C公司某变压器出口项目进度管理案例研究

发布时间：2018-04-03 17:56

本文选题：变压器　切入点：出口项目　出处：《大连理工大学》2015年硕士论文

【摘要】：近几年来,随着国家电力建设速度放缓,以及制造厂家快速扩张,中国的电力变压器市场已出现严重的供过于求的迹象。一些厂家已经开始扩大其销售足迹至海外。C公司生产的电力变压器以内销为主,第一次自主接到井喷式的海外订单。某变压器出口项目的执行过程中遇到了许多问题,针对该出口项目出现的若干问题展开研究,如何提高出口项目进度管理水平,尤其是提高项目进度计划与控制水平,是本文的主要研究方向。本文运用案例研究方法,对C公司出口澳大利亚一台电力变压器项目遇到的进度拖期典型问题进行研究。案例描述了六个导致进度拖延的典型问题,如信息确认延误问题,设计方案多次变更导致延误问题,油漆采购延误问题,在澳大利亚境内的运输延误问题,变压器现场油箱起泡处理导致延误问题,物品遗留在油箱内处理导致延误问题。在对比了内销项目与出口项目的不同点之后,结合项目管理、项目组织结构管理、项目计划与控制以及工作分解结构等理论,分析造成案例进度拖期的主要原因是组织结构制约,项目进度计划滞后和没有弹性,工作分解结构缺失,项目进度控制不力等。为了解决以上的问题,提出了解决对策与建议：调整组织结构,优化项目进度计划,工作分解与落实,改进项目进度控制。从不成功的案例中吸取教训,总结经验,C公司的电力变压器出口项目进度管理有了明显的改善。
[Abstract]:China's power transformer market has shown signs of a severe oversupply in recent years, with the country's power construction slowing and manufacturers expanding rapidly.Some manufacturers have begun to expand their sales footprint to overseas. C power transformers mainly domestic sales, for the first time to receive blowout overseas orders.Many problems have been encountered in the execution of a transformer export project. In view of some problems in the export project, how to improve the progress management level of the export project, especially the project schedule and control level, is studied.Is the main research direction of this paper.In this paper, a case study method is used to study the typical problem of schedule delay encountered in a power transformer project exported to Australia by C Company.The case describes six typical problems that lead to delays in progress, such as information confirmation delays, delays in design changes, delays in paint procurement, transportation delays in Australia,The blistering treatment of the oil tank in the transformer field caused the delay problem, and the items left in the tank caused the delay problem.After comparing the differences between domestic and export projects, combining the theories of project management, project organization structure management, project planning and control, and work breakdown structure, etc.The main reasons for the delay in the progress of the case are the restriction of the organizational structure, the lag and inelasticity of the project schedule, the lack of the work breakdown structure, the lack of the control of the project schedule, and so on.In order to solve the above problems, the countermeasures and suggestions are put forward: adjusting the organizational structure, optimizing the project schedule, decomposing and implementing the work, and improving the project schedule control.Drawing lessons from unsuccessful cases, summing up the experience of power transformer export project schedule management in C company has improved obviously.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F752.62;F426.61

【共引文献】