自2006年美国次贷危机引发的全球经济危机以来,全球汽车工业正面临严峻考验,

各大汽车厂商连年来处于亏损状态。P公司也不例外,其全球整体业务连年亏损,但中

国汽车市场的发展却给P公司带来利好的消息,2013年在华销量增长26%,中国市场

成为P公司的第二大市场,并有望超过在法国的销量而成为第一大市场。为适应中国市

场的竞争和需求,亚洲研发中心在产品研发上制定了降低成本、缩短研发周期的目标;

在项目管理上进行了一系列的探索性的改革措施,这些措施既促进了公司项目管理的各

项,同时也突出了一些阻碍了公司项目进度的弊端。

本文基于P公司的以上背景,针对在实际项目进度管理过程中出现的阻碍项目进度

的普遍突出问题进行分析,找出其根本原因,并研究相应的对策。文章以T项目为例,

研究其具有代表性的延误项目进度的问题,提出有针对性的改善对策,同时以正在进行

中的相同研发范围的TX项目为例对所提对策进行验证,具体步骤如下:

首先,以T项目为例,运用项目进度管理的相关理论,从项目组织结构、项目进度

计划的制定、项目进度控制、以及沟通管理等方面,分析P公司当前项目管理状况,找

出延误项目进度的因素。

其次,通过对延误项目进度的因素分析,运用项目进度管理理论,研究相应对策,

对当前P公司项目进度管理进行改善。

最后,将以上的分析和研究成果,应用到P公司正在研发的TX项目中,并对其有

效性进行验证。

延误项目进度的因素的研究对提高项目进度管理具有重要意义,为P公司的研发项

目顺利进行提供了一定的保障;项目进度延误问题是汽车研发普遍存在的问题,对项目

进度延误因素的研究,即提高了P公司的项目进度管理的效率,也对同行提高项目进度

管理效率、降低项目成本和避免项目延误提供了重要的参考价值和应对意见。

关键词:项目进度管理、项目进度计划、项目进度控制、项目进度延误

第II页
华东理工大学硕士学位论文

Analysis of Cases and Study of Countermeasures of P Company Project

Scheduling Delay

Abstract

The global auto industry is facing a severe test and all the major car manufacturers are

operating at a loss in recent years, since the subprime crisis triggered America global

economic crisis in 2006. P is no exception, its global business kept continuous loss year after

year. But Chinese high developed auto market has brought good news to P Company. Sales

are increased by 26% in China in 2013,where has become to the second biggest market of P

Company which is expected to exceed sales in France and become the first biggest market. In

order to meet competition and demand of the Chinese market, Asia R&D center defined

objectives to decrease cost and shorten R&D period. Reform measures in project management

are carried out not only to promote all items of project management, and also to highlight

some shortcomings, which impeding the progress of the project.

This report, based on the above background of P Company, aims to analyze the common

prominent problems hindering project process in the schedule management of real projects, to

find out its root cause, and research the countermeasures. T project will be taken as an

example to study representative schedule management problem in projects and propose the

optimization countermeasures. And these countermeasures will be verified on on-going TX

project which have the same R&D scope, the steps are as follows:

Firstly, Take T project as an example and utilize the related theory of project schedule

management to analyze of P Company's current project schedule management form to find

out the factors which delay the progress of the project from organization structure, progress

planning, progress control, communication management and etc.

Secondly, Utilize project schedule management theory and research the corresponding

countermeasure to optimize the current P company project progress management after

analyzing the delay factors on project schedule

Finally, Apply the above analysis and research result on on-going TX project of P

Company, and verify their effectiveness.

Study on the factors of delay the progress of the project is of great significance to the

improvement of project schedule management, provides some protection to project operation

smoothly for P company's R&D project schedule delay is a common problem of automotive

research and development problems, so research on project schedule delay factors, not only

help to improve the efficiency of project schedule management of P company, but also

provides other company or R & D center the reference and advice of how to improve the

project schedule management efficiency, reduce project costs and avoid the delay of the

project.

Keywords: project progress management, project schedule, project progress control, delay

the project schedule