Cases Study On The Control Of The Scope Change Of International Telecommunication Projects

In recent years,with the development of China One Belt and One Road and going-out strategy,relying on the accumulation and development of domestic telecommunication technology,lower labor cost,and higher quality of human resources,a more and more domestic telecommunication manufacturing enterprises carry out their business overseas.According to statistics,by the end of 2015,these two Chinese leading telecommunication equipment manufacturers in Shenzhen,as powerful operators,accounted more than 46%of the global telecommunications market share,and obtained a large number of international telecommunication engineering projects.Compared with domestic projects,the international telecommunication engineering project has many common characteristics such as large scale,long construction period,long process specification and strict requirements.They are also affected by geographical environment,international political and economic impact,as well as the existence of differences and even impacts of oversea culture,working style and law.It results in series of problems such as project schedule delay,cost exceeding budget,default compensation,service quality decline,etc.and even the failure of the whole project.These failures and lessons let the Chinese telecommunication equipment manufacturing enterprises realize that the traditional empirical formula and mechanical copy PMI management mode to the international telecommunication engineering management become unable to control the project completely.They must explore specific project management methods and techniques suitable for overseas projects to solve the frequent changes.Under this background,based on the research of project scope change control theory and method,through the analysis of a major case and seven auxiliary cases completed overseas by the domestic leading enterprises,this thesis systematically studied the problems related to range change control in the implementation of international telecommunication engineering.On the basis of revealing the most likely reasons of stage,environment,way,influence and causes in the case data,ix typical characters of project scope change in international telecommunication projects are proposed:"the more complex the turnkey project is,the more likely it is to change the scope of the project";"outdoor project are more likely to change the scope compared to indoor project";"wireless projects are more likely to change than the range of project projects";"the greater likelihood that the first entry of a country or operator will change the scope of the project";"the higher the project management maturity,the better the change in the scope of the project control";"the possibility of a change in the scope of each stage of the project life cycle is different and the likelihood of a change in the scope of the start-up,execution and monitoring phases is greater."Then seven basic principle of the international engineering scope change control are proposed:" use local subcontractors to minimize project scope change risk","continuously improve project management level "," establishment of national basic database in project ","select different response strategies"," to avoid cross-cultural conflict ","apply law to protect their rights ".Through case study,this thesis broadens the idea of effective range management of telecommunication enterprises in overseas projects,enriches the control strategy of telecommunication industry project scope change management,and plays a role in the effective range management of telecommunication enterprises and other enterprises in overseas projects.