摘要
随着中国电信业几经分拆、重组,中国电信的垄断地位已经成为历史。主业
发展放缓,尤其是移动电话的迅猛发展,对固定电话话务的分流很大。从2000年
起,全国每年移动电话新增用户数开始超过固定电话新增用户数。截止07年底,
湖南电信的收入市场份额只占湖南通信企业的30.16%。随着国家2008年实施新
一轮电信体制改革和2009年初第三代移动通信(3G)牌照的发放,使中国的电信市
场进入一个全业务激烈竞争的时代。如何抓住市场机遇是湖南电信、以及整个中
国电信的当务之急。

本文以中国电信湖南公司3G准备项目管理为研究对象。应用项目管理的时
间管理、质量管理和风险管理与控制等理论,结合作者多年电信项目实施管理工
作的实践,在对中国电信湖南公司3G准备项目管理现状作详细诊断的基础上;
提出了中国电信湖南公司3G准备项目管理创新的思路,建立以问题和结果为导
向的“4+1”重大任务项目制运作模式,围绕时间、结果、进展、问题四要素推进项
目运作。遵循项目运作流程的5个阶段7个步骤进行实施。将项目管理中的时间
管理创新作为研究重点,时间管理主要研究湖南电信如何在时间紧、任务重、难
度大,网络建设、产品测试、渠道营销准备等一系列错综复杂的工作中,完成中
国电信集团下达的首批6个3G产品的上市。探讨了中国电信湖南公司3G准备项
目实施的风险及风险识别,论述了项目实施中领导重视、组织保障,强化制度意
识主动管理,应用先进技术精细管理等保障措施。

本文理论与实际结合,所作理论探讨对中国电信湖南公司大型项目管理、创
新实践具有一定指导意义,对其他电信企业项目管理也有很好的借鉴作用。

关键词:中国电信湖南公司;3G准备项目;项目管理
Abstract
After a series of splitting and restructuring of the Chinese telecommunications
industry,China Telecom's monopoly position has become history. Development of
main business slowdown, especially the rapid development of mobile phones, fixed
telephone traffic on a great diversion. Since 2000,the new mobile phone subscribers
began to prevail over the increased number of new fixed telephones. In the end of 2007,
Hunan Telecom's revenue share of only 30.16% of the total income of
telecommunication enterprises in Hunan. With the new round reform of
telecommunications of china in 2008 and the issued of third generation mobile
communication (3G) licenses in the early 2009,the Chinese telecommunications
market competition empark into a full-service era. How to seize market opportunities
became the top priority of Hunan Telecom, and the whole China Telecom.
This paper aims at a discussion on the Hunan Telecom 3G Preparing Project
Management.According to the principles of time management, quality management,
risk management and control in project management theory, combined with several
years of telecommunications management practice experiences, on the basic of making
detail diagnosis about the status on the Hunan Telecom 3G Preparing Project
Management, proposing an innovative idea of the Hunan Telecom 3G Preparing
Project Management, construction of 4+1 major task project operation mode based on
problem and result oriented, push on project operation around four factors such as time,
result, progress and problem, follow the 5 phases and 7 steps of project operation flow
to implementation. The focal point for the study is focus on the innovation of time
management. The time management mainly research the network construction, product
testing, and a series of channel marketing for the complex work in Hunan Telecom how
to complete the first batch of China Telecom to issue 6 3G,s products to launch at the
situation of time pressing, heavy task, operation difficult, Discussing the risk and risk
identification through the project implementation. Analyze treasure leader and ensure
organization of project implement, strengthen the system ,awareness to manage
initiatively, and apply indemnificatiory measures of advanced technology and refined
。。。