航天型号研制项目的项目管理成熟度模型研究

发布时间：2018-03-25 23:34

本文选题：航天型号　切入点：项目管理成熟度模型　出处：《天津大学》2014年硕士论文

【摘要】：企业为能够在日趋激烈的市场竞争中保持持续的竞争力、赢得优势,就需借助于内部的和外部的基准,用于比较和不断提升自身的管理能力,在这种需求下,催生了项目管理成熟度模型。项目管理成熟度模型向企业或组织提供了一种开发项目管理能力的基本方法,使用者通过成熟度模型可以获取丰富的项目管理知识和一系列对照标准作为自我评估的工具,这些标准包含了客观的测量准则和有形的可测指标用来评价企业当前的项目管理状况,可以有效避免评估的随意性。企业或组织还可以通过模型制定改进计划,以提高项目管理水平和竞争力。在过去十年的发展里,项目管理成熟度模型已成为衡量和提高业绩的一个有效工具。本文在当前航天型号研制项目的管理现状背景下,对航天型号研制项目的管理过程进行了研究,分析了航天型号研制项目区别于其他项目的特点,以及航天型号产品的生命周期主要经历阶段,抓住了航天型号研制项目管理活动的形态特点,同时对项目管理成熟度模型的理论基础以及目前各行业中流行的主流成熟度模型进行了研究分析,重点对CMM模型和OPM3模型,在组成、成熟度梯级、成熟度提高实现方法以及术语上进行了剖析对比。在航天项目管理和项目管理成熟度模型两大理论体系基础上,本文构建了航天型号研制项目管理成熟度模型,将两大理论体系有机地结合起来,并对其成熟度等级、管理知识领域、管理过程、最佳实践等元素进行了定义和说明。在外部结构上,为使模型更贴近航天型号研制项目的特点,模型的管理知识领域特别偏重于质量管理和时间管理,并将模型切片设置为随成熟度梯级递进而变化的动态管理模式;在内部结构上,管理成熟度模型遵循了航天型号研制过程特点,建立了能力间相互联系的内部结构;并且详细列出了具有航天特色的最佳实践及其所属成熟度等级。此外,本文在总结了航天多项型号研制项目管理的成功经验,还建立了一个实用的、便于理解的CA-PM3管理过程改进方法模型,详细规定了改进的方法和步骤。然后以上海航天某型号管理过程改进为例,按照模型逐步讲述了改进步骤和实施方法,包括建立改进组织、确定关键实践、找寻最佳路径等。
[Abstract]:In order to be able to maintain sustainable competitiveness and gain advantages in the increasingly fierce market competition, enterprises need to use internal and external benchmarks to compare and continuously improve their management capabilities. The project management maturity model provides an essential way for enterprises or organizations to develop project management capabilities. Through the maturity model, users can acquire a wealth of project management knowledge and a set of benchmarking standards as a tool for self-assessment, These criteria include objective measurement criteria and tangible measurable indicators to evaluate the current project management status of the enterprise, effectively avoiding the randomness of the evaluation. In order to improve the level and competitiveness of project management, project management maturity model has become an effective tool to measure and improve performance in the past ten years. The management process of the aerospace model development project is studied, and the characteristics of the space model development project are analyzed, which are different from other projects, as well as the main stages of the life cycle of the aerospace model product. At the same time, the theoretical basis of the project management maturity model and the mainstream maturity model in various industries are studied and analyzed, with emphasis on the CMM model and the OPM3 model. The composition, maturity step, maturity improvement method and terminology are analyzed and contrasted. On the basis of the two theoretical systems of space project management and project management maturity model, In this paper, the maturity model of aerospace model development project management is constructed, and the two theoretical systems are organically combined, and the maturity level, the field of management knowledge, the management process are analyzed. Elements such as best practices are defined and illustrated. Externally, in order to bring the model closer to the characteristics of the aerospace model development project, the management knowledge of the model is particularly focused on quality management and time management. In the internal structure, the model follows the characteristics of the aerospace model development process, and establishes the internal structure of the interrelationship between capabilities, and sets up the model slicing as the dynamic management mode with the maturity step by step change, in the internal structure, the management maturity model follows the characteristics of the aerospace model development process, and establishes the internal structure of the capability. In addition, this paper summarizes the successful experience of space development project management, and establishes a practical model. The CA-PM3 management process improvement method model, which is easy to understand, specifies the improved method and steps in detail. Then, taking a certain model of Shanghai Aerospace as an example, the improvement steps and implementation methods are described step by step according to the model. This includes building an improved organization, identifying key practices, finding the best path, and so on.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.5

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