本文關(guān)鍵詞：B公司汽車零部件開發(fā)項目的風(fēng)險管理　出處：《上海交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 項目管理 項目風(fēng)險管理 層次分析法 汽車零部件開發(fā)項目

【摘要】：隨著中國經(jīng)濟(jì)的持續(xù)發(fā)展,中國汽車市場已經(jīng)成為了全球規(guī)模最大的單一市場,據(jù)中國汽車行業(yè)協(xié)會(CAAM)的統(tǒng)計數(shù)據(jù),國內(nèi)主要車企數(shù)量已經(jīng)達(dá)到了70家左右,幾乎每家主機(jī)廠都有計劃推出渦輪增壓發(fā)動機(jī),開發(fā)項目數(shù)量高達(dá)上百個。GM,VW和Ford等國際主機(jī)廠的換代機(jī)型也多采用渦輪增壓技術(shù),同時應(yīng)用了大量新技術(shù)。龐大的項目數(shù)量加上大量新技術(shù)的應(yīng)用,使得產(chǎn)品開發(fā)成為一項日益復(fù)雜,存在大量風(fēng)險的活動。本文依據(jù)B公司的開發(fā)項目管理流程四個階段:概念論證階段、功能驗證階段、技術(shù)驗證階段和流程驗證階段。以及六個門徑:OG1管理層評審EOT,QG2項目啟動門(Project PlanSpecification),QG3項目投資計劃提交門(Release for A/R Submission),QG4產(chǎn)品設(shè)計驗證發(fā)放門(Product DesignDevelopment Review),QG5 PPAP發(fā)放門(Release for PPAP),QG6投產(chǎn)發(fā)放門(Release for SOP),導(dǎo)入項目風(fēng)險管理流程IAPMT;本文參照I(Risk Identification)理論,首先對渦輪增壓器的開發(fā)項目管理流程四個階段六個門進(jìn)行工作分解,然后對工作分解出的每一項,本文再按照理論原則逐一的進(jìn)行風(fēng)險識別,歸納整理成風(fēng)險識別清單。本文在風(fēng)險識別清單的基礎(chǔ)上,根據(jù)A(Risk Assessment)逐項進(jìn)行評估其項目風(fēng)險事件狀態(tài),包括風(fēng)險發(fā)生的概率和后果影響度,從而得出風(fēng)險事件的影響值。然后依據(jù)P(Risk Prioritization)的論述,采用AHP層次分析法對高影響度風(fēng)險事件進(jìn)行評價和排序,量化項目的風(fēng)險值,可以幫助公司比較不同項目的風(fēng)險大小。本文采用M(Risk Mitigation Planning)理論,應(yīng)用四大風(fēng)險應(yīng)對策略分別來應(yīng)對通過項目評價得出的高風(fēng)險事件;運用T(Risk Tracking)理論將這些應(yīng)對方法細(xì)化和落實到公司的四個階段和六個門的項目管理流程中去,作為門徑過關(guān)的必要交付物,用于實現(xiàn)對風(fēng)險事件的持續(xù)有效監(jiān)控。這些成果運用于公司開展VW項目時,建立了具實際操作性的風(fēng)險管理流程和方法,不僅有效監(jiān)控在VW項目啟動時已知的風(fēng)險事件,而且在項目開展過程中能夠持續(xù)識別,評估,評價和監(jiān)控風(fēng)險事件,具備了完整的風(fēng)險管理能力。
[Abstract]:With the continuous development of China's economy, the Chinese automobile market has become the largest single market in the world, according to CAAM statistics. The number of major car companies in China has reached 70 or so, almost every mainframe plant has plans to launch turbocharged engines, the number of development projects as high as hundreds of .GM. The replacement models of international mainframe factories such as VW and Ford also mostly use turbocharging technology, at the same time, a large number of new technologies are used, and a large number of new technologies are applied. Make the product development become an increasingly complex, there are a lot of risk activities. This paper according to B company development project management process four stages: concept demonstration phase, functional verification phase. Technical validation phase and process validation phase. And six paths: OG1 management review EOTT QG2 Project launch Project Plan Specification). The QG3 project investment plan submits release for A / R submission. QG4 Product DesignDevelopment Review. QG5 PPAP release for PPP QG6 production release for SOP. Import project risk management process IAPMT; With reference to risk Identification Theory, this paper firstly decomposes six gates in four stages of the turbocharger development project management process. Then for each item decomposed from the work, this paper according to the theoretical principles of risk identification one by one, summarized into a risk identification list. This paper is based on the risk identification list. Assess the status of the project's risk events, including the probability of risk occurrence and the impact of the consequences, on an itemized basis. In order to get the impact value of the risk events. Then according to the discussion of risk prioritization, AHP AHP is used to evaluate and rank the high impact risk events. Quantifying the risk value of a project can help companies compare the risks of different projects. This paper adopts risk Mitigation planning theory. Applying four risk coping strategies to deal with the high risk events through project evaluation; By using the theory of risk Tracking, these methods are refined and implemented into the project management process of the company in four stages and six gates, as the necessary deliverables for clearance. To achieve continuous and effective monitoring of risk events. These results are used in VW projects to establish practical and operational risk management processes and methods. It not only effectively monitors the known risk events during the start-up of the VW project, but also can continuously identify, evaluate, evaluate and monitor the risk events during the process of the project, and has a complete capability of risk management.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.3;F426.471

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相關(guān)期刊論文 前1條

1 錢昊,馬維珍;層次分析法在項目風(fēng)險管理中的應(yīng)用[J];蘭州交通大學(xué)學(xué)報;2005年03期

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本文編號：1427205