W医疗器械公司GK项目进度管理研究

发布时间：2018-01-20 04:19

本文关键词： 项目进度管理项目计划及过程控制关键路径和关键链验收标准　出处：《山东大学》2017年硕士论文　论文类型：学位论文

【摘要】：在项目管理中,按时保质保量的完成项目,是每一位项目经理的理想目标;但在实际项目运作中,工期拖延却时有发生。合理安排项目进度,对项目进度做好控制和优化,确保项目按期实现交付,就成了影响项目管理成功的重要因素。因此对项目进度管理问题的探讨就显得非常必要了。W医疗器械公司从二十世纪八十年代由代工企业发展而来。近年来,随着中国在WTO的保护期到期,中国的医疗行业改革推进,W医疗器械公司面临着自国内外愈加激烈的竞争。如何用更短的时间,开发出更新的产品,抢占市场先机,成为企业努力的目标。在这种情况下,加强项目管理,"向管理要效益"成为摆在企业面前的难题。本文以调查分析的方法,运用项目管理的知识,以W医疗器械公司在GK项目开发建设过程中的项目进度管理为研究对象,针对GK项目进度管理中存在的延期风险问题,从项目进度计划,项目进度过程控制,以及影响项目进度的其他因素等几个方面,通过定性和定量分析相结合的方法,多方面寻找原因,提出了改进的建议;同时从原理上对比了关键路径法和关键链法的不同,说明关键链法综合考虑资源受限,集中管理安全时间,能更好的应对复杂的多子项目同步施工、交期紧迫的情况。本文旨在通过研究,总结经验和教训,指导今后类似项目管理。本文的研究成果,对于W公司提升项目管理水平具有现实意义。同时本文也是适应时代背景,响应党和国家改革号召,对供给侧改革的一种具体实践探索。因为本文研究的问题,一定程度上是中国很多医疗器械企业以及OEM代工出口企业的在项目管理中的共性问题,所以本文的研究成果不仅对于改善W公司项目管理具有较强意义,对于中国其他有类似情况的代工企业,提升管理水平,探索商业模式,也有一定的指导和借鉴意义。
[Abstract]:In project management, it is the ideal goal of every project manager to complete the project on time, quality and quantity. However, in the actual project operation, the delay in the construction period occurs from time to time. The reasonable arrangement of the project schedule, control and optimization of the project schedule, to ensure that the project on schedule to achieve delivery. It has become an important factor that affects the success of project management. Therefore, it is very necessary to discuss the project schedule management. In recent years, the development of .W medical equipment company has been developed from contract manufacturing enterprises in 1980s. With the expiration of China's WTO protection period, China's medical industry reform and promotion of medical equipment companies are facing increasingly fierce competition from home and abroad. How to develop new products in a shorter time. Preempting the market has become the target of the enterprise's efforts. In this case, strengthening project management and "seeking benefits from management" has become a difficult problem in front of the enterprise. This paper uses the method of investigation and analysis. Based on the knowledge of project management, this paper takes the project schedule management of W Medical Devices Company in the development and construction of GK project as the research object, aiming at the problem of delay risk in GK project schedule management. From the aspects of project schedule, project progress process control, and other factors that affect the project schedule, through the method of combining qualitative and quantitative analysis, this paper looks for the reasons in many aspects, and puts forward some suggestions for improvement. At the same time, the difference between the critical path method and the key chain method is compared in principle, which shows that the key chain method can consider the resource limitation comprehensively, manage the safety time centrally, and can better deal with the complex multi-sub-project synchronous construction. This paper aims at guiding similar project management through research, summing up experience and lessons. At the same time, this paper is adapted to the background of the times, in response to the call of the Party and the state reform, a specific practical exploration of supply-side reform, because of the problems studied in this paper. To some extent, it is a common problem in project management of many medical device enterprises and OEM contract export enterprises in China, so the research results of this paper not only have a strong significance for improving the project management of W Company. It also has some guiding and referential significance for other contract manufacturing enterprises in China to improve their management level and explore business models.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.46

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