本文選題：多項(xiàng)目管理　切入點(diǎn)：項(xiàng)目進(jìn)度計(jì)劃　出處：《上海交通大學(xué)》2015年碩士論文

【摘要】：隨著經(jīng)濟(jì)的高速發(fā)展,許多企業(yè)都在往多元化方向發(fā)展,使企業(yè)之間在全球范圍內(nèi)的競(jìng)爭(zhēng)日趨激烈,為了使企業(yè)能夠在日益激烈的競(jìng)爭(zhēng)環(huán)境中立足并成長(zhǎng),對(duì)于制造業(yè)企業(yè)來(lái)說(shuō),產(chǎn)品研發(fā)是企業(yè)立足與持續(xù)發(fā)展的基礎(chǔ),也是企業(yè)核心競(jìng)爭(zhēng)力之所在。但產(chǎn)品研發(fā)具有很多不確認(rèn)性,因此往往伴隨著成本高,成功率低,周期延長(zhǎng)等特點(diǎn),為了減少或規(guī)避產(chǎn)品研發(fā)過(guò)程中的風(fēng)險(xiǎn),提高產(chǎn)品研發(fā)的成功率,企業(yè)必須提升研發(fā)項(xiàng)目的管理水平。產(chǎn)品系列研發(fā)的項(xiàng)目管理其實(shí)是多項(xiàng)目的管理,其目的是協(xié)調(diào)多個(gè)類(lèi)似產(chǎn)品的研發(fā),合理利用和分配企業(yè)的研發(fā)資源,推動(dòng)多個(gè)產(chǎn)品同時(shí)開(kāi)發(fā),使企業(yè)的有限資源得到最優(yōu)化利用,從而提高企業(yè)的效益與競(jìng)爭(zhēng)力。企業(yè)在運(yùn)行多項(xiàng)目時(shí),各項(xiàng)目之間會(huì)產(chǎn)生資源的共享與需求沖突。因此企業(yè)在同時(shí)運(yùn)行多個(gè)項(xiàng)目時(shí),需要對(duì)各種資源在項(xiàng)目間進(jìn)行平衡優(yōu)化配置來(lái)實(shí)現(xiàn)多項(xiàng)目的成功管理。但企業(yè)的資源往往是有限的,在項(xiàng)目資源約束時(shí),許多企業(yè)難以實(shí)現(xiàn)資源在多項(xiàng)目間的平衡優(yōu)化配置管理,這使得很多產(chǎn)品研發(fā)項(xiàng)目成本超支,項(xiàng)目延期,客戶滿意度降低,從而使產(chǎn)品甚至于企業(yè)失去了競(jìng)爭(zhēng)力。本文將車(chē)載天線產(chǎn)品研發(fā)過(guò)程中所需要的一切項(xiàng)目資源(包括人、財(cái)、物)進(jìn)行貨幣化,然后統(tǒng)一成項(xiàng)目成本這一個(gè)項(xiàng)目控制參數(shù),并以此來(lái)進(jìn)行多項(xiàng)目的資源優(yōu)化和平衡,以簡(jiǎn)化項(xiàng)目的控制參數(shù),然后通過(guò)掙得值評(píng)價(jià)曲線實(shí)時(shí)或定期監(jiān)控項(xiàng)目進(jìn)度,對(duì)項(xiàng)目進(jìn)度偏差采取相應(yīng)的應(yīng)對(duì)措施將項(xiàng)目進(jìn)度更正到可控的范圍內(nèi),從而實(shí)現(xiàn)多項(xiàng)目的計(jì)劃與控制。本文通過(guò)研究,提出了產(chǎn)品研發(fā)多項(xiàng)目環(huán)境下各種資源貨幣化的計(jì)算方法、產(chǎn)品研發(fā)多項(xiàng)目間資源平衡優(yōu)化配置以及項(xiàng)目進(jìn)度控制的掙得值評(píng)估模型。為企業(yè)的產(chǎn)品研發(fā)多項(xiàng)目進(jìn)度計(jì)劃與控制管理提供經(jīng)驗(yàn)與參考。
[Abstract]:With the rapid development of economy, many enterprises are developing in the direction of diversification, which makes the competition between enterprises in the global scope increasingly fierce, in order to enable enterprises to stand and grow in the increasingly fierce competitive environment.For manufacturing enterprises, product research and development is the basis of enterprise base and sustainable development, and also the core competitiveness of enterprises.However, product development has many characteristics such as high cost, low success rate and prolonged cycle. In order to reduce or avoid the risk in product development process and improve the success rate of product R & D, product R & D has many characteristics such as high cost, low success rate and long cycle.Enterprises must improve the management level of R & D projects.The project management of product series R & D is actually multi-project management. Its purpose is to coordinate the R & D of many similar products, to rationally utilize and distribute the R & D resources of enterprises, and to promote the simultaneous development of multiple products.To optimize the use of limited resources, thereby improving the efficiency and competitiveness of enterprises.When enterprises run multiple projects, resource sharing and requirements conflict will occur among the projects.Therefore, when enterprises run multiple projects at the same time, it is necessary to balance and optimize the allocation of various resources between projects to achieve the successful management of multiple projects.However, the resources of enterprises are often limited. When the project resources are constrained, many enterprises are difficult to realize the balanced allocation management of resources among multiple projects, which makes many product R & D projects cost overrun, project postponement, and customer satisfaction reduced.As a result, the product and even the enterprise lost competitiveness.In this paper, we monetize all the project resources (including people, money and objects) needed in the development process of antenna products, and then unify the project cost as a project control parameter to optimize and balance the resources of multiple projects.In order to simplify the control parameters of the project, then through the earned value evaluation curve to monitor the progress of the project in real time or on a regular basis, and take corresponding measures to correct the progress of the project to a controllable range.In order to achieve multi-project planning and control.Based on the research, this paper puts forward the calculation methods of various resources monetization in the multi-project environment of product development, the optimal allocation of resources among multi-projects of product development and the evaluation model of earning value of project schedule control.Provide experience and reference for multi-project schedule and control management of product development.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F426.471;U468.4

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