车载天线产品系列开发的进度计划与控制研究

发布时间：2018-04-08 14:55

本文选题：多项目管理　切入点：项目进度计划　出处：《上海交通大学》2015年硕士论文

【摘要】：随着经济的高速发展,许多企业都在往多元化方向发展,使企业之间在全球范围内的竞争日趋激烈,为了使企业能够在日益激烈的竞争环境中立足并成长,对于制造业企业来说,产品研发是企业立足与持续发展的基础,也是企业核心竞争力之所在。但产品研发具有很多不确认性,因此往往伴随着成本高,成功率低,周期延长等特点,为了减少或规避产品研发过程中的风险,提高产品研发的成功率,企业必须提升研发项目的管理水平。产品系列研发的项目管理其实是多项目的管理,其目的是协调多个类似产品的研发,合理利用和分配企业的研发资源,推动多个产品同时开发,使企业的有限资源得到最优化利用,从而提高企业的效益与竞争力。企业在运行多项目时,各项目之间会产生资源的共享与需求冲突。因此企业在同时运行多个项目时,需要对各种资源在项目间进行平衡优化配置来实现多项目的成功管理。但企业的资源往往是有限的,在项目资源约束时,许多企业难以实现资源在多项目间的平衡优化配置管理,这使得很多产品研发项目成本超支,项目延期,客户满意度降低,从而使产品甚至于企业失去了竞争力。本文将车载天线产品研发过程中所需要的一切项目资源(包括人、财、物)进行货币化,然后统一成项目成本这一个项目控制参数,并以此来进行多项目的资源优化和平衡,以简化项目的控制参数,然后通过挣得值评价曲线实时或定期监控项目进度,对项目进度偏差采取相应的应对措施将项目进度更正到可控的范围内,从而实现多项目的计划与控制。本文通过研究,提出了产品研发多项目环境下各种资源货币化的计算方法、产品研发多项目间资源平衡优化配置以及项目进度控制的挣得值评估模型。为企业的产品研发多项目进度计划与控制管理提供经验与参考。
[Abstract]:With the rapid development of economy, many enterprises are developing in the direction of diversification, which makes the competition between enterprises in the global scope increasingly fierce, in order to enable enterprises to stand and grow in the increasingly fierce competitive environment.For manufacturing enterprises, product research and development is the basis of enterprise base and sustainable development, and also the core competitiveness of enterprises.However, product development has many characteristics such as high cost, low success rate and prolonged cycle. In order to reduce or avoid the risk in product development process and improve the success rate of product R & D, product R & D has many characteristics such as high cost, low success rate and long cycle.Enterprises must improve the management level of R & D projects.The project management of product series R & D is actually multi-project management. Its purpose is to coordinate the R & D of many similar products, to rationally utilize and distribute the R & D resources of enterprises, and to promote the simultaneous development of multiple products.To optimize the use of limited resources, thereby improving the efficiency and competitiveness of enterprises.When enterprises run multiple projects, resource sharing and requirements conflict will occur among the projects.Therefore, when enterprises run multiple projects at the same time, it is necessary to balance and optimize the allocation of various resources between projects to achieve the successful management of multiple projects.However, the resources of enterprises are often limited. When the project resources are constrained, many enterprises are difficult to realize the balanced allocation management of resources among multiple projects, which makes many product R & D projects cost overrun, project postponement, and customer satisfaction reduced.As a result, the product and even the enterprise lost competitiveness.In this paper, we monetize all the project resources (including people, money and objects) needed in the development process of antenna products, and then unify the project cost as a project control parameter to optimize and balance the resources of multiple projects.In order to simplify the control parameters of the project, then through the earned value evaluation curve to monitor the progress of the project in real time or on a regular basis, and take corresponding measures to correct the progress of the project to a controllable range.In order to achieve multi-project planning and control.Based on the research, this paper puts forward the calculation methods of various resources monetization in the multi-project environment of product development, the optimal allocation of resources among multi-projects of product development and the evaluation model of earning value of project schedule control.Provide experience and reference for multi-project schedule and control management of product development.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.471;U468.4

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