Application of the system method of automobile OEM-vehicle development project management.
Course Background:
With the rapid development of the automobile industry, more frequent product launches and shorter product life cycles, enterprises are facing increasingly fierce market competition, and OEM customers have put forward higher requirements for project time and product delivery costs, and require the best business to carry out strict control in project quality and project process management. In addition to maintaining regular production operations, enterprises need to project management to operate more and more work, such as new product development, product modification, localization supporting, cost optimization, etc., each project operation requires the project manager to be able to fully coordinate resources, strict implementation of delivery time limits, effective operation of the project, need to carry out detailed planning, implementation and tracking, multi-department communication and collaboration, risk control, etc., in order to ensure that each project can achieve the ultimate success under the predetermined time, budget and quality requirements. Meet the requirements of customers and enterprise development.
Enterprises are facing increasingly urgent project requirements, and how to complete the project efficiently and with quality assurance has become a concern for manufacturing enterprises.
There is a lack of early planning in the R&D project, resulting in continuous changes in the later stage.
The lack of effective use of the FMEA mechanism and the adoption of proactive risk control has left project personnel often in the state of firefighters.
There is a lack of effective planning and schedule control methods, delays are widespread, and early warning and effective analysis of work progress and delays are not possible.
Project managers, department managers, and R&D managers only carry out work, and their project management capabilities are obviously weak and their project management awareness is lacking.
The project will also be successful, but it is not "managed", it is often "rushed" out of various problems in front of the enterprise!
The product concept proposal, the first agreed point, product development, loading test, trial production to SOP delivery process in typical projects in the automotive industry are explained and rehearsed to help personnel master the effective application methods of project management, sort out and optimize the project process, improve the project management environment of the enterprise, and realize the overall management, planning and control of the project.
Target Audience
Vehicle project manager, functional department manager, development team, engineering, procurement, marketing, quality, business management SQE teaching method:
Knowledge explanation, case analysis, action plan and tools, project management tool operation guidance, group discussions, interactive games, practical exercises, of which the lecturer explains (50%); Case Study: (20%); Project team scenario exercises (20%); Review summary (10%)
The instructors have provided more than 400 in-house training sessions for many automobile and parts companies and manufacturing enterprises, and implemented the training process with in-depth explanations and effective practical guidance and cases.
Course Objectives:
Systematically learn the knowledge system and thinking methods of modern project management, and establish the concept of project management;
Focus on mastering the control and management methods of objectives, schedules, costs and risks in automotive project management, and be able to apply them in practice;
Participate in the whole process of automotive project management through case practice, and master the initiation, planning, implementation control and decision-making points of project management;
The industry's advanced project management methods and tools are used in daily technical and management work to improve project work efficiency and make project related departments collaborate more effectively.
Tell you how to manage the project more effectively, master the risk management and overall management methods of the project Improve the soft skills of project managers: focus on the implementation of effective management methods and measures in project team management and communication.
Understand the different roles and responsibilities in enterprise project management, and better understand and support project management.
Improve the project management ability of enterprises, guide the improvement of deficiencies in the construction of enterprise project management system, and enhance the competitiveness of project management.
Understand the combination of project management and automotive development and quality processes (combined with APQP or VDA processes) and project management processes, so as to improve the understanding and practical ability of project related personnel on automotive project management.
Course outline
Course duration: 3 days (content and level of detail are determined according to the time and communication results).
Part 1: Core Outline of Project Management
Master the core concepts of project management, establish a unified project management language for enterprises, and clarify the operation mode of the project and the responsibilities and requirements of the project manager.
Section 1: Project Manager**
1 Project management challenges faced by the automotive industry.
2.The application of project-based management mode in automobile projects.
3.Operational differences between project management and functional management.
4.The concept of project and project management.
5 Objectives of Project Management and the Top 10 Management Areas.
6. Project management of 5 process groups.
7 The process of planning a project: the life cycle of the project.
8.Project organization model: the application of matrix and project-based models in automotive projects.
9.The role of the project manager and the competency requirements.
Working method Project management case analysis: 1. Project management case of production line transformation of a manufacturing enterprise.
2. A case of a product quality improvement project.
Classroom Interaction: Let's Approach Projects: What are the classifications of projects in the automotive industry.
What is the system management model of project management?
Part 2: The overall development process of the project and the quality planning of APQP productsMaster how the project manager can effectively plan and organize the project, establish the project objectives and carry out the preliminary preparation work in the early stage of the project
Section 2: Development Management and Quality Control of Finished Vehicles
Characteristics and common problems of project management in the automotive industry.
The application of project integration management in automotive development.
The application of synchronous engineering in the development of complete vehicles.
The importance of product quality management in automotive development.
Application of QFD methodology in automotive development projects.
Product design and engineering development.
How to do a good job of change management in the project development process.
Project Risk Management & FMEA
Section 3: Automotive Product Development Process and APQP Planning
Vehicle engineering development process and quality gate control node.
APQP quality planning process for parts.
Integration of APQP with project management areas.
Open vehicle project process based on APQP.
Definition and initiation of the project.
Product design and development.
Design and development of the process.
Confirmation of products and processes.
Evaluation and corrective actions for the project.
Requirements for project management in APQP and VDA.
Vehicle development process for the world's major OEMs.
Introduction to the development process of V-shaped vehicles.
9.Milestones are divided into phases of vehicle development.
10.Deliverables management and control strategies for milestone nodes.
Part 3: Project Management Application: Project Planning and Implementation Control
- Adopt the core process of developing a project management plan, integrating objectives, deliverables, work responsibilities and requirements, time, etc., and effective planning is the basis of project control
Section 4: Core Elements of Project Initiation
1. The main work and management elements in the project initiation stage.
2. Project requirements analysis in the start-up phase.
3. Let the project team clarify the requirements for success - the requirements for the development of project objectives.
4 Constraints and Risks of the Project.
5 Project Assignment - Standards and rules for project management.
6 Project Kick-off Meeting Case Study: Application of Decision Tree Analysis and Selection of Project Options.
Actual combat group exercise: enterprise project simulation:
Identification of project requirements, decomposition of project objectives, overall project planning, project task book, kick-off meeting.
Section 5: Planning Project Scope Management.
1 Where to start with a project? How do you plan to approach this project?
2.Project Scope: Plan the work and outcomes of the project.
3 Decompose the goal: Define and decompose the project scope.
4 Apply the best approach: WBS work breakdown structure.
5.The seven-step rule for WBS work breakdown structure implementation.
6. Establish a responsibility allocation matrix for the work of the project
7 How to Prevent Unreasonable Project Changes-
Case Study: WBS Decomposition of a Project Practical Exercise Team Practical Exercise: Establish a project work decomposition WBS structure diagram for automotive product development
Section 6: Project schedule management methods
1 The core of project planning management - dynamic planning.
2 Project management tools: Gantt charts, milestone charts, pert network charts, tracking charts.
3 Activity definition: project activity decomposition, what kind of work is called decomposition in place?
4. Activity sequencing: Effectively arrange the work logic and the handling of external dependencies.
5 Estimation of the time required for the activity: empirical estimate, workload-based estimate, three-point estimate.
6.Project workload and resource investment planning7 Detailed project planning.
8.Effective methods to control progress: critical path method; Hurry; Fast follow-up; Outsourcing.
Case: The best application of technology to optimize the construction period Actual combat group exercise:
Evaluate and develop the project's schedule and critical path
Section 7: Resource and Cost Planning for the Project
1 Identification constraints Analysis of the impact of resource allocation on project schedule.
2 How to plan and configure a project resource plan.
3 Tools for resource planning: resource load chart, resource Gantt chart.
4.Balance and effectiveness of resource allocation: more rational use of resources.
5."Enterprise resource conflict and optimization in a multi-project environment.
6.Resource and cost estimates.
7. Budget plan of the project.
Case Study: How to use resource balancing technology to coordinate project team resources.
Section 8: Implementation Control of the Project
1. Correct project control concept: control method and process PDCA
2 Basics of Project Operation Monitoring - Benchmark Objectives 3 Common tools for project execution monitoring.
4.Project deviations, early warning conditions.
5. Monitor and manage project risks and issues.
6 Methods and strategies for project schedule control.
7 Forms of project control - correction and change.
8 Project Management Rules and Project Status Reports.
Part 4: Good Project Collaboration Atmosphere: Project Communication Management and Cross-Department Collaboration
--Communication is not only a personal skill, but also the key to project promotion, and project decision-making and planning rely on good stakeholder communication and efficient project information communication
Section 9: Communication and Stakeholder Management for Automotive Projects
1 Basic concepts of communication management.
2.What is included in the project communication.
3. Sending and feedback of project information.
4 Six Principles of Effective Communication.
5.Methods and skills of communication management.
6.How to guide the project team at different stages.
7 Main communication meetings in the implementation of automotive projects.
Problem discussion: How to manage the progress and quality conflicts of buyers.
Section 10: Stakeholder Management
1 What is a project stakeholder and what impact do stakeholders have on an automotive development project?
2. Identification and definition of stakeholders in automobile development and chain management.
3.How do you identify stakeholders? Methods for stakeholder identification.
4 Automotive Project Stakeholder Identification and Role Analysis.
5 How to get buy-in from all parties involved in the project: The degree of stakeholder buy-in and importance of the project.
6.Stakeholder Analysis: Four-Quadrant Analysis and Strategy.
6.Establish a communication plan for key internal and external stakeholders in the project.
7.Coordinate and manage conflicts with project stakeholders.
Case Study: Stakeholder Analysis and Simultaneous Project Development of a Quality Improvement Project.
Practical Exercise: Stakeholder Identification and Collaboration: Internal and external stakeholders and communication mechanisms in the process of automotive project development.
How should project managers communicate well at different stages of the project?
Part V: Project Risk Management
- Firefighting management is not the same as project management, and the project risk management method can help the project manager to plan effectively, ensure better implementation of the project and overcome difficulties
Section 8: Project Risk Management
1 Case Study: Risk analysis of a real project.
2 Risk identification: Risk**, potential risks in the project.
3 Methods and tools for risk identification.
4. Quantifying risk: qualitative and quantitative risk analysis.
5. Responding to project risks: project risk prevention and response plan.
6. Develop a project risk management plan.
7.Implementation and monitoring of risk control measures for automobiles.
Cases & Practical Exercises:
1. Find the best method - apply the decision tree to choose the solution.
2. Discussion of risks and coping strategies in the project.
3. How to reduce the impact of contractors and contractors on the project through risk management.
Part 6: Project Closure Management and Course Summary
What is the work of project delivery and acceptance.
Project evaluation. Project management wrap-up.
Based on the summary of the whole process of automotive products from concept, planning, implementation, mass production and launch.
An overall summary of automotive project management training.