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论文编号：	9875
作者编号：	2120142887
上传时间：	2017/12/22 10:51:09
中文题目：	P公司C系列飞机制造项目进度管理研究
英文题目：	Research on C Series’ Aircraft Manufacturing Project Schedule Management of the Company P
指导老师：	程莉莉
中文关键字：	P公司，C系列，飞机制造项目，项目进度计划，项目进度控制，项目进度风险
英文关键字：	P Company, C series, Aircraft manufacturing project, project schedule plan, project schedule control, project schedule risk
中文摘要：	摘要伴随着经济的高速发展，城镇居民在提高生活水平的同时，其生活节奏也不断加快，更加注重出行工具的速度和便捷性，与此同时，航空管理条例完善程度不断提高，因此，居民的出行方式从原来的火车和长途汽车，正在升级为飞机。与之相对应，自从度过金融危机之后，全球航空客运量快速增长，近两年增长均高于5.5%的10年平均增长率，因而，飞机的市场需求随之增长。而民机市场为寡头垄断市场，往往由几个寡头制造商占据。波音、空中客车和P公司是民机市场的三大巨头。然而，P公司相对于前两者而言，是后来者，不比前两者精耕细作多年，赢得了很多的忠实客户。另外，民机市场空间有限，时间就意味着市场空间，因此，项目进度就成为非常重要的因素。P公司已经不具备先发优势，但如果抓紧时间，进行良好的项目进度管理，就能够早点打开市场，很好地缓解目前的尴尬局面。本文选取P公司正在进行的C系列项目，对其进度现状进行分析。本文首先系统梳理项目管理和项目进度相关的理论内容；然后对P公司及其民机系列进行简单介绍，在此基础上，总结P公司C系列的项目进度现状，并对C系列现阶段（生产交付阶段）的存在的问题加以总结和分析；第三，依照项目进度相关的理论和先进的管理经验，针对C系列现阶段的问题，设计并提出优化方案，从四个方面提出优化措施，包括组织结构优化、进度计划制定、进度控制以及项目进度风险的识别与控制；然后，为了保障优化方案顺利实施，从人员、技术、制度以及流程四个方面开展工作以对其“保驾护航”；最后，综合上述分析，提出本文的结论。本文通过对P公司C系列项目进度的分析，提出其值得借鉴的项目管理模式，以及对目前存在问题的优化措施和保障措施，希望能够对国内民机企业提供一定的借鉴和启示。
英文摘要：	Abstract With the rapid development of the economy, urban residents raise the standard of living, and the pace of life is also accelerating. They pay more attention to the speed and convenience of travel tools. At the same time, the level of aviation management regulations have been improved continuously, therefore, the travel way of residents is being upgraded to an airplane from the original train and coach. Correspondingly, after the financial crisis, the number of global air passengers grew rapidly. And the growth rate of the past two years were higher than the ten years’ average growth rate of 5.5%, so the demand of aircraft market are growing. While the civil market is the oligopoly market, often occupied by a few oligarchs. Boeing, Airbus and P are the three giants of the civil market. However, comparing with the first two, P is a latecomer, and the first two were intensive farming for many years, which won a lot of loyal customers. In addition, civil aircraft market space is limited, leading to that time means the market space. Therefore, the project schedule has become a very important factor. P has no first-mover advantage, but if it can seize the time, conduct project schedule management, and open the market earlier, it will alleviate the current embarrassing situation. This paper chooses the C series of P, and analyzes the status quo of its project schedule. This paper first systematically combs the theoretical content related to the project management and the project schedule. Then, the brief introduction of P and its civil aircraft series is carried out. On this basis, the status of the project schedule of the C series of P (production delivery phase) is summarized, and the existing problems are summarized as well. Related to the theory and management experience, we put forward the solution to the problem, including organizational structure optimization, schedule planning, schedule control and the identification and control of project schedule risk; and then, we take measures from four aspects of the staff, technology, system and process to further ensure the effectiveness of the optimization measures. Finally, the conclusions of this paper are drawn. Based on the analysis of the project schedule of C series project of P, the paper puts forward the project management pattern worth learning from, and the measures of optimization and safeguard of the existing problems, hoping to provide some inspiration for the domestic civil aviation enterprises.
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