本文關(guān)鍵詞： 航天單機(jī)產(chǎn)品 多項(xiàng)目管理 矩陣式結(jié)構(gòu) 關(guān)鍵鏈技術(shù)　出處：《南京航空航天大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：近年來(lái)中國(guó)航天的快速發(fā)展為增強(qiáng)綜合國(guó)力和維護(hù)國(guó)家安全提供了重要保障。相比發(fā)達(dá)國(guó)家而言,我國(guó)航天企業(yè)的科技水平還有相當(dāng)?shù)牟罹?在管理方面則落后得更多。對(duì)于科研項(xiàng)目管理的研究往往滯后于科研技術(shù),出現(xiàn)了“管理創(chuàng)新拖科研創(chuàng)新后腿”、“組織協(xié)調(diào)功能弱化”的局面。目前,我國(guó)航天企業(yè)尤其一些大型企業(yè)都已經(jīng)認(rèn)識(shí)到了項(xiàng)目管理對(duì)于研發(fā)項(xiàng)目成功的重要性,并建立起了新產(chǎn)品研發(fā)項(xiàng)目的管理體系,針對(duì)單個(gè)航天單機(jī)產(chǎn)品的研發(fā)項(xiàng)目的管理積累了比較豐富的經(jīng)驗(yàn),但現(xiàn)有的航天單機(jī)產(chǎn)品研發(fā)管理及運(yùn)作模式已不能完全適應(yīng)航天企業(yè)產(chǎn)品多品種、小批量的特點(diǎn)。對(duì)航天企業(yè)產(chǎn)品特征所決定的產(chǎn)品研發(fā)多項(xiàng)目并存,并且爭(zhēng)奪資源的現(xiàn)狀,傳統(tǒng)的管理方法和僅僅針對(duì)單項(xiàng)目的管理方案和技術(shù)顯得力不從心。本題在航天型號(hào)任務(wù)和科研創(chuàng)新工作并舉的雙重需求形式下,采用理論與實(shí)踐相結(jié)合的分析方法,按照調(diào)查研究、提出問(wèn)題、分析問(wèn)題、解決問(wèn)題的研究思路,以航天J公司為例進(jìn)行研究,最終分析出我國(guó)航天企業(yè)多項(xiàng)目的研制和管理中可能普遍存在的組織結(jié)構(gòu)及計(jì)劃管理方面的共同性問(wèn)題,提出多項(xiàng)目研制管理中組織機(jī)構(gòu)設(shè)置及項(xiàng)目進(jìn)度計(jì)劃管理的對(duì)策和實(shí)施策略。組織機(jī)構(gòu)管理方面,J公司在多項(xiàng)目并舉的形勢(shì)下,原有直線職能型結(jié)構(gòu)已出現(xiàn)多種弊端,本題深入探索航天J公司的矩陣管理模式,并設(shè)計(jì)相應(yīng)的管理方案,并通過(guò)程過(guò)評(píng)估,發(fā)現(xiàn)運(yùn)行過(guò)程中存在的一系列問(wèn)題,提出“第一責(zé)任人公司室”、“矩陣式設(shè)計(jì)團(tuán)隊(duì)子模型”等優(yōu)化改進(jìn)措施,最終節(jié)約了管理成本,提高了管理效率。在項(xiàng)目進(jìn)度計(jì)劃管理方面,采用關(guān)鍵鏈技術(shù)開(kāi)展多項(xiàng)目管理的探索。結(jié)合J公司A產(chǎn)品多項(xiàng)目計(jì)劃進(jìn)度管理實(shí)例,在關(guān)鍵鏈識(shí)別、緩沖區(qū)設(shè)置及管理的同時(shí),提出了基于優(yōu)先級(jí)和瓶頸資源的項(xiàng)目排序的方法和重要意義,充分分析了基于優(yōu)先級(jí)的項(xiàng)目排序等重要環(huán)節(jié)。最終通過(guò)合理的分配項(xiàng)目資源,使工作效率得到大大提高。并且通過(guò)完善項(xiàng)目工期計(jì)劃以及實(shí)現(xiàn)對(duì)項(xiàng)目實(shí)際工期的有效控制,最終達(dá)到項(xiàng)目按計(jì)劃完成目標(biāo)。對(duì)整個(gè)航天行業(yè)乃至軍工產(chǎn)品的多項(xiàng)目管理的深入研究起到拋磚引玉的作用。
[Abstract]:In recent years, the rapid development of China's space industry has provided an important guarantee for enhancing the overall national strength and safeguarding national security. Compared with the developed countries, the scientific and technological level of Chinese aerospace enterprises is still quite far from that of the developed countries. In the aspect of management, the research of scientific research project management often lags behind the scientific research technology, and the situation of "management innovation delays scientific research innovation" and "the function of organization and coordination weakens". China's aerospace enterprises, especially some large enterprises, have realized the importance of project management for the success of R & D projects, and established a new product R & D project management system. The management of single aerospace product R & D project has accumulated rich experience, but the existing single aerospace product R & D management and operation mode can not fully adapt to the variety of spaceflight enterprise products. The characteristics of small batch. The multi-projects of product development decided by the characteristics of spaceflight enterprises exist side by side, and the status quo of competing for resources. The traditional management method and the management scheme and technology for a single project seem to be inadequate. This topic is in the dual demand form of the aerospace model task and scientific research and innovation work. This paper adopts the analytical method of combining theory with practice, according to the investigation and research, puts forward the question, analyzes the question, solves the problem research thought, takes the aerospace J company as an example to carry on the research. Finally, the paper analyzes the commonality of organizational structure and plan management in the development and management of multi-project space enterprises in China. This paper puts forward the countermeasures and implementation strategies of organization setup and project schedule management in multi-project development management. There are many drawbacks in the original linear functional structure. This paper explores the matrix management mode of Aerospace J Company, designs the corresponding management scheme, and evaluates the process. Found a series of problems in the operation process, put forward the "first responsible company room", "matrix design team sub-model" and other optimization improvement measures, and ultimately saved the management costs. Improve the efficiency of management. In the project schedule management, use the key chain technology to explore the multi-project management. Combined with J company A product multi-project schedule management example, identify the key chain. At the same time, the method and significance of project sorting based on priority and bottleneck resource are put forward while the buffer is set and managed. This paper fully analyzes the priority based project ranking and other important links. Finally, through the rational allocation of project resources. Improve the work efficiency greatly. And by improving the project duration plan and achieve the effective control of the actual project duration. Finally, the project will be completed according to the plan, and the further research on the multi-project management of the whole aerospace industry and even the military industry will play an important role in guiding the development of the project.
【學(xué)位授予單位】：南京航空航天大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F273.2;F426.5

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