【作者】 王琼；

【导师】 乔信起； 傅劲；

【作者基本信息】 上海交通大学 ， 项目管理（专业学位）， 2017， 硕士

【摘要】 CL5项目作为CL公司的第一个海内外同步开发国产化项目,现有的国产化项目计划模板无法有效解决其前期海外开发进度控制难度大,后期工程质量问题集中爆发影响进度的问题。本文致力于通过制定CL5项目的进度计划和进度控制方案,解决以上问题,并为公司以后的同类型项目进度管理累积经验,提供借鉴。CL5项目进度计划的制定采用WBS分解表、责任矩阵表及关键路径法。首先,运用WBS分解法,同时考虑项目组织,以各职能部门为横向、项目过程中工作内容为纵向,对CL5项目做详细工作分解及工作描述。然后,运用责任矩阵表确定各部门在不同活动中的角色。利用项目管理软件Project确定工作先后关系,并估算工作时间,完成项目的关键路径计算。最后,编写以关键路径上的活动为横向即项目里程碑节点,各职能部门为纵向的CL5项目进度计划表。同时,该计划表结合海外工程开发进度,使得项目进度管理在前期更积极主动的介入,加大中方的控制力度。并且,在定义后期装车活动的责任时充分考虑中外结合的方法,加大两边的沟通,最大程度的降低后期工程变更的频率。CL5项目进度的控制采用动态监测的方法。从单个部门和跨部门两方面来制定控制流程。单个部门进度控制是基于CL公司平衡矩阵项目管理架构,由每个部门自己的项目专员来完成。跨部门进度控制则通过一系列的会议制度来实现。通过建立每个零部件的核心管理小组,完成工作层面上最有效的跨部门沟通和进度控制。同时,制定越级会议制度,提高项目进度管理的灵活性,并提高沟通效率,降低沟通成本。最后,通过比较项目实际进度和计划进度,在第一时间识别出海外开发进度的延误情况,通过项目会议进行有效沟通促使该项活动尽快完成。并且,利用关键路径的原理,分析关键路径上的活动特性,在后续项目活动中找到可以补救进度问题的关键项。通过修改该项任务的要求和工期,来弥补计划与实际的进度差异,使CL5车型最终按计划投产上市。更多还原

【Abstract】 CL5 is the first fast-follow localization project in CL Company.The original localization project schedule couldn’t effectively solve the issues such as the difficulty to control the engineering development progress abroad in the early phase of the project and in the later phase,the engineering changes or quality issues concentrated happening.This thesis hopes to solve these problems through formulating the schedule of CL5 and its control plan.And to be the lesson-learn for the coming projects of CL Company.The schedule of CL5 project is formulated.WBS,RASIC matrix and critical path method are used to finish the plan.Firstly,the work is broken down by the method of WBS.The function departments are defined as the horizontal ordinate and the detailed work of each department during the whole project are defined as the vertical ordinate.Secondly,the responsibility is determined by using the RASIC form based on the WBS structure so that it could be clear that different departments play different roles in different activities.By using the professional project management software Project,the relationship of each task is defined and the lead-time of each task is estimated.Then,the critical path of CL5 project is calculated.After all the above,the CL5 vehicle production schedule is formulated that defines the activities on critical path as the milestones and the work plan of each function department as the detailed content.Meanwhile,combine the schedule of the oversea engineering development into the CL5 project schedule so that the project manager could involve the timing control more proactively in the earlier phase.And define the cooperation strategy between China and abroad company on the later building phase of the CL5 project.This action could improve the communication between two companies and reduce the potential engineering changes.CL5 schedule is controlled by dynamic monitoring.The process is determined both for single department and cross-function department.For each single department,since CL Company is a balance matrix organization,the schedule could be controlled by the project team of each function department.For the cross-function department,it is controlled by a set of conferences.A basic working level team that only includes engineer,buyer and quality engineer is built for each part.Through this cross-function team,it is easy and effective to control the project schedule on working level.Meanwhile,set up the skip-level meeting to improve the efficiency of the schedule management and reduce the communication cost.Finally,the actual timing of CL5 project is compared with the plan and the root cause of the timing delay is found,which oversea engineer development delayed the release on the beginning.Through the project meeting,the progress is pushed and the lead-time is compressed.After analyzing the tasks on critical path,the requirement of some tasks are changed in order to ensure the CL5 car finally go to the market on time and successfully.更多还原