【摘要】：自2006年美國次貸危機(jī)引發(fā)的全球經(jīng)濟(jì)危機(jī)以來,全球汽車工業(yè)正面臨嚴(yán)峻考驗(yàn),各大汽車廠商連年來處于虧損狀態(tài)。P公司也不例外,其全球整體業(yè)務(wù)連年虧損,但中國汽車市場的發(fā)展卻給P公司帶來利好的消息,2013年在華銷量增長26%,中國市場成為P公司的第二大市場,并有望超過在法國的銷量而成為第一大市場。為適應(yīng)中國市場的競爭和需求,亞洲研發(fā)中心在產(chǎn)品研發(fā)上制定了降低成本、縮短研發(fā)周期的目標(biāo)；在項(xiàng)目管理上進(jìn)行了一系列的探索性的改革措施,這些措施既促進(jìn)了公司項(xiàng)目管理的各項(xiàng),同時(shí)也突出了一些阻礙了公司項(xiàng)目進(jìn)度的弊端。 本文基于P公司的以上背景,針對(duì)在實(shí)際項(xiàng)目進(jìn)度管理過程中出現(xiàn)的阻礙項(xiàng)目進(jìn)度的普遍突出問題進(jìn)行分析,找出其根本原因,并研究相應(yīng)的對(duì)策。文章以T項(xiàng)目為例,研究其具有代表性的延誤項(xiàng)目進(jìn)度的問題,提出有針對(duì)性的改善對(duì)策,同時(shí)以正在進(jìn)行中的相同研發(fā)范圍的TX項(xiàng)目為例對(duì)所提對(duì)策進(jìn)行驗(yàn)證,具體步驟如下： 首先,以T項(xiàng)目為例,運(yùn)用項(xiàng)目進(jìn)度管理的相關(guān)理論,從項(xiàng)目組織結(jié)構(gòu)、項(xiàng)目進(jìn)度計(jì)劃的制定、項(xiàng)目進(jìn)度控制、以及溝通管理等方面,分析P公司當(dāng)前項(xiàng)目管理狀況,找出延誤項(xiàng)目進(jìn)度的因素。 其次,通過對(duì)延誤項(xiàng)目進(jìn)度的因素分析,運(yùn)用項(xiàng)目進(jìn)度管理理論,研究相應(yīng)對(duì)策,對(duì)當(dāng)前P公司項(xiàng)目進(jìn)度管理進(jìn)行改善。 最后,將以上的分析和研究成果,應(yīng)用到P公司正在研發(fā)的TX項(xiàng)目中,并對(duì)其有效性進(jìn)行驗(yàn)證。 延誤項(xiàng)目進(jìn)度的因素的研究對(duì)提高項(xiàng)目進(jìn)度管理具有重要意義,為P公司的研發(fā)項(xiàng)目順利進(jìn)行提供了一定的保障；項(xiàng)目進(jìn)度延誤問題是汽車研發(fā)普遍存在的問題,對(duì)項(xiàng)目進(jìn)度延誤因素的研究,即提高了P公司的項(xiàng)目進(jìn)度管理的效率,也對(duì)同行提高項(xiàng)目進(jìn)度管理效率、降低項(xiàng)目成本和避免項(xiàng)目延誤提供了重要的參考價(jià)值和應(yīng)對(duì)意見。
[Abstract]:Since the global economic crisis caused by the subprime mortgage crisis in the United States in 2006, the global automobile industry is facing a severe test, and major automakers have been in a state of loss over the years. P is no exception, and its overall global business has lost money year after year. But the development of the Chinese car market has brought good news to P Company. Sales in China rose 26 percent in 2013. The Chinese market became the second largest market of P Company and is expected to surpass sales in France to become the largest market. In order to meet the competition and demand of the Chinese market, the Asian R & D Center has set the goal of reducing costs and shortening the R & D cycle in product research and development. A series of exploratory reform measures have been carried out in project management, which not only promote the project management of the company, but also highlight some drawbacks that hinder the progress of the project. Based on the above background of P Company, this paper analyzes the common outstanding problems that hinder the progress of the project in the process of actual project schedule management, finds out its root causes, and studies the corresponding countermeasures. Taking T project as an example, this paper studies the representative problem of delaying the progress of the project, puts forward the corresponding improvement countermeasures, and takes the TX project in the same research and development scope as an example to verify the proposed countermeasures. The specific steps are as follows: first of all, taking T project as an example, using the relevant theory of project schedule management, from the project organizational structure, project schedule planning, project progress control, and communication management, and so on, Analyze the current project management situation of P company and find out the factors that delay the progress of the project. Secondly, through the analysis of the factors that delay the progress of the project, using the theory of project schedule management, this paper studies the corresponding countermeasures to improve the current project schedule management of P Company. Finally, the above analysis and research results are applied to the TX project being developed by P Company, and its effectiveness is verified. The study of the factors that delay the progress of the project is of great significance to improve the progress management of the project, and provides a certain guarantee for the smooth progress of the R & D project of P Company. The problem of project schedule delay is a common problem in automobile research and development. The research on the factors of project progress delay improves the efficiency of project schedule management in P company, and also improves the efficiency of project schedule management for peers. Reducing project cost and avoiding project delay provide important reference value and countermeasures.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F416.471

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