| Along with the rapid growth of economy of China, the mobile communications business has also been rapidly developing. By the end of June 2008, Chinese mobile phone subscriber has reached 601,000,000, representing a penetration rate of 46%. Mobile communications enable people to communicate at any time, anywhere and with anyone.However, with the development of the mobile communications, the traditional voice-based communications business is increasingly slow. Some top level international operators' voice revenue has shrunk in recent years, some even declined. Domestic mobile operators' voice ARPU is falling, which shows that the decline in traditional revenue has inevitably become a global issue.Based on this background, developing mobile value-added services is becoming the only choice for mobile operators to expand into emerging markets and promote business growth in revenue. In recent years, China Mobile's value-added services have been developed by leaps and bounds. The value-added business revenue in China Mobile's share of revenue is going up.At the same time, there exist many problems in project implementation of value-added business of China Mobile. These problems had a direct impact on the time management of projects and ultimately affected the success of projects.This thesis studied the implementation of the value-added service projects of China Mobile from the point of view of Project Time Management, combining with practical work experience, the author studied the theory of Project Time Management deeply. By investigating into the project time management process, the author revealed the common phenomenon and the key issues in the implementation of current value-added service projects, consequently providing theoretical support for company, promoting the adoption of a scientific approach to project management, and providing the guidance for the development of value-added services of China Mobile. |
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