本文選題：華為公司　切入點(diǎn)：WBS　出處：《南昌大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：項(xiàng)目管理中的進(jìn)度管理,是項(xiàng)目管理學(xué)科中九大知識(shí)領(lǐng)域中一個(gè)非常重要的科目,90%的通信工程在工程實(shí)施過程中都面臨工期被壓縮的情況,因此如何滿足客戶、管理層和供應(yīng)商在時(shí)間、成本和質(zhì)量上的不同要求,成為了項(xiàng)目是否成功的關(guān)鍵因素之一。WBS(工作分解結(jié)構(gòu))工具很好地解決了這一問題,通過詳細(xì)講解WBS工具在華為無線搬遷項(xiàng)目中的實(shí)際應(yīng)用研究,闡述通信工程項(xiàng)目管理如何通過WBS工具的應(yīng)用,提升項(xiàng)目管理效率、達(dá)到時(shí)間、成本、質(zhì)量的三者統(tǒng)一。 本文首先介紹了項(xiàng)目管理相關(guān)理論；其次,以華為公司為例,通過闡述WBS工具在華為無線搬遷項(xiàng)目中的應(yīng)用,解決華為以往通信工程交付過程中的缺乏計(jì)劃,進(jìn)度、風(fēng)險(xiǎn)不可控,人員績(jī)效無法量化,項(xiàng)目干系人需求無法記錄及管理等問題,實(shí)現(xiàn)有效地進(jìn)度管理、項(xiàng)目組人員績(jī)效評(píng)估管理及項(xiàng)目干系人需求管理,從而達(dá)到客戶、管理層和供應(yīng)商在時(shí)間、成本和質(zhì)量上的不同要求,提升華為通信工程項(xiàng)目管理交付品質(zhì),打造華為通信項(xiàng)目管理品牌,提高公司核心競(jìng)爭(zhēng)力,實(shí)現(xiàn)企業(yè)的戰(zhàn)略目標(biāo)；最后,針對(duì)華為公司項(xiàng)目管理方案實(shí)施提出了相關(guān)建議和對(duì)策,以期通過本研究,能夠?qū)νㄐ判袠I(yè)的項(xiàng)目管理者提供有益的參考和借鑒。
[Abstract]:Schedule management in project management is a very important subject in nine knowledge fields of project management discipline. 90% of the communication projects are faced with the situation that the time limit is compressed in the course of project implementation, so how to satisfy the customers, Different management and supplier requirements in terms of time, cost, and quality have become one of the key factors in the success of the project. The WBS (work breakdown structure) tool is a good solution to this problem. By explaining the practical application of WBS tools in Huawei wireless relocation project, this paper expounds how to improve the efficiency of project management through the application of WBS tools in communication engineering project management, and achieve the unity of time, cost and quality. This paper first introduces the related theories of project management, secondly, taking Huawei as an example, through expounding the application of WBS tools in Huawei wireless relocation project, it solves the lack of plan and progress in the past communication project delivery process of Huawei. Risk can not be controlled, personnel performance can not be quantified, project stakeholders' needs can not be recorded and managed, and effective progress management, project team personnel performance evaluation management and project stakeholder demand management can be achieved. Different requirements of management and suppliers in time, cost and quality, improve the quality of Huawei communication project management delivery, build Huawei communication project management brand, improve the core competitiveness of the company, and achieve the strategic objectives of the enterprise. This paper puts forward the relevant suggestions and countermeasures for the implementation of the project management scheme of Huawei Company in order to provide useful reference and reference for the project managers in the communication industry through this study.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：TN913;F626

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