BO公司ERP项目进度管理研究

发布时间：2018-01-22 02:30

本文关键词： 项目进度管理 ERP实施关键链法挣值分析　出处：《华南理工大学》2015年硕士论文　论文类型：学位论文

【摘要】：HO集团是一家专门卫浴制造加工集团,主要生产是OEM,ODM模式,也有自主的品牌。随着新常态年的到来,新常态年,小量多批行动化,HO集团生产从原来的品种单一化、大批量、低成本策略生产模式,开始转型为品种繁多、生产数量小批次多等生产模式。而要做好这些,整个集团的信息化作为基础尤其重要,而集团的ERP普及度就是信息化基础中的基础。BO公司是HO集团下面的子公司,除财务外完全手工作业,必须进行ERP项目上线。本文通过BO公司ERP上线项目过程详细讨论了基于关键链法下的挣值分析对整个项目进度的计划与管控。首先,文章研究分析了ERP项目实施的困难点,也探讨了关键链法和挣值分析法各自的优缺点,并研究如何把两者结合在一起解决ERP项目进度管理的困难点;然后,通过整个ERP项目上线的功能需求,要求的时间,可用的成本结合可使用的人员资源,通过关键链法定制出符合项目时间要求的项目计划,并找出关键路径;接着,在整个项目的实施过程中结合实际的情况,利用挣值分析法对用关键链法找出的关键路径进度进行跟踪管控和分析,运用挣值分析工具得出了ERP项目实施过程中关键路径的异常现象,并根据成本和时间两个维度的异常现象;最后,本文通过资源的整合调整,在时间和成本都控制在可控的范围内重新调整项目计划,并利用挣值分析重新得出趋势结果,让项目从异常状态重回正轨。本文是一个使用关键链法结合挣值分析法在ERP项目实施中的具体应用,可以为类似有受到资源约束尤其是多项维度约束相关的项目以管理上的借鉴。本人也希望通过本次项目实施所真正学到的项目管理知识用于后续的工作中,也能为同类型的信息化项目作为参考。
[Abstract]:HO group is a professional sanitary ware manufacturing processing group, the main production OEM, ODM mode, also have their own brand. With the arrival of the year of the new normal, the new normal years, small batch production action, from the original single species, large quantities of HO group, low cost strategy mode of production, began to transition for variety, small batch production quantity and production mode. And to do this, the whole group of information is particularly important as the basis, and the group ERP popularity is the basis of.BO company information base is HO in the following Group subsidiary, in addition to financial completely manual operation must be carried out through ERP project on the line. BO, on-line ERP project process is discussed in detail and analysis plan to control the progress of the project critical chain method based on earned value. Firstly, the paper analyses the difficulties in the implementation of ERP project, and also discussed the critical chain method Earned value analysis of the advantages and disadvantages of each method, and study how to combine the two together to solve the difficulties of ERP project management; then, through the functional requirements of the entire ERP project on the line, the time required, the available cost with available staff resources, through the critical chain method is customized to meet the requirements of the project project time plan, and find out the critical path; then, according to the reality of the entire project implementation process of the situation, the use of earned value analysis of tracking control and analysis of the critical path schedule to find the critical chain method, the use of earned value analysis tool to obtain the abnormal phenomenon in the process of the implementation of the critical path of the ERP project, and according to the abnormal phenomenon of two the dimensions of cost and time; finally, this paper through the integration of resources to adjust, in time and cost control in the controllable scope to adjust the project plan, and to use the Earned Value Analysis The trend of results, let the project from the abnormal state back on track. This is a critical chain method combined with the specific application of earned value analysis in the ERP project implementation, for similar projects under resource constraints especially dimension constraints related for management reference. The people also hope that through this project implementation the learned knowledge of project management for the follow-up work, also can be used as a reference for the information project of the same type.

【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F270.7;F426.92

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