手机官网

微信公众号

Copyright©山东红宝自动化有限公司 版权所有     网站地图XML      鲁ICP备16022612号-1       

关注我们

服务热线:

0531-8815 6666、8915 8888

红宝

全自动非标自动化设备的项目流程是可以“复制”的

浏览量
  长期从事大型非标自动化设备设计的工程师来讲,对于项目经验有着足够丰富的见解,能够把经验转化为流程,自然会对整体项目的开发与进行运筹帷幄,这样节约了前期大量的调查与沟通的时间,来推进项目的快速完成。
  Engineers who have been engaged in the design of large-scale non-standard automation equipment for a long time have sufficient insights into project experience and can transform experience into processes. They will naturally plan the development and planning of the overall project, which saves a lot of investigation and communication in the early stage. Time to promote the rapid completion of the project.
  非标自动化项目管理流程,分为三个项目阶段,即项目开发阶段、实现阶段与交付阶段,每个项目阶段又包含前文提过的五大过程组,即启动、规划、执行、监控与收尾。
大型非标自动化设备设计
  The non-standard automation project management process is divided into three project phases, namely the project development phase, the realization phase and the delivery phase. Each project phase includes the five process groups mentioned above, namely, initiation, planning, execution, monitoring and closing.
  对于下面流程图,大家也可以运用项目管理的技术WBS (Work Breakdown Structure)去分解流程图。
  For the following flowchart, you can also use the project management technology WBS (Work Breakdown Structure) to break down the flowchart.
  比如想要对非标自动化设备机械结构进行3D评审,我们需要输入3D模型、组织评审会议、输出评审清单。以下分别是项目开发阶段、项目实现阶段与项目交付阶段的流程图:
  For example, if we want to conduct a 3D review of the mechanical structure of non-standard automation equipment, we need to input 3D models, organize review meetings, and output review lists. The following is the flowchart of the project development phase, project realization phase and project delivery phase:
  由此可以看出非标自动化项目的三大特点:
  From this we can see the three characteristics of non-standard automation projects:
  一次性,项目有明确的开始时间和结束时间,并且结束时间是不可以延期的;
  One time, the project has a clear start time and end time, and the end time cannot be postponed;
  独特性,按照客户的特殊要求和期望,每个项目都不同,即使很相似的自动化设备,也有着不同项目干系人,不同的干系人有着不同的需求;
  Uniqueness, according to the special requirements and expectations of customers, each project is different, even if the automation equipment is very similar, there are different project stakeholders, and different stakeholders have different needs;
  目标性,渐进明细,随着项目的进行,项目越来越清晰,比如设计方案在装配时也慢慢暴露出了设计不够完善,装配调试时才发现这个结构不能满足客户全部的需求,客户验收时也未达到前期预想的效果。
  Targeted and progressive details. As the project progresses, the project becomes clearer and clearer. For example, when the design plan was assembled, it was slowly exposed that the design was not perfect. It was discovered during assembly and debugging that this structure could not meet all the needs of the customer. Customer acceptance It also failed to achieve the previously expected effect.
  企业最起码要满足客户的质量要求,面对项目的变更只能不断制定修改方案,满足客户的要求。
  At the very least, an enterprise must meet the quality requirements of its customers, and in the face of project changes, it can only continue to formulate revision plans to meet customer requirements.
  我们知道项目管理的三角形,大家可以在纸上画一个等边三角形,在各边上分别写上时间、成本、质量,中间的面积就是范围,任何一条边的移动必然带动其他边的移动,为了缩短项目时间,就需要增加项目成本或缩小项目范围;
  We know the triangle of project management. You can draw an equilateral triangle on paper and write time, cost, and quality on each side. The area in the middle is the range. The movement of any one side will inevitably drive the movement of other sides. To shorten the project time, you need to increase the project cost or reduce the scope of the project;
  为了节约项目成本,可以缩小项目范围或延长项目时间;如果需求变化导致增加项目范围,就需要增加项目成本或延长项目时间。
  In order to save project costs, you can reduce the scope of the project or extend the project time; if changes in demand lead to an increase in the scope of the project, you need to increase the project cost or extend the project time.
  PMBOK对项目成功的要求是建立在时间、成本、质量、范围、人力资源、客户满意度都满足前期策划项目目标的前提下,即使客户很满意,但有成本超支情况,这个项目也算是失败的。
  PMBOK's requirements for project success are based on the premise that time, cost, quality, scope, human resources, and customer satisfaction all meet the pre-planned project goals. Even if the customer is satisfied, but there is a cost overrun, the project is considered a failure.
  由于大型非标自动化项目复杂,要把组织在开展活动过程中总结的实践经验进行流程化,并且随着业务的变化,项目管理流程也是在不断变化的,将组织开展项目总结出来的经验进行流程化,将流程简单化进而高效化。
  Due to the complexity of large-scale non-standard automation projects, it is necessary to process the practical experience summarized by the organization in the process of carrying out activities, and with business changes, the project management process is constantly changing, and the experience summarized by the organization and development of the project is carried out. To simplify the process and make it more efficient.
  山东红宝自动化有限公司对于非标自动化设备的定制开发有着自己独有的研发理念、项目实施流程,在实践过程中不断的优化项目流程,保证各个项目井然有序的完工。
  Shandong Hongbao Automation Co., Ltd. has its own unique R&D concept and project implementation process for the customized development of non-standard automation equipment. In practice, it continuously optimizes the project process to ensure the orderly completion of each project.