随着社会的发展，经济环境趋于常态化，市场趋于成熟，每个行业的竞争趋 于激烈，多数市场份额越来越集中于部分大型集团公司。汽车行业这一现象显得尤 为突出，随着国外汽车公司与国内汽车公司合资股比渐进式放开，摆在自主汽车品 牌眼前的时间已不多，主流主机厂正在加快加大自主创新和自主研发投入。G汽车 公司在被某大型集团收购后，也逐步在研发上下功夫，组建属于自己的研发团队， 同时也投入了大量资金。汽车研发项目具有研发周期长，涉及专业多，上下游资源 协调复杂，需要多专业同步开发，项目变动快，各专业之间需要沟通无碍等特点。 如何有效进行汽车研发项目进度管理，成为每家主机厂需要探索的课题。汽车研发 项目资金投入大，对上市时间一般有明确要求，若项目不能按时完成，造成的损失 通常是不可挽回的。 本文针对汽车研发项目进度管理如何有效控制进行研究，运用了网络计划技 术，首先结合G公司产品开发流程对整个H车型研发项目进行工作结构分解（Work Breakdown Structure），编制网络计划图；然后重点探讨项目启动后概念批准前这个 阶段项目活动任务链路，通过建立网络逻辑链和资源共享链的方法，通过对比识别 这个阶段的关键链，可结合研发项目阶段工期要求对工程设计人员这个约束资源 进行有效配置，既不影响研发项目进度，也不会造成资源的浪费；最后运用风险弹 性系数法计算项目缓冲区，保护项目关键链缓冲不被突破。本论文研究结果为关键 链法可以对汽车研发项目进度管理进行有效控制。 关键词：网络计划技术，工作分解结构，关键链，汽车研发项目进度管理，风险系 数法，缓冲区域 江苏大学工商管理硕士（MBA）学位论文 III ABSTRACT With the development of the society, the economic environment tends to be normalized and the market tends to be mature. Competition in each industry tends to be fierce. Most market shares are increasingly concentrated in some large group companies.This phenomenon is particularly prominent in the automobile industry. With the gradual opening of the joint-stock ratio between foreign automobile companies and domestic automobile companies, there is not much time left for independent automobile brands. Mainstream main engine factories are accelerating to increase the investment in independent innovation and research and development.After G automobile company was acquired by a large group, it also gradually made efforts in research and development, established its own research and development team, and also invested a lot of money.Automobile r & d projects are characterized by long r & d cycle, multiple majors involved, complex coordination of upstream and downstream resources, synchronous development of multiple majors, rapid change of projects, and smooth communication between different majors.How to effectively manage the progress of automobile research and development projects has become a topic that every main engine factory needs to explore.The fund investment of automobile research and development project is large, and the time to market is generally specified. If the project cannot be completed on time, the loss caused is usually irreversible. This paper studies how to effectively control the progress management of automobile research and development projects, and applies network planning technology. First, combining with the product development process of G company, the Work Breakdown Structure of the entire H vehicle research and development project is carried out, and the network planning diagram is prepared.Concept and then discusses the project starts approval before this stage task link project activities, through the establishment of chain and chain resource sharing network logic method, 江苏大学工商管理硕士（MBA）学位论文 IV by comparing the identification of key chains, at this stage can be combined with research and development stage of project time limit for a project request this constraint for engineering design personnel resources for effective configuration, neither affect r&d project schedule, also won't cause a waste of resources;Finally, the project buffer is calculated by using the risk elasticity coefficient method to protect the critical chain buffer of the project from being breached. The research result of this paper is that the key chain method can effectively control the progress management of automobile R & D project. Key words：Networking Planning Technology,Work Breakdown Structure,Critical Chain, Progress Management of Automobile R&D Project, Risk tor method,Buffer area 江苏大学工商管理硕士（MBA）学位论文 V 目 录 第1章 绪 论 ................................................................................................................. 1 1.1 研究背景与意义 ................................................................................................. 1 1.2 研究现状 ............................................................................................................. 2 1.2.1 国外研究现状 ........................................................................................... 2 1.2.2 国内研究现状 ........................................................................................... 6 1.3 论文研究内容与结构安排 ................................................................................. 7 第2章 项目进度管理研究的基本理论方法 ................................................................. 9 2.1 项目进度管理的基本概念 ................................................................................. 9 2.2 甘特图法、里程碑法和网络计划技术法等 ..................................................... 9 2.2.1 甘特图法 ................................................................................................... 9 2.2.2 里程碑法 ................................................................................................. 10 2.2.3 网络计划技术法 ..................................................................................... 11 2.2.4 关键链法 ................................................................................................. 11 2.2.5 各项目进度管理方法之间的优缺点比较 ............................................. 12 2.3 项目持续时间估算方法 ................................................................................... 13 2.4 项目缓冲区计算方法及比较 ........................................................................... 14 第3章 G公司H车型研发项目基本情况和工作分解结构 ...................................... 17 3.1 G公司H车型研发项目介绍 ........................................................................... 17 3.1.1 G公司H车型研发项目概况 ................................................................. 17 3.1.2 G公司H车型研发项目研发进度的关键问题 ..................................... 17 3.2 G公司H车型研发项目车辆开发流程阐述 ................................................... 18 3.2.1 G公司H车型研发项目项目里程碑确定 ............................................. 18 3.2.2 G公司H车型研发项目车辆开发流程节点描述 ................................. 19 3.3 G公司H车型研发项目工作分解结构（WBS） ........................................... 23 3.3.1工作分解结构基本思想 .......................................................................... 23 3.3.2 G公司H车型研发项目工作分解结构 ................................................. 24 第4章 G公司H车型研发项目开发周期及网络计划图优化 .................................. 27 4.1 G公司H车型研发项目开发周期确定 ........................................................... 27 4.1.1 G公司H车型研发项目任务时间估算 ................................................. 27 4.1.2 G公司H车型研发项目持续时间控制方法 ......................................... 28 4.1.3 G公司H车型研发项目工作持续时间确定 ......................................... 29 4.2 G公司H车型研发项目整车研发网络计划图编制及优化 ........................... 30 江苏大学工商管理硕士（MBA）学位论文 VI 4.2.1网络计划图搭建方法 .............................................................................. 30 4.2.2 G公司H车型研发项目网络计划图编制示例 ..................................... 32 4.2.3 G公司H车型研发项目时间优化示例 ................................................. 33 4.2.4 G公司H车型研发项目整车网络主计划图及关键路径确定 ............. 36 第5章 G公司H车型研发项目基于关键链法项目进度控制 .................................. 38 5.1 G公司H车型研发