本文關(guān)鍵詞： 項目進度管理 項目計劃及過程控制 關(guān)鍵路徑和關(guān)鍵鏈 驗收標準　出處：《山東大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：在項目管理中,按時保質(zhì)保量的完成項目,是每一位項目經(jīng)理的理想目標;但在實際項目運作中,工期拖延卻時有發(fā)生。合理安排項目進度,對項目進度做好控制和優(yōu)化,確保項目按期實現(xiàn)交付,就成了影響項目管理成功的重要因素。因此對項目進度管理問題的探討就顯得非常必要了。W醫(yī)療器械公司從二十世紀八十年代由代工企業(yè)發(fā)展而來。近年來,隨著中國在WTO的保護期到期,中國的醫(yī)療行業(yè)改革推進,W醫(yī)療器械公司面臨著自國內(nèi)外愈加激烈的競爭。如何用更短的時間,開發(fā)出更新的產(chǎn)品,搶占市場先機,成為企業(yè)努力的目標。在這種情況下,加強項目管理,"向管理要效益"成為擺在企業(yè)面前的難題。本文以調(diào)查分析的方法,運用項目管理的知識,以W醫(yī)療器械公司在GK項目開發(fā)建設(shè)過程中的項目進度管理為研究對象,針對GK項目進度管理中存在的延期風(fēng)險問題,從項目進度計劃,項目進度過程控制,以及影響項目進度的其他因素等幾個方面,通過定性和定量分析相結(jié)合的方法,多方面尋找原因,提出了改進的建議;同時從原理上對比了關(guān)鍵路徑法和關(guān)鍵鏈法的不同,說明關(guān)鍵鏈法綜合考慮資源受限,集中管理安全時間,能更好的應(yīng)對復(fù)雜的多子項目同步施工、交期緊迫的情況。本文旨在通過研究,總結(jié)經(jīng)驗和教訓(xùn),指導(dǎo)今后類似項目管理。本文的研究成果,對于W公司提升項目管理水平具有現(xiàn)實意義。同時本文也是適應(yīng)時代背景,響應(yīng)黨和國家改革號召,對供給側(cè)改革的一種具體實踐探索。因為本文研究的問題,一定程度上是中國很多醫(yī)療器械企業(yè)以及OEM代工出口企業(yè)的在項目管理中的共性問題,所以本文的研究成果不僅對于改善W公司項目管理具有較強意義,對于中國其他有類似情況的代工企業(yè),提升管理水平,探索商業(yè)模式,也有一定的指導(dǎo)和借鑒意義。
[Abstract]:In project management, it is the ideal goal of every project manager to complete the project on time, quality and quantity. However, in the actual project operation, the delay in the construction period occurs from time to time. The reasonable arrangement of the project schedule, control and optimization of the project schedule, to ensure that the project on schedule to achieve delivery. It has become an important factor that affects the success of project management. Therefore, it is very necessary to discuss the project schedule management. In recent years, the development of .W medical equipment company has been developed from contract manufacturing enterprises in 1980s. With the expiration of China's WTO protection period, China's medical industry reform and promotion of medical equipment companies are facing increasingly fierce competition from home and abroad. How to develop new products in a shorter time. Preempting the market has become the target of the enterprise's efforts. In this case, strengthening project management and "seeking benefits from management" has become a difficult problem in front of the enterprise. This paper uses the method of investigation and analysis. Based on the knowledge of project management, this paper takes the project schedule management of W Medical Devices Company in the development and construction of GK project as the research object, aiming at the problem of delay risk in GK project schedule management. From the aspects of project schedule, project progress process control, and other factors that affect the project schedule, through the method of combining qualitative and quantitative analysis, this paper looks for the reasons in many aspects, and puts forward some suggestions for improvement. At the same time, the difference between the critical path method and the key chain method is compared in principle, which shows that the key chain method can consider the resource limitation comprehensively, manage the safety time centrally, and can better deal with the complex multi-sub-project synchronous construction. This paper aims at guiding similar project management through research, summing up experience and lessons. At the same time, this paper is adapted to the background of the times, in response to the call of the Party and the state reform, a specific practical exploration of supply-side reform, because of the problems studied in this paper. To some extent, it is a common problem in project management of many medical device enterprises and OEM contract export enterprises in China, so the research results of this paper not only have a strong significance for improving the project management of W Company. It also has some guiding and referential significance for other contract manufacturing enterprises in China to improve their management level and explore business models.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.46

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