本文選題：航天型號　切入點：項目管理成熟度模型　出處：《天津大學(xué)》2014年碩士論文

【摘要】：企業(yè)為能夠在日趨激烈的市場競爭中保持持續(xù)的競爭力、贏得優(yōu)勢,就需借助于內(nèi)部的和外部的基準,用于比較和不斷提升自身的管理能力,在這種需求下,催生了項目管理成熟度模型。項目管理成熟度模型向企業(yè)或組織提供了一種開發(fā)項目管理能力的基本方法,使用者通過成熟度模型可以獲取豐富的項目管理知識和一系列對照標準作為自我評估的工具,這些標準包含了客觀的測量準則和有形的可測指標用來評價企業(yè)當(dāng)前的項目管理狀況,可以有效避免評估的隨意性。企業(yè)或組織還可以通過模型制定改進計劃,以提高項目管理水平和競爭力。在過去十年的發(fā)展里,項目管理成熟度模型已成為衡量和提高業(yè)績的一個有效工具。本文在當(dāng)前航天型號研制項目的管理現(xiàn)狀背景下,對航天型號研制項目的管理過程進行了研究,分析了航天型號研制項目區(qū)別于其他項目的特點,以及航天型號產(chǎn)品的生命周期主要經(jīng)歷階段,抓住了航天型號研制項目管理活動的形態(tài)特點,同時對項目管理成熟度模型的理論基礎(chǔ)以及目前各行業(yè)中流行的主流成熟度模型進行了研究分析,重點對CMM模型和OPM3模型,在組成、成熟度梯級、成熟度提高實現(xiàn)方法以及術(shù)語上進行了剖析對比。在航天項目管理和項目管理成熟度模型兩大理論體系基礎(chǔ)上,本文構(gòu)建了航天型號研制項目管理成熟度模型,將兩大理論體系有機地結(jié)合起來,并對其成熟度等級、管理知識領(lǐng)域、管理過程、最佳實踐等元素進行了定義和說明。在外部結(jié)構(gòu)上,為使模型更貼近航天型號研制項目的特點,模型的管理知識領(lǐng)域特別偏重于質(zhì)量管理和時間管理,并將模型切片設(shè)置為隨成熟度梯級遞進而變化的動態(tài)管理模式;在內(nèi)部結(jié)構(gòu)上,管理成熟度模型遵循了航天型號研制過程特點,建立了能力間相互聯(lián)系的內(nèi)部結(jié)構(gòu);并且詳細列出了具有航天特色的最佳實踐及其所屬成熟度等級。此外,本文在總結(jié)了航天多項型號研制項目管理的成功經(jīng)驗,還建立了一個實用的、便于理解的CA-PM3管理過程改進方法模型,詳細規(guī)定了改進的方法和步驟。然后以上海航天某型號管理過程改進為例,按照模型逐步講述了改進步驟和實施方法,包括建立改進組織、確定關(guān)鍵實踐、找尋最佳路徑等。
[Abstract]:In order to be able to maintain sustainable competitiveness and gain advantages in the increasingly fierce market competition, enterprises need to use internal and external benchmarks to compare and continuously improve their management capabilities. The project management maturity model provides an essential way for enterprises or organizations to develop project management capabilities. Through the maturity model, users can acquire a wealth of project management knowledge and a set of benchmarking standards as a tool for self-assessment, These criteria include objective measurement criteria and tangible measurable indicators to evaluate the current project management status of the enterprise, effectively avoiding the randomness of the evaluation. In order to improve the level and competitiveness of project management, project management maturity model has become an effective tool to measure and improve performance in the past ten years. The management process of the aerospace model development project is studied, and the characteristics of the space model development project are analyzed, which are different from other projects, as well as the main stages of the life cycle of the aerospace model product. At the same time, the theoretical basis of the project management maturity model and the mainstream maturity model in various industries are studied and analyzed, with emphasis on the CMM model and the OPM3 model. The composition, maturity step, maturity improvement method and terminology are analyzed and contrasted. On the basis of the two theoretical systems of space project management and project management maturity model, In this paper, the maturity model of aerospace model development project management is constructed, and the two theoretical systems are organically combined, and the maturity level, the field of management knowledge, the management process are analyzed. Elements such as best practices are defined and illustrated. Externally, in order to bring the model closer to the characteristics of the aerospace model development project, the management knowledge of the model is particularly focused on quality management and time management. In the internal structure, the model follows the characteristics of the aerospace model development process, and establishes the internal structure of the interrelationship between capabilities, and sets up the model slicing as the dynamic management mode with the maturity step by step change, in the internal structure, the management maturity model follows the characteristics of the aerospace model development process, and establishes the internal structure of the capability. In addition, this paper summarizes the successful experience of space development project management, and establishes a practical model. The CA-PM3 management process improvement method model, which is easy to understand, specifies the improved method and steps in detail. Then, taking a certain model of Shanghai Aerospace as an example, the improvement steps and implementation methods are described step by step according to the model. This includes building an improved organization, identifying key practices, finding the best path, and so on.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.5

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