摘 要
随着信息技术的发展，企业需要实施更多的 IT 项目增强市场竞争力。目前
KN 光缆公司在 IT 项目管理过程中存在三方面主要问题：项目需求不明确，导
致最终开发的功能无法满足业务部门的需求。项目范围不清晰，开发人员无法明
确项目工作内容。项目进度计划不准确，实施工期与进度计划存在较大偏差，导
致项目工期拖延、耗费人工成本。

针对上述问题，如何明确项目需求、确定项目范围、按进度计划实施开发，
将是本文研究的主要内容。本文主要包括五部分内容：第一章，介绍选题背景及
意义、国内外研究现状、研究内容和方法，明确本文主要研究内容。第二章，介
绍 KN 光缆公司 IT 项目管理及实施现状，依据现状总结当前公司在 IT 项目管理
方面的实际问题，并对这些问题进行分析。第三章，首先利用熵值权重法选择项
目。再根据 CMMI 项目需求管理模型，通过需求开发深入挖掘和分析业务需求,
通过需求管理制定相应的流程进行需求管控。第四章，利用 IT 项目范围管理的
理论结合敏捷开发过程的方法，从项目范围确定、项目范围核实两个方面提出实
施方案。第五章，将关键链技术运用到项目进度管理中，通过压缩活动时间、根
据活动关系及资源约束确定关键链、设置时间缓冲区等方法，制定合理的进度计
划。

本文借鉴了现有国内外的研究成果，总结了相关的管理经验，针对 KN 光缆
公司的实际问题，将相关的理论知识和方法运用到需求管理、范围管理、进度管
理，提出适合 KN 光缆公司使用的 IT 项目管理实施方案，确保项目能够按计划
满足业务需求并实现项目目标。

关键词：IT 项目；需求管理；范围管理；进度管理
Abstract
With the development of information technology, companies need more IT
projects to enhance market competitiveness. There are three major issues in IT project
management in KN cable corporation: Uncertainty requirements which leading the
system function cannot match the business requirements. Unclear scope of the project
which makes uncertainty activities to developer. Large deviation between schedule
and implementation which leading project delay and increasing labor costs.
To address the problems above, this article is elaborating on how to clear project
requirements, how to determine the scope of the project and how to make the schedule.
The article consists of five parts mainly: Chapter 1, introduces the research
background and significance, research status, research contents and methods,
explicitly the main contents in this article. Chapter 2, the status of IT project
management and implementation in KN cable corporation, to analyze the current
practical problems in IT project management. Chapter 3, using the entropy weighting
method to select an project. Using CMMI model, through the requirements
development to mine and analyze business requirements, through the requirements
management to define the requirements control steps. Chapter 4, using the agile
development process for scope management. To provide an implementation plan for
scope definition and scope verification. Chapter 5, to put the critical chain into the
schedule management, to make practical schedule plan through compression activities
time, define critical chain with activities relationship and resource constraints, set the
time buffer and other related methods
The article draws on existing domestic and international research, summarizes
related management experiences, according to the actual problem of KN cable
corporation, it makes the relevant theoretical knowledge and methods apply into the
requirements management, scope management and schedule management, provide an
implementation program to ensure the project match business requirements and
objectives according to the plan.
Keywords: IT Project, Requirement Management, Scope Management, Schedule
Management