以 M 公司汽车零部件实际开发项目的进度管理为研究对象，从分析客户需求，产 品概念设计，产品工程验证，工业化验证，产品爬坡验证到大批量生产来分析和说明 M 公司在汽车零部件新产品开发项目过程中的进度管理办法和研发过程中需要解决的主 要问题. M 公司在 2017 年接到新客户 CH 公司业务要求开发配套新车型的汽车零部件业务， 这个新开发项目包括硬件开发，软件模块开发，系统模块集成，机构件模块开发，硬件 模块开发，光学模块开发，质量模块规划，工业模块化.整个开发周期由传统的新项目开 发周期的 36 个月，直接要求 12 个内完成从开发到量产.按照 M 公司现有的项目管流程 很难满足如此短周期，变更频繁，应对快速的开发要求，为了完成新客户的开发任务， 获取新的客户，因此需要采用更为适合的项目进度管理流程，方法和工具对整个项目开 发进度进行有效的规划，执行，监控和收尾以达成客户需求和公司要求. 在 M 公司现有项目管理流程的基础上，分析了 M 公司新项目开发案例项目中进度 管理出现的各种问题，识别了这些问题的关键影响因素，总结和分析这些关键问题和产 生的原因，运用项目管理中的工具和方法进行分析，对照新产品开发项目中的进度管理， 沟通管理，采购管理和变更控制管理等流程，程序，工具和方法，制定了系统化，标准 化和流程化的新汽车零部件开发项目的进度管理的解决方法和改善项目进度管理流程， 解决现在客户要求的开发周期短，变更频繁，响应速度快的新产品开发要求.其中主要分 析项目计划制定和项目计划进度监控环节，对新产品开发项目进度管理中的主要六个方 面进行分析说明（任务定义，任务逻辑关系，任务资源估算，任务时间需求，进度计划 制定，进度控制进行优化和改进）.每个模块按照项目管理过程的启动，计划，执行，控 制，收尾的方式进行 PDCA 循环管理过程，最终使项目进度，质量，成本和客户满意度 达成项目干系人需求.最后对本项目案例的实施效果进行评价，总结，得出对短周期开发 项目的进度管理的经验和启示. 研究结果表明，项目进度的问题从表面看起来是多方面造成的，分析其根本性的因 素，其主要影响因素在于项目进度的计划，控制，沟通和变更控制.根据 M 公司这个项 目开发的进度管理实践，总结出适合目前制造业短周期开发项目要求的进度管理流程， 方法和工具，对汽车零部件企业的新项目开发进度管理有一定的借鉴和指导作用.II 关键词，项目管理；进度管理；新项目开发；短周期III Abstract This paper takes the progress management of the auto parts development project of M company as the research object, from the analysis of customer demand, product conceptual design, product engineering verification, industrialization verification, product ramp up to mass production to illustrate the method and problems in the process of project progress management of M company. In 2017, M company received business requirements from new customer CH company to develop auto parts business supporting new models. The new development business includes hardware development, software development, system integration, mechanical parts development, optical development, quality planning and industrialization. The whole development cycle is 36 months in the traditional development cycle of new projects, which directly requires the completion of development to mass production within 18 months, according to the M company's existing project process is hard to satisfy so short, frequency, fast development requirements, in order to complete the development of new customer, for new customer, so need to adopt a more suitable procedure for the project schedule management method for the whole project development progress for effective planning, execution, monitoring and closing to achieve customer requirements and company requirements. M company's existing project management process is presented in this paper, on the basis of analyzing the case of project schedule management, to identify the key influence factors, summed up the key point of problem, using project management tools and methods were analyzed, and the project schedule management, communication management, purchase management and effective combination of change control management, made the schedule management of systematic solutions and improve the project schedule management process, solve short term , frequent changes and fast development requirements of the customer requirements. It mainly analyzes and improves six modules in project schedule management, including activity definition, activity sequencing, resource estimation, activity duration estimation, schedule planning and schedule control. Each module carries out PDCA rules according to the initiation, planning, execution, control and closure of the project management process, so as to achieve the project stakeholder requirements in terms of project schedule, quality, cost and customer satisfaction. Finally, the implementation effect of this project case is evaluated and summarized, and the experience and inspiration for the schedule management of short-cycle development projects are obtained.IV The research results of this paper show that the problem of project schedule is caused by many aspects on the surface, and its fundamental factors are analyzed. The main influencing factors are the planning, control, communication and change control of project schedule. According to the project development progress management practice of M company, this paper summarizes the progress management process, methods and tools suitable for the current manufacturing of short cycle development projects, which can be used for reference and guidance for the new project development time management of auto parts enterprises. Keywords: Project management; Time management; New product development; Short termV 目 录 摘要.........................................................................................................................................I Abstract .................................................................................................................................... III 图表清单.................................................................................................................................VII 第一章 绪论..............................................................................................................................1 1.1 研究的背景及意义.......................................................................................................... 1 1.1.1 研究的背景............................................................................................................... 1 1.1.2 研究意义................................................................................................................... 1 1.2 国内外研究现状分析...................................................................................................... 3 1.2.1 国外研究现状分析................................................................................................... 3 1.2.2 国内研究现状分析................................................................................................... 4 1.3 研究内容.......................................................................................................................... 5 1.4 研究的方法及技术路线.................................................................................................. 6 第二章 M 公司汽车零部件产品开发项目进度管理现状分析.............................................8 2.1 M 公司简介...................................................................................................................... 8 2.2 M 公司汽车零部件产品开发项目概况.......................................................................... 8 2.2.1 新项目开发模式....................................................................................................... 8 2.2.2 新项目开发组织架构和开发流程............................................................................ 8 2.3 M 公司汽车零部件产品开发项目进度管理办法........................................................ 10 2.4 M 公司汽车零部件开发项目进度管理中的问题........................................................ 12 2.5 M 公司汽车零部件产品开发项目进度管理问题原因分析........................................ 13 2.6 本章小结........................................................................................................................ 16 第三章 M 公司汽车零部件产品开发项目进度计划 ...........................................................17 3.1 M 公司汽车零部件研发项目的任务定义 ................................................................... 17 3.2 M 公司汽车零部件研发项目的任务逻辑关系 ........................................................... 19 3.3 M 公司汽车零部件研发项目的任务资源估算............................................................ 21 3.4 M 公司汽车零部件研发项目的任务时间需求 ........................................................... 23 3.5 M 公司汽车零部件研发项目进度计划制作................................................................ 24 3.5.1 里程碑法................................................................................................................. 24VI 3.5.2 关键路径法............................................................................................................. 25 3.5.3 M 公司汽车零部件项目进度甘特图 ..................................................................... 27 3.5.4 M 公司汽车零部件项目的进度网络图 ................................................................ 28 3.6 本章小结........................................................................................................................ 30 第四章 M 公司汽车零部件产品开发项目进度控制 ...........................................................32 4.1 基于挣值法的项目进度主计划分析............................................................................ 32 4.2 M 公司汽车零部件研发项目进度计划分析和管理办法............................................ 35 4.2.1 基于赶工法的进度控制......................................................................................... 35 4.2.2 基于变更管理的进度控制..................................................................................... 37 4.2.3 基于沟通管理的进度控制..................................................................................... 39 4.2.4 基于进度控制的绩效审核和检查表..................................................................... 42 4.3 本章小结........................................................................................................................ 45 第五章 M 汽车零部件产品开发项目进度管理的效果分析和建议 ...................................46 5.1 M 公司汽车零部件研发项目进度管理的改善重点 ................................................... 46 5.1.1 开发产品分析......................................................................................................... 46 5.1.2 短周期项目计划制定............................................................................................. 47 5.1.3 项目进度监控......................................................................................................... 48 5.1.3 供应商进度管理..................................................................................................... 49 5.1.4 CH 团队建设和管理 ............................................................................................... 49 5.2 M 公司汽车零部件研发项目时间管理改善项目........................................................ 50 5.3 M 公司汽车零部件研发项目进度管理的建议............................................................ 53 5.4 本章小结........................................................................................................................ 54 结 论......................................................................................................................................55