本文關鍵詞： 航天單機產品 多項目管理 矩陣式結構 關鍵鏈技術　出處：《南京航空航天大學》2014年碩士論文　論文類型：學位論文

【摘要】：近年來中國航天的快速發(fā)展為增強綜合國力和維護國家安全提供了重要保障。相比發(fā)達國家而言,我國航天企業(yè)的科技水平還有相當的差距,在管理方面則落后得更多。對于科研項目管理的研究往往滯后于科研技術,出現了“管理創(chuàng)新拖科研創(chuàng)新后腿”、“組織協(xié)調功能弱化”的局面。目前,我國航天企業(yè)尤其一些大型企業(yè)都已經認識到了項目管理對于研發(fā)項目成功的重要性,并建立起了新產品研發(fā)項目的管理體系,針對單個航天單機產品的研發(fā)項目的管理積累了比較豐富的經驗,但現有的航天單機產品研發(fā)管理及運作模式已不能完全適應航天企業(yè)產品多品種、小批量的特點。對航天企業(yè)產品特征所決定的產品研發(fā)多項目并存,并且爭奪資源的現狀,傳統(tǒng)的管理方法和僅僅針對單項目的管理方案和技術顯得力不從心。本題在航天型號任務和科研創(chuàng)新工作并舉的雙重需求形式下,采用理論與實踐相結合的分析方法,按照調查研究、提出問題、分析問題、解決問題的研究思路,以航天J公司為例進行研究,最終分析出我國航天企業(yè)多項目的研制和管理中可能普遍存在的組織結構及計劃管理方面的共同性問題,提出多項目研制管理中組織機構設置及項目進度計劃管理的對策和實施策略。組織機構管理方面,J公司在多項目并舉的形勢下,原有直線職能型結構已出現多種弊端,本題深入探索航天J公司的矩陣管理模式,并設計相應的管理方案,并通過程過評估,發(fā)現運行過程中存在的一系列問題,提出“第一責任人公司室”、“矩陣式設計團隊子模型”等優(yōu)化改進措施,最終節(jié)約了管理成本,提高了管理效率。在項目進度計劃管理方面,采用關鍵鏈技術開展多項目管理的探索。結合J公司A產品多項目計劃進度管理實例,在關鍵鏈識別、緩沖區(qū)設置及管理的同時,提出了基于優(yōu)先級和瓶頸資源的項目排序的方法和重要意義,充分分析了基于優(yōu)先級的項目排序等重要環(huán)節(jié)。最終通過合理的分配項目資源,使工作效率得到大大提高。并且通過完善項目工期計劃以及實現對項目實際工期的有效控制,最終達到項目按計劃完成目標。對整個航天行業(yè)乃至軍工產品的多項目管理的深入研究起到拋磚引玉的作用。
[Abstract]:In recent years, the rapid development of China's space industry has provided an important guarantee for enhancing the overall national strength and safeguarding national security. Compared with the developed countries, the scientific and technological level of Chinese aerospace enterprises is still quite far from that of the developed countries. In the aspect of management, the research of scientific research project management often lags behind the scientific research technology, and the situation of "management innovation delays scientific research innovation" and "the function of organization and coordination weakens". China's aerospace enterprises, especially some large enterprises, have realized the importance of project management for the success of R & D projects, and established a new product R & D project management system. The management of single aerospace product R & D project has accumulated rich experience, but the existing single aerospace product R & D management and operation mode can not fully adapt to the variety of spaceflight enterprise products. The characteristics of small batch. The multi-projects of product development decided by the characteristics of spaceflight enterprises exist side by side, and the status quo of competing for resources. The traditional management method and the management scheme and technology for a single project seem to be inadequate. This topic is in the dual demand form of the aerospace model task and scientific research and innovation work. This paper adopts the analytical method of combining theory with practice, according to the investigation and research, puts forward the question, analyzes the question, solves the problem research thought, takes the aerospace J company as an example to carry on the research. Finally, the paper analyzes the commonality of organizational structure and plan management in the development and management of multi-project space enterprises in China. This paper puts forward the countermeasures and implementation strategies of organization setup and project schedule management in multi-project development management. There are many drawbacks in the original linear functional structure. This paper explores the matrix management mode of Aerospace J Company, designs the corresponding management scheme, and evaluates the process. Found a series of problems in the operation process, put forward the "first responsible company room", "matrix design team sub-model" and other optimization improvement measures, and ultimately saved the management costs. Improve the efficiency of management. In the project schedule management, use the key chain technology to explore the multi-project management. Combined with J company A product multi-project schedule management example, identify the key chain. At the same time, the method and significance of project sorting based on priority and bottleneck resource are put forward while the buffer is set and managed. This paper fully analyzes the priority based project ranking and other important links. Finally, through the rational allocation of project resources. Improve the work efficiency greatly. And by improving the project duration plan and achieve the effective control of the actual project duration. Finally, the project will be completed according to the plan, and the further research on the multi-project management of the whole aerospace industry and even the military industry will play an important role in guiding the development of the project.
【學位授予單位】：南京航空航天大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F273.2;F426.5

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本文編號：1471599