P公司项目进度延误分析及对策研究

发布时间：2019-06-10 00:59

【摘要】：自2006年美国次贷危机引发的全球经济危机以来,全球汽车工业正面临严峻考验,各大汽车厂商连年来处于亏损状态。P公司也不例外,其全球整体业务连年亏损,但中国汽车市场的发展却给P公司带来利好的消息,2013年在华销量增长26%,中国市场成为P公司的第二大市场,并有望超过在法国的销量而成为第一大市场。为适应中国市场的竞争和需求,亚洲研发中心在产品研发上制定了降低成本、缩短研发周期的目标；在项目管理上进行了一系列的探索性的改革措施,这些措施既促进了公司项目管理的各项,同时也突出了一些阻碍了公司项目进度的弊端。本文基于P公司的以上背景,针对在实际项目进度管理过程中出现的阻碍项目进度的普遍突出问题进行分析,找出其根本原因,并研究相应的对策。文章以T项目为例,研究其具有代表性的延误项目进度的问题,提出有针对性的改善对策,同时以正在进行中的相同研发范围的TX项目为例对所提对策进行验证,具体步骤如下：首先,以T项目为例,运用项目进度管理的相关理论,从项目组织结构、项目进度计划的制定、项目进度控制、以及沟通管理等方面,分析P公司当前项目管理状况,找出延误项目进度的因素。其次,通过对延误项目进度的因素分析,运用项目进度管理理论,研究相应对策,对当前P公司项目进度管理进行改善。最后,将以上的分析和研究成果,应用到P公司正在研发的TX项目中,并对其有效性进行验证。延误项目进度的因素的研究对提高项目进度管理具有重要意义,为P公司的研发项目顺利进行提供了一定的保障；项目进度延误问题是汽车研发普遍存在的问题,对项目进度延误因素的研究,即提高了P公司的项目进度管理的效率,也对同行提高项目进度管理效率、降低项目成本和避免项目延误提供了重要的参考价值和应对意见。
[Abstract]:Since the global economic crisis caused by the subprime mortgage crisis in the United States in 2006, the global automobile industry is facing a severe test, and major automakers have been in a state of loss over the years. P is no exception, and its overall global business has lost money year after year. But the development of the Chinese car market has brought good news to P Company. Sales in China rose 26 percent in 2013. The Chinese market became the second largest market of P Company and is expected to surpass sales in France to become the largest market. In order to meet the competition and demand of the Chinese market, the Asian R & D Center has set the goal of reducing costs and shortening the R & D cycle in product research and development. A series of exploratory reform measures have been carried out in project management, which not only promote the project management of the company, but also highlight some drawbacks that hinder the progress of the project. Based on the above background of P Company, this paper analyzes the common outstanding problems that hinder the progress of the project in the process of actual project schedule management, finds out its root causes, and studies the corresponding countermeasures. Taking T project as an example, this paper studies the representative problem of delaying the progress of the project, puts forward the corresponding improvement countermeasures, and takes the TX project in the same research and development scope as an example to verify the proposed countermeasures. The specific steps are as follows: first of all, taking T project as an example, using the relevant theory of project schedule management, from the project organizational structure, project schedule planning, project progress control, and communication management, and so on, Analyze the current project management situation of P company and find out the factors that delay the progress of the project. Secondly, through the analysis of the factors that delay the progress of the project, using the theory of project schedule management, this paper studies the corresponding countermeasures to improve the current project schedule management of P Company. Finally, the above analysis and research results are applied to the TX project being developed by P Company, and its effectiveness is verified. The study of the factors that delay the progress of the project is of great significance to improve the progress management of the project, and provides a certain guarantee for the smooth progress of the R & D project of P Company. The problem of project schedule delay is a common problem in automobile research and development. The research on the factors of project progress delay improves the efficiency of project schedule management in P company, and also improves the efficiency of project schedule management for peers. Reducing project cost and avoiding project delay provide important reference value and countermeasures.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F416.471

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