I 摘要 在国家宽带提速升级的大背景下，目前入户光纤由 100M 升级到 1000M，从 4G 到 5G 对网络设备的需求越来越大。作为光纤通信网络中的核心零部件——光 器件产品也出现了市场需求的快速增加和产品迭代越来越快的现象。同时光器件 产品又存在着产品价格随时间推移逐年快速下降的趋势。因此产品的研发进度越 快，越早上市就可以给公司带来更大的经济效益。 SS 公司作为我国传统光通信器件生产厂商之一，在目前通信行业竞争越发激 烈的大背景下，对研发产品的项目进度也提出了更高的要求。本文首先通过对 SS 公司在项目进度管理历史状况的研究，找到 SS 公司在研发项目进度管理上存在的 问题。再利用科学和系统的项目管理方法在 Combo PON OLT OSA 产品(后文中简 称为 CPON OLT)研发项目上来进行验证。首先建立了以高层领导为项目经理的强 矩阵项目组织结构，其次使用 WBS 进行了 CPON OLT 产品研制项目的工作任务 分解，再利用 PERT 三点估算法来进行项目工期估算和进度计划制定。但是在完工 概率计算时，发现 PERT 法制定的项目进度计划内完工的概率较低，于是在项目进 度计划的优化时引入关键链法。按照关键链法相关要求，先进行了缓冲区的计算， 在此基础上进行了缓冲区的设置，生成了新的项目进度计划，并利用缓冲区机制 三色法来进行了项目进度的控制，并最终保障了项目提前完工。 通过关键链法在 CPON OLT 研发项目进度管理上的成功实践，表明关键链法 对 SS 公司具有较好的适应性。对“学生综合症”和“帕金森定律”等进度管理中的典 型问题具有较好的改善效果。关键链法对项目进度优化，工期压缩也具有很好的 效果。同时对 SS 公司其它产品线进行项目管理活动也具有较强的参考意义。最后 SS 公司作为国内知名光通信产品供应商，其产品具备行业代表型，SS 公司项目进 度管理的成功实践对行业同类公司也具备一定的研究和参考价值。 关键词：项目管理，进度管理，关键链，关键路径ABSTRACT II ABSTRACT Under the background of national broadband speed-up and upgrading, the current indoors optical cable is upgraded from 100m to 1000m, and the demand for network equipment is increasing from 4G to 5G. As the core component of optical cable communication network, optical device products also lead the phenomenon of rapid increase of market demand and product iteration. At the same time, the price of optical device products decreases rapidly year by year with the passage of time. Therefore, the faster the R & D Progress of the product, the earlier it is put on the market, the greater economic benefits can be brought to the company. As one of the traditional optical communication device manufacturers in China, SS company has put forward higher requirements for the project schedule of R&D products in the context of increasingly fierce competition in the communication industry. This paper first research the history of SS company's project schedule management and finds out the problems existing in SS company's R&D project schedule management. The scientific and systematic project management method is used for verification in the development project of Combo PON OLT OSA product (hereinafter referred to as CPON OLT). Firstly, a strong matrix project organization structure with senior leaders as the project manager was established. Then, WBS was used to decompose the work task of CPON OLT product development project, and PERT three-point estimation method was used to estimate project duration and make schedule plan. However, in the calculation of completion probability, it is found that the probability of completion within the PERT project schedule is low, so the key chain method is introduced in the optimization of the project schedule. According to the relevant requirements of the key chain method, the buffer was calculated first, and then the buffer was set up to generate a new project schedule, and the buffer mechanism three-color method was used to manage the project schedule, and finally the project was completed ahead of schedule. The successful practice of the key chain method in CPON OLT development project schedule management shows that the key chain method has a good adaptability to the SS company. It has a good improvement effect on typical problems in schedule management such as "student syndrome" and "Parkinson's law". The key chain method also has a good effect on project schedule optimization and time limit compression. AtABSTRACT III the same time, the project management activities for other product lines of SS company also have a strong reference significance. Finally, as a famous optical communication product supplier in China, SS company's products are representative of the industry. The successful practice of SS company's project schedule management also has certain research and reference value for similar companies in the industry. Keywords: Project management; Schedule management; Critical chain method; Critical path method目 录 IV 目 录 第一章 绪论.....................................................................................................................1 1.1 研究背景及意义................................................................................................. 1 1.2 研究方法和研究思路......................................................................................... 2 1.2.1 研究方法................................................................................................... 2 1.2.2 研究思路................................................................................................... 3 1.3 主要研究内容和论文框架................................................................................. 3 1.3.1 主要研究内容........................................................................................... 3 1.3.2 论文框架................................................................................................... 4 第二章 文献综述与项目管理相关理论概述.................................................................5 2.1 国内外研究现状................................................................................................. 5 2.1.1 国外研究现状........................................................................................... 5 2.1.2 国内研究现状........................................................................................... 6 2.1.3 光通信行业的运用状况........................................................................... 7 2.2 项目进度管理相关概念..................................................................................... 8 2.2.1 项目的概念............................................................................................... 8 2.2.2 项目管理概述........................................................................................... 8 2.2.3 项目进度管理概述................................................................................... 9 2.3 传统的项目进度管理方法............................................................................... 10 2.3.1 工作分解结构......................................................................................... 10 2.3.2 关键路径法..............................................................................................11 2.3.3 PERT 计划评审技术................................................................................11 2.4 项目进度控制理论........................................................................................... 12 2.5 关键链理论....................................................................................................... 13 2.5.1 关键链理论基础..................................................................................... 13 2.5.2 关键链法使用步骤................................................................................. 14 2.5.3 关键链法与 CPM / PERT 的优缺点比较.............................................. 15 2.6 本章小结........................................................................................................... 16 第三章 SS 公司产品研发项目管理现状....................................................................17 3.1 SS 公司简介...................................................................................................... 17 3.2 SS 公司产品研发项目进度管理现状.............................................................. 17目 录 V 3.2.1 SS 公司项目进度计划现状.................................................................... 17 3.2.2 SS 公司项目进度控制现状.................................................................... 18 3.3 SS 公司项目进度管理中存在的不足.............................................................. 19 3.3.1 缺乏科学的进度计划制定方法............................................................. 19 3.3.2 缺乏合理的进度控制方法..................................................................... 20 3.3.3 项目团队的组织结构不合理................................................................. 21 3.3.4 进度管理保障措施缺乏......................................................................... 22 3.4 本章小结........................................................................................................... 22 第四章 CPONOLT 研发项目进度计划制定.............................................................23 4.1 CPON OLT 研发项目简介 ............................................................................... 23 4.1.1 CPON OLT 研发项目背景 ..................................................................... 23 4.1.2 CPON OLT 研发项目目标 ..................................................................... 23 4.2 CPON OLT 研发项目进度计划方案制定 ....................................................... 24 4.2.1 确定项目工作分解结构......................................................................... 24 4.2.2 确定项目团队及责任............................................................................. 26 4.2.3 确定项目里程碑节点............................................................................. 29 4.2.4 确定项目工期及关键路径..................................................................... 30 4.3 利用关键链方法对项目进度进行重新制定................................................... 35 4.3.1 关键链法缓冲区机制的适用性分析..................................................... 35 4.3.2 项目工期压缩......................................................................................... 35 4.3.3 缓冲区的计算......................................................................................... 37 4.3.4 CPON OLT 研发项目的缓冲区设置 ..................................................... 40 4.4 本章小结........................................................................................................... 42 第五章 CPONOLT 研发项目进度控制方案和效果评估...........................................43 5.1 建立缓冲区监控预警机制............................................................................... 43 5.1.1 建立缓冲区预警规则............................................................................. 43 5.1.2 建立缓冲区监控制度............................................................................. 45 5.2 构建符合项目管理需要的组织结构............................................................... 46 5.3 CPON OLT 研发项目进度效果评估 ............................................................... 47 5.4 本章小结........................................................................................................... 50 第六章 结论...................................................................................................................51 6.1 研究结论........................................................................................................... 51 6.2 不足与展望....................................................................................................... 52目 录 VI 致谢................................................................................................................................54。。。。。。以下内容略