工程管理項目案例分析 中英雙語版

1、新款電動自行車研制項目管理分析Development and project management for new electric bike項目描述Project Description某自行車制造廠家由于多年來自行車市場的疲軟導(dǎo)致企業(yè)效益 持續(xù)下滑, 為了改變這一現(xiàn)狀, 企業(yè)領(lǐng)導(dǎo)人決定開拓市場前景較好的 電動自行車。A bicycle manufacturers due to the weakness of the bicycle market over the years led to enterprise efficiency continues to decline, in orde

2、r to change this situation, business leaders decided to open up a good market prospects for electric bicycles.項目概況Project Overview由于電動自行車的生產(chǎn)面臨許多新的技術(shù), 包括電動機的研究與 試驗、配套電池的研究與試驗,該項目計劃投資 500萬元,計劃研制 時間為 2002年 1月 1日2002年 6月 30日。B ecau se electric bicycle production is faced with many new technologies, incl

3、uding research and testing of motor research and testing, and the supporting cells, the project plans to invest 500 million yuan, plan development time from January 1, 2002 to 30 June 2002day.項目經(jīng)理委派(資格、素質(zhì)、能力等方面的要求The project manager delegated the requirements of (qualifications, quality, ability, et

4、c.作為一個經(jīng)理人,首先應(yīng)當具備高度的責任感和職業(yè)道德。在 工作中作為一個管理者,他應(yīng)該具備良好的計劃、組織、溝通、領(lǐng)導(dǎo) 能力,當情況出現(xiàn)突發(fā)變化時有高度的駕馭危機局面的能力。同時, 具備機電方面的專業(yè)技能,能夠了解技術(shù)方面的概況。As a manager, you should first have a high sense of responsibility and professional ethics. As a manager at work, he should have a good plan, organization, communication, leadership sk

5、ills, a high degree of ability to manage a crisis situation when a sudden change. At the same time, with mechanical and electrical aspects of professional skills, able to understand the technical aspects of the profiles.項目干系人分析Project stakeholder analysis項目經(jīng)理、測試人員、開發(fā)人員、技術(shù)經(jīng)理、運維人員、客戶、 公司老總。 每個干系人對項目都有

6、其相應(yīng)得影響力。 特別是項目經(jīng)理, 對項目成敗負有直接責任。Project managers, testers, developers, technical managers, operations personnel, customers, company executives. Have their respective influence of each stakeholder on the project. In particular, project manager, directly responsible for the success of the project.項目范圍分析

7、Analysis of the scope of the project針對項目的實施要求及重大里程碑事件, 對該項目實施的過程進 行分解,要求分解后的項目工作數(shù)目為 1520個左右,并用工作分 解結(jié)構(gòu)圖或工作分解結(jié)構(gòu)表進行表達, 在工作分解結(jié)構(gòu)圖或表中編制 工作編碼。For the implementation of the project requirements and major milestone in the project implementation process to decompose the requirements of the project work after

8、the decomposition of the number of about 15 to 20, with a work breakdown structure chart or Work Breakdown Structure table expression in the work breakdown structurepreparation of the figure or table coding.總體方案:總體框架和單元定義由工程師負責。The overall program: general framework and unit defined by the engineer

9、responsible車體:車體設(shè)計由工程師負責,車體試制由工人負責,車體實驗由實 驗人員負責。Body: body designed by the engineer responsible body trial by the workers responsible for the body experiment by the experimenter.電動機:電動機研究由工程師負責,電動機設(shè)計由工程師負責, 電動機試制由工人負責,電動機試驗試驗人員負責。Motor: Motor studies by engineers responsible for motor designed by th

10、e engineer responsible for the motor trial workers, motor test trials are responsible for.電池:相關(guān)負責人同電動機。Battery: the person in charge of the same motor.總裝與測試:總裝由工人,測試由試驗人員負責。Assembly and testing: testing personnel responsible for assembly workers, test工程經(jīng)理部組織Engineering Manager organization項目的時間、成本、質(zhì)

11、量管理 Project time, cost, quality management 項目成本分析:Project Cost Analysis 項目時間管理:Project Time Management 項目風險管理Project risk技術(shù)風險:核心技術(shù)開發(fā)難度大、車體設(shè)計適應(yīng)性、電池的性能指 標能否達到要求、新技術(shù)方案是否合理等存在著風險,設(shè)計缺陷,后 備措施不足。Technical risk: the core technology development is difficult, the adaptability of body design, battery performan

12、ce can meet the requirements, new technical solutions are reasonable inadequate there is a risk, design defects, back-up measures費用風險:費用分配合理性、單車成本的控制、項目總成本的有效 控制、外協(xié)成本的控制。Cost of risk: the allocation of costs is reasonable, bicycle cost control, effective control of the total project cost, outsourcin

13、g cost control.時間風險:工時估計、活動排序、外協(xié)進度、進度控制。Time Risk: man-hours estimated, activity sequencing, the Association of progress, progress control.人力風險:選人不當、關(guān)鍵人離開、個性差異、團隊意識、 技術(shù)觀念差異。Human risk: selection and improper, key people left, personality differences, team spirit, Technical concept of difference.管理風險

14、:外協(xié)廠家的選擇問題、 核心技術(shù)的控制問題及產(chǎn)權(quán)保護、 機制不適應(yīng)、決策失誤、過程控制不嚴、合同管理不當、采購控制。 針對以上風險的應(yīng)對措施:回避、減少、接受、轉(zhuǎn)移、預(yù)防。 風險管理的過程:風險識別、風險量化、風險評價、風險處置 Management risk: the Association of manufacturers of choice, control and protection of property rights in core technologies, mechanisms suited to the decision-making errors, process con

15、trol is lax, improper contract management, procurement control.項目控制Manage the project control 項目設(shè)立專門的工作評估部門，對工作進展進行分析，對照原來 的計劃目標進行對比， 糾偏和控制偏差， 使工作能按原來的預(yù)期進行。 控制包括工期、成本等方面。 l 項目收尾 Project Closeout 對研發(fā)成果進行驗收，并交付生產(chǎn)，準備投入市場。整個研發(fā)過程 相比較是順利的，完成了相應(yīng)的計劃。 Acceptance of R & D results, and deliver production r

16、eady for market. The entire development process is compared to the smooth completion of the plan l 項目總結(jié)和經(jīng)驗教訓 Project summary and lessons learned 總體來講，整個項目是比較成功地，順利的完成了預(yù)期目標。而它 的成功最重要的是源自管理的成功。 Overall, the entire project is more successful, the successful completion of the expected target. The most important to its success from the success of the management. 具體體現(xiàn)在三控制、二管理、一協(xié)調(diào) 三控制：對工期的控制，對質(zhì)量的控制，對成本的控制 二管理：合同的管理和信息的管理 一協(xié)調(diào)：各個工作單位的協(xié)同工作 在這些方面這個項目都做的比較好，所以取得了成功。 Embodied in the three control, two m