工程管理项目案例分析中英双语版

1、新款电动自行车研制项目管理分析Development and project management for new electric bike l 项目描述Project Description某自行车制造厂家由于多年来自行车市场的疲软导致企业效益持续下滑，为了改变这一现状，企业领导人决定开拓市场前景较好的电动自行车。A bicycle manufacturers due to the weakness of the bicycle market over the years led to enterprise efficiency continues to decline, in order

2、 to change this situation, business leaders decided to open up a good market prospects for electric bicycles.l 项目概况Project Overview由于电动自行车的生产面临许多新的技术，包括电动机的研究与试验、配套电池的研究与试验，该项目计划投资500万元，计划研制时间为2002年1月1日2002年6月30日。Because electric bicycle production is faced with many new technologies, including rese

3、arch and testing of motor research and testing, and the supporting cells, the project plans to invest 500 million yuan, plan development time from January 1, 2002 to 30 June 2002day. l 项目经理委派（资格、素质、能力等方面的要求）The project manager delegated the requirements of (qualifications, quality, ability, etc.)作为一

4、个经理人，首先应当具备高度的责任感和职业道德。在工作中作为一个管理者，他应该具备良好的计划、组织、沟通、领导能力，当情况出现突发变化时有高度的驾驭危机局面的能力。同时，具备机电方面的专业技能，能够了解技术方面的概况。As a manager, you should first have a high sense of responsibility and professional ethics. As a manager at work, he should have a good plan, organization, communication, leadership skills, a

5、high degree of ability to manage a crisis situation when a sudden change. At the same time, with mechanical and electrical aspects of professional skills, able to understand the technical aspects of the profiles.l 项目干系人分析Project stakeholder analysis项目经理、测试人员、开发人员、技术经理、运维人员、客户、公司老总。每个干系人对项目都有其相应得影响力。

6、特别是项目经理，对项目成败负有直接责任。Project managers, testers, developers, technical managers, operations personnel, customers, company executives. Have their respective influence of each stakeholder on the project. In particular, project manager, directly responsible for the success of the project.l 项目范围分析Analysis

7、 of the scope of the project针对项目的实施要求及重大里程碑事件，对该项目实施的过程进行分解，要求分解后的项目工作数目为1520个左右，并用工作分解结构图或工作分解结构表进行表达，在工作分解结构图或表中编制工作编码。For the implementation of the project requirements and major milestone in the project implementation process to decompose the requirements of the project work after the decomposit

8、ion of the number of about 15 to 20, with a work breakdown structure chart or Work Breakdown Structure table expression in the work breakdown structurepreparation of the figure or table coding.总体方案：总体框架和单元定义由工程师负责。The overall program: general framework and unit defined by the engineer responsible车体：

9、车体设计由工程师负责，车体试制由工人负责，车体实验由实验人员负责。Body: body designed by the engineer responsible body trial by the workers responsible for the body experiment by the experimenter.电动机：电动机研究由工程师负责，电动机设计由工程师负责，电动机试制由工人负责，电动机试验试验人员负责。Motor: Motor studies by engineers responsible for motor designed by the engineer respo

10、nsible for the motor trial workers, motor test trials are responsible for.电池：相关负责人同电动机。Battery: the person in charge of the same motor.总装与测试：总装由工人，测试由试验人员负责。Assembly and testing: testing personnel responsible for assembly workers, test l 工程经理部组织 Engineering Manager organization总经理人力资源部职员职员经营计划部职员职员财

11、务部职员职员质量部职员职员职员研发部职员生产部职员职员采购部职员职员项目管理办市场部职员职员l 项目的时间、成本、质量管理Project time, cost, quality management项目成本分析：Project Cost Analysis项目时间管理：Project Time Managementl 项目风险管理Project risk技术风险：核心技术开发难度大、车体设计适应性、电池的性能指标能否达到要求、新技术方案是否合理等存在着风险，设计缺陷，后备措施不足。Technical risk: the core technology development is difficu

12、lt, the adaptability of body design, battery performance can meet the requirements, new technical solutions are reasonable inadequate there is a risk, design defects, back-up measures费用风险：费用分配合理性、单车成本的控制、项目总成本的有效控制、外协成本的控制。Cost of risk: the allocation of costs is reasonable, bicycle cost control, ef

13、fective control of the total project cost, outsourcing cost control.时间风险：工时估计、活动排序、外协进度、进度控制。Time Risk: man-hours estimated, activity sequencing, the Association of progress, progress control.人力风险：选人不当、关键人离开、个性差异、团队意识、技术观念差异。Human risk: selection and improper, key people left, personality difference

14、s, team spirit, Technical concept of difference.管理风险：外协厂家的选择问题、核心技术的控制问题及产权保护、机制不适应、决策失误、过程控制不严、合同管理不当、采购控制。针对以上风险的应对措施：回避、减少、接受、转移、预防。风险管理的过程：风险识别、风险量化、风险评价、风险处置Management risk: the Association of manufacturers of choice, control and protection of property rights in core technologies, mechanisms su

15、ited to the decision-making errors, process control is lax, improper contract management, procurement control.l 项目控制Manage the project control项目设立专门的工作评估部门，对工作进展进行分析，对照原来的计划目标进行对比，纠偏和控制偏差，使工作能按原来的预期进行。控制包括工期、成本等方面。l 项目收尾Project Closeout对研发成果进行验收，并交付生产，准备投入市场。整个研发过程相比较是顺利的，完成了相应的计划。Acceptance of R &a

16、mp; D results, and deliver production ready for market. The entire development process is compared to the smooth completion of the planl 项目总结和经验教训Project summary and lessons learned总体来讲，整个项目是比较成功地，顺利的完成了预期目标。而它的成功最重要的是源自管理的成功。Overall, the entire project is more successful, the successful completion of the expected target. The most important to its success from the success of the management.具体体现在三控制、二管理、一协调三控制：对工期的控制，对质量的控制，对成本的控制二管理：合同的管理和信息的管理一协调：各个工作单位的协同工作在这些方面这个项目都做的比较好，所以取得了成功。Embodied in the three control, t