 months. Considering the reality of shortening the construction period, the project can add two more developers. Zhang Gong believes that the workload of the whole project is evaluated after careful decomposition, and the historical project measurement data cooperated with K enterprise is also referenced in the evaluation process, which is objective and true. At present, the project has started, and it will take some time for the additional personnel to get familiar with the project, so it is difficult to complete it within four months even if two people are added. If the members of the project team are forced to work overtime to pursue the goal of four months, the quality of the project will definitely decrease and users will be dissatisfied. Therefore, Zhang Gong proposed to divide the whole project into two parts. The first part takes three and a half months, and the second part takes three months. The acceptance criteria of the two parts are formulated separately, so that it can be completed without additional developers. Senior managers believe that the scheme can meet the company's operational requirements, and users also agree to implement it. After half a year, the project was successfully completed without increasing staff. Although the construction period was extended by half a month than originally planned, it not only met the requirements of the company, but also satisfied the customers with the system finally delivered, and the project team members did not feel great pressure.
Question 1: How can Zhang Gong ensure the success of the project?
Question 2: try to point out the main points of project scope management with a case?