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论文编号：	12952
作者编号：	2320190580
上传时间：	2021/12/14 20:06:41
中文题目：	BG生物医药生产基地建设项目进度管理优化策略研究
英文题目：	Research on the Improvement of Project Schedule for the Construction of BG Biomedical Production Base
指导老师：	韩连胜
中文关键字：	生物医药；项目管理；进度管理；关键链
英文关键字：	Biomedical；Project Management; Schedule Management；Critical Chain；
中文摘要：	BG是一家生物科技创新企业，业务流程涵盖研发、生产和销售。它的研发和销售在同行业处于领先地位，但生产能力相对较弱，无法占据应有的市场份额。按期完成BGS生物医药生产基地建设项目，尽快提高生产能力，是BG在激烈的市场竞争中获胜的关键。 生产基地一期项目实施过程中，频繁出现的问题降低了建设速度，造成进度延误，推迟的产品上市时间，给公司造成极大损失。同时，项目执行过程中，进度、费用和质量不能统一协调，参建员工精力透支但看不到成绩，各部门之间相互指责，这些项目管理过程中屡屡出现的问题也在本项目出现。 针对一期进度管理中出现的问题和进度滞后的问题，作者展开研究。通过根本原因分析的方法识别出问题并分析出造成问题的根本原因。最后得出结论，项目的进度管理不完善，项目进度管理流程不合理、项目团队的项目管理知识和经验不足是造成一期进度延误最主要的原因。在二期项目实施过程中，作者结合企业实际情况提出了优化进度计划制定方式、提高进度管理优先级加强资金投入和改进进度监控流程的优化措施。这些措施立即投入使用，有效止住进度延误的趋势。 为了使优化措施的实施得到保障，作者建议了两组保障措施，一是提高进度管理重要程度，包括项目发起人参与进度管理、将项目进度和人员绩效挂钩、设置专职进度管理人员和加大进度检查和汇报频次。二是和促进项目组成员学习进度管理理论，包括通过设计学习方式，建立内部项目经理制度，并将进度管理流程上升到公司推荐流程。 通过这些措施的实施，二期项目目前进展顺利，实际进度和计划进度的偏差不超过两周。说明这些措施真正发挥了作用。在研究过程中，作者发现了类似BG这种高速成长型科技公司在项目建设方面的一些一般逻辑和规律，为同行业的从业者在解决类似问题方面提供了一定的借鉴。
英文摘要：	BG is a biotechnology innovator with business processes covering research and development, manufacture and sales. R&D and sales are in a leading position, manufacture is relatively weak, unable to occupy the market share should be occupied. Completing project on schedule and improving production capacity as soon as possible is the key for BG to win in the fierce market competition. During the implementation of the project phase one, frequent problems slowed down the construction speed, caused schedule delays, delayed product launch, and caused great losses to the company. The progress, cost and quality cannot be coordinated, the staff is exhausted but cannot see the results, and departments constantly complain each other. These problems frequently occur in the process of project management also appear in this project. The author studies the problems in schedule management and the delay of schedule in the phase 1. Root cause analysis is used to identify the problems and analyze the root cause of the problems. Through the author's research, there are three major reasons caused the schedule delay of phase one, the schedule management is not perfect, the schedule management process is unreasonable and the lack of project management knowledge and experience of the project team. Consider the actual situation of the enterprise, the author proposed optimization method for phase two, including raise the schedule management priority and strengthen the capital investment, optimize the specified method of the schedule plan and improve the schedule monitoring process. These measures were immediately put into use to stop the trend of schedule delayed. In order to ensure the implementation of the optimization measures, the author suggested two groups of guarantee measures. First, to improve the importance of progress management, including the participation of the project sponsors in progress management, linking the project progress and personnel performance, assigning full-time progress management personnel, and increasing the frequency of progress inspection and reporting. Second, to promote the project group members to learn the schedule management theory, through the design of the learning method, to establish an internal project manager system, and the schedule management process to the company's recommendation process. Through the implementation of these measures, the project phase 2 is currently progressing smoothly, the actual progress and the planned progress of the deviation is not more than two weeks. It shows that these measures are really working. Through the research, the author has found general logics and rules of project construction of fast-growing technology companies like BG, which can provide certain reference for practitioners in the same industry to solve similar problems.
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