PMO模式下汽车零部件生产企业多项目管理探究,mba项目管理论文.docx

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1、PMO模式下汽车零部件生产企业多项目管理探究,mba项目管理论文Project management, as a branch of management, is one of the major new management technologies developed in the late World War II. It originated in North America and is a brand new business management model. The research object of this paper is a Sino-foreign joint ve

2、nture company, whose main business is the design, development, manufacture, import and export sales of automobile parts. With the development of China s automotive industry, the competition between the automotive parts manufacturers and the automotive parts manufacturers becomes more and more fierce

3、. They keep their market share by constantly improving their manufacturing management and R D capabilities. Most of the traditional project management models are designed for the development of a single customer or a single project. All the resources of the whole company are focused on a single proj

4、ect. The technical level of products and customer needs are relatively simple, and the outbreak of project problems is less. With the rapid development of the automotive industry in recent years, the number of automotive brands and models has doubled, the order of automotive parts manufacturers has

5、doubled, and the trend of project management has changed to multi-project parallel development. In multi-project concurrent development, all kinds of project problems continue to erupt. D company finds that if the original traditional project management mode is persisted, it will inevitably increase

6、 more project problems,cause imbalance of resources and may miss the opportunity to reduce costs and improve efficiency, and will gradually lose competitiveness in the market competition. With the development of automobile industry, automobile parts enterprises have changed from single project manag

7、ement to multi-project concurrent development management. The problems encountered in multi-project management include resource imbalance, unclear project responsibilities, difficulty in standardization, low work efficiency, communication problems among different project members and waste of project

8、 resources. Great difficulties and challenges. The research in this paper is also due to the development of PMO model in China. In the early 1990s, PMO mode provided only a few services and support work, not the direction and guidance of project management for them, but was more used by enterprises

9、to control project managers. In the late 1990s, PMO appeared in large numbers. At this time, the role of PMO began to change to overall management of all projects of the whole enterprise, systematic project set management. The normal business operation of the company is more and more inseparable fro

10、m the project. The normal execution of the project promotes the continuous development of the enterprise operation. The cruelty of the competition in the modern business society makes it possible for any enterprise to fall into a dilemma because of the failure of individual projects. The success or

11、failure of the project is inseparable from the success or failure of the enterprise in today s society, which results in the urgent need for PMO. The automotive parts belong to the core products of automobiles, which belong to both legal and safety parts. With the development of the enterprise to a

12、certain scale, the internal working relationship will become more and more complex, and management hopes to establish an ideal environment for thesmooth implementation of business strategies. Therefore, this paper tries to use PMO model to optimize the project management system of D company, analyze

13、 the application of PMO model in D company, strategy, common management mode and management tools, and the effect in D company, and ultimately realize the optimization of project management system and system of D company. This paper collects the multi-project management problems of the research obje

14、ct D company, optimizes the multi-project management of D company based on the introduction of PMO mode, and solves all kinds of project problems encountered in the process of multi-project concurrent development. PMO provides support and decision-making for various projects in multi-project managem

15、ent with the role of consultant. The project is managed as a whole to achieve the goal of resource balance and rational optimization of organization. PMO mode is introduced to improve the project management level of D company. Based on PMO mode, the project management of the research object is optim

16、ized to make up for the deficiency of the traditional project management mode of the research object in multi-project management. PMO mode is designed in the multi-project management of the research object, and the optimization scheme of project management is studied. Through the analysis and sugges

17、tion of PMO mode in D company, it can provide some useful and practical suggestions for other automobile parts manufacturing enterprises. At the same time, PMO model can also solve the problem of resource imbalance faced by D company in the process of multi-client and multi-project synchronous devel

18、opment. For example, two customers need to test and verify the parts at the same time. The equipment needed for the test is the same equipment. The equipment can not carry out two tests at the same time, and the test equipment conflicts. The product designer of the two projects is the same person. I

19、t happens that the product engineer has to attend two meetings as a designer,which leads to the conflict of human resources. When conflicts occur, project managers often refuse to give in to each other, and the contradictions are easy to escalate. When non-dedicated lines encounter resource conflict

20、s such as delivery conflicts of different projects, the application of PMO model can rationally integrate, allocate and coordinate resources (human, machine, material, law, ring, etc.). Multi-project management is a realistic problem faced by enterprises or organizations in the modern market environ

21、ment. It is of great practical significance to explore how to design the organizational structure in the multi-project environment for the healthy development of enterprises. PMO mode has become an inevitable choice for enterprises or organizations to pursue overall optimization and development coor

22、dination under multi-project management environment. It plays an irreplaceable role in resolving resource balance between projects and maximizing the overall interests of enterprises, coordinating the relationship between projects and functional departments, and establishing multi-project support an

23、d monitoring system. Key words: PMO, Project Management，Projectized Organization. 一、绪论。 一研究背景及意义。 1研究的背景。 D 公司成立至今已经有 30 余年历史，是一家中外合资的汽车零部件制造企业。公司成立初期客户数量少，市面上车型也少，并没有多项目并行开发的经历。随着汽车行业的蓬勃发展，公司项目越来越多，在多项目并行开发经过中，项目问题不断爆发，如项目风险，客户抱怨、损失、效率过低、成本递增等问题。 D 公司逐步发现，公司现行的传统项目管理形式在如今的多项目开发中发挥的作用有限，无法控制多项目开发时碰到

24、的风险，在多项目资源分配上也是矛盾频发， D 公司决定研究并策划全新的项目管理形式，改良在多项目管理时，传统形式的缺乏。本论文尝试引用 PMO 形式来解决 D 公司在多项目管理时碰到的问题，通过分析 D 公司在多项目管理时碰到的问题，PMO 形式引入后，项目的变化及效果。 2研究的意义。 引入 PMO 形式能够让 D 公司建立战略长远目的，收集各项目信息，对历史经历体验进行归档，为后续项目做准备。PMO 在多项目并行开发中充当协调者与资源管理者身份，每个项目辨别出的项目风险，碰到的项目问题，解决的方案都将录入数据库，通过 PMO 分享在所有项目团队中。PMO 为解决项目问题提供服务支持，在降低

25、项目在整个开发经过中的项目矛盾起到调解作用，根据各项目计划的节点时间，解决各项目问题，推进项目计划做到可视化并能够有效传递、实时跟踪和落地。PMO 也能降低整车客户的客户抱怨数量，提高客户满意度，提升公司的竞争力。推行并建立 PMO 形式，能够给项目小组成员、和公司各个管理者提供直接的项目计划和项目问题清单，进而让整个项目团队得以关注项目目的，有组织的推进项目计划。同时，PMO 形式可以以解决 D 公司在多客户及多项目的同步开发经过中面临的资源不平衡问题，合理化分配与协调项目资源的使用。 二研究文献综述。 付丛薇2021通过对 PMO 在企业多项目管理体系中的应用研究，对公司多项目管理并行开发

26、时，PMO 的解决冲突方式、培养团队能力、资源平衡方式方法及项目管理标准化推进进行了拓展，补充和完善了多项目管理的观点。项目管理作为一种先进的管理形式在国内外大量实践应用中已显示出其宏大优越性和威力。随着项目管理应用的普及和深切进入，随着企业业务规模的发展壮大，越来越多的企业尤华而不实大型企业开场考虑或者已经设立了项目管理办公室PMO。PMO 在企业中担当着建立规范项目管理标准、总结最佳实践、解决资源冲突、培养项目经理团队、项目评审以及建设组织级项目管理体系等责任。在国外大部分优秀企业包括世界 500 强，PMO 已经成为不可或缺的重要职能部门。 Monique2021研究了汽车零部件行业的

27、PMO 建设方案。针对多项目管理和项目管理办公室有部分理论基础的支撑，从中发现了建设 PMO 的工具。根据 PMO 形式在某汽车零部件集团的建设方案研究，通过对 PMO 的研究，将 PMO 的引入作为提升企业项目管理能力和解决项目问题的直接手段，根据实际出发，为汽车零部件行业 PMO 形式的架构进行搭建。PMO 从组建到管理到运作却非简单之事，受各企业发展规模、组织构造、组织文化、项目管理人才、项目管理成熟度等制约和影响，选择合适的 PMO 的类型，对 PMO进行恰当准确的角色定位，这些都是不容忽视的关键因素。否则 PMO 运作难以到达预期效果，甚而对 PMO 价值产生怀疑。令一些企业 CEO

28、 和 PMO 人员感到困惑和纠结的 PMO 价值争论问题的根本源头不是 PMO 有没有价值，而是 PMO 建设或运作之中出现问题。 Massimiliano Caramia2022研究了 PMO 形式的在项目管理中的功能研究。其主要任务并非是用以直接执行或经营项目，而是提供不同项目团队一个能更有效运作的最佳环境与功能。它能够藉几种方式与布置达成该目的；包括提供项目管理工具、技术与行政管理支持、建立工作规范、发展项目流程、确保作业标准、提供参谋咨询服务及协助执行教育训练，且 PMO 可用以支持很多不同的项目，资源能够充分分享，且基本上它可扮演为一个整合与分配资源并协助决策的神经中枢。 WangJ

29、unKG(2021)研究了 PMO 形式在项目管理中的定义。一个项目是一个有限的努力(有详细的开场和完成日期)，致力于开创建立一个独特的产品或服务，带来有益的变化或增加价值。而 PMO 形式在项目管理的这种有限特性与经过或操作构成了鲜明的比照，经过或操作是永久性或半永久性的功能性工作，重复地生产一样的产品或服务。在实践中，这两个系统的管理经常被发现是非常不同的，因而需要开发不同的管理工具，系统解决办法的方式方法来应对项目管理随着企业发展，面临的丛出不穷的问题。 王艳丽2021研究了多项目并行开发时，单一管理下存在的问题，描绘叙述了在资源有限的情况下，要将优先资源合理分配实现最佳的配置和整体利益

30、的最大化。从多项目管理继续使用传统的单一项目管理的时代到 PMO 形式优化后的多项目管理形式的改变，PMO 是一个重要的部门。PMO 的职能本身并无计划经济与市场经济之区别，只不过没有PMO 时，PMO 职责由分散在组织内部的各种职能管理机构或人员承当，并没有构成集中化管理的效应。PMO 的兴起，是对传统管理方式的一次宏大变革，使得组织论文存在部分用词略显不妥当，部分语句阅读稍显不通，论文的深度也稍显欠缺。希望在今后的学习和工作中认真对待论文内容和在 D 公司的实际施行效果，不断优化管理形式，解决碰到的问题，在后续的工作中也能继续跟进 PMO 管理形式在多项目管理中的应用效果，持续开展学习，希望后续能够结合更多的案例收集，对项目管理知识进行进一步的学习、补充和完善，十分是一些实际应用的案例和大量的以下为参考文献应结合，继续学习，做好记录，以加强讲服力，提高应用指导价值。