1、摘要航天产品项目进度管理研究摘要 我国的航天技术领域在项目管理的进度和控制上正处于高速发展的时期，一方面，在航天技术的项目管理中，利用网络图进行项目计划正在大力推广，网络图不仅可以直观的展现出各种工作之间了的关系网，还可以从侧面反映出各类工作研制的进度。但是，目前的难题是怎样在网络图上增加一条纬度，把众多控制因素全部融合到一起，能及时准确的找出项目管理中出现的问题和错误，进而提升整个项目的准确度。另一方面，项目管理的运作状况分析和推进速度的调整，是进度控制中的关键技术。在实施过程当中，要根据具体情况，具体分析。当下，我国的航空航天项目还主要凭借项目管理技术人员的相关经验来自主调整，没有形成一整
2、套针对进度调整的系统的方法。当然，我们不否定技术管理人员在进度控制中经验的重要性，但其自身的局限性却不容忽视。与此同时，随着时间的推移，各类项目在发展过程中出现了竞争资源的现象，由于资源之间的冲突和使用率低的问题导致的项目失败现象屡见不鲜，而我们目前正缺乏的就是找出多项目中的资源冲突和矛盾进而加以调节。所以，并不能对资源进行动态调整和有效使用，本文的主要研究内容如下：（1）以WBS为基础的航天项目网络分级计划技术。深刻剖析了航天项目计划的制作需要，制作出了航天项目计划的制作流程，分析了航天项目的WBS构造，用现实案例检验了航天项目在WBS基础上的网络模型。（2）基于EVM的航天项目管理。首先，
3、简单说明介绍了一下EVM的原理构造，解析了目前我国航天单位实行EVN的现实意义和条件，阐述了EVM航天项目运行中的方法，针对项目管理发展的运行绩效分析、成本偏差识别办法以及关键信息的预测放大运用现实案例进行了检验，运用数据分析和判断，对计划进行针对性的调整，以保证项目进度最终目标的完成。（3）以关键链为基础对航天各类项目管理进行优化。首先，详细阐述了关键链中项目管理的中心思想，在资源有限的前提下如何对多项目进行调度，介绍了关键链的管理方法在不同环境下单项目和多项目的不同应用，讨论了多项目管理环境下的关键链优化方法，并且用实际案例进行了检验。关 键 词：航天，分级网络，项目运行状况分析，关键链，
4、多项目论文类型：应用基础研究类73ABSTRACTABSTRACTChinas space technology field in the progress of the project management and control is on the high speed development period, on the one hand, in space technology in project management, project plan is being promoted for use of network diagram, network diagram can not
5、 only directly show the relationships between all kinds of work, can also be developed from the side reflects all kinds of work in progress, but the problem is how to increase a latitude on the network diagram, control the many factors together, all together can timely and accurately find out the pr
6、oblems in project management and error, and improve the accuracy of the whole project.Project management, on the other hand, the operation condition analysis and advancing speed adjustment, is the key technology in process control, in the process of implementation, according to the specific circumst
7、ances, specific analysis.At present, our countrys aerospace project are mainly relying on experience in project management and technical personnel to the independent adjustment, not formed a complete set of system for progress adjustment method.Of course, we dont deny the importance of technical man
8、agement personnel in the progress control experience, but the limitations of its own that nots allow to ignore.At the same time, with the passage of time, all kinds of projects in the development process of the phenomenon of competitive resources and the low utilization rate due to the conflict betw
9、een resources and lead to project failure phenomenon, and we are lack of is to find out more in the project resource conflicts and contradictions, in turn, to adjust, so not to dynamic adjustment and the effective use of resources, this article main research content is as follows:(1) based on WBS ae
10、rospace project network plan technology classification.Deeply analyze the space required for production of project planning, production process of the space program, analyzes the space project WBS structure, with real case check the network model of aerospace project based on WBS.(2) based on EVM en
11、try space project management.First, a brief explanation, this paper introduces the principle of the EVM entry analytical current our country shall carry out the practical significance and conditions of the EVN space units, this paper expounds the EVM entry space programme running method, according t
12、o the operation of the project management development performance analysis, enlarge the predicted cost deviation identification method and key information using the case of reality testing, using the data analysis, and judgment, with specific adjustments to the plan, to ensure the completion of proj
13、ect progress goal.(3) based on the critical chain optimize the space of all kinds of project management.First, critical chain project management is expounded in detail, on the premise of limited resources how to schedule the multiple projects, this paper introduces the critical chain management meth
14、od in different environment order project and many different applications, discusses the critical chain project management environment more optimization method, and the inspection with the actual case.Key words: aerospace, hierarchical network, project operation condition analysis, key chains, multi
15、ple projectsPaper type: applied basic research插图索引插图索引图1-1 本文研宄技术路线16图2-1 多项目管理示意图18图2-2 “超文本”式组织20图2-3项目进度控制与优化的主要内容21图2-4进度计划技术发展22图2-5项目缓冲PB的设置示意图25图2-6接入缓冲设置示意图25图3-1 EVM指标曲线图29图3-2航天项目运行状况分析流程31图3-3 项目运行跟踪曲线32图3-4 SPI与CPI跟踪曲线35图3-5某地空导弹型号试验弹部分计划工作预算图（BCWS）40图3-6 项目开始后两周进度成本曲线图40图3-7 调整后的BCWS与计划
16、开始初期的BCWS对比图43图4-1 工作安全时间的不确定性46图4-2 项目A试验弹集成部分的网络图50图4-3 项目A中各工作包含安全时间的项目网络图50图4-4考虑到活动相依和资源冲突的项目A关键链50图4-5 项目A中去除各项目安全时间的项目网络图51图4-6项目A的关键链与缓冲区51图4-7 项目B对接试验部分的网络图52图4-8 项目B的关键链和缓冲区52图4-9 项目A于项目B的资源冲突53图4-10经过资源平衡后的多项目调度计划图54符号对照表表格索引表2-1多项目管理和单项目宵理区别比较表19表3-1 偏差识别的基本参数32表3-2进度与成本状况分析表34表3-3 项目运行整体绩效分析表35表3-4 应答机齐套WBS表38表3-5 调整后应答机齐套WBS表
