Schedule Management Of CL5 Vehicle Localization Project

CL5 is the first fast-follow localization project in CL Company.The original localization project schedule couldn't effectively solve the issues such as the difficulty to control the engineering development progress abroad in the early phase of the project and in the later phase,the engineering changes or quality issues concentrated happening.This thesis hopes to solve these problems through formulating the schedule of CL5 and its control plan.And to be the lesson-learn for the coming projects of CL Company.The schedule of CL5 project is formulated.WBS,RASIC matrix and critical path method are used to finish the plan.Firstly,the work is broken down by the method of WBS.The function departments are defined as the horizontal ordinate and the detailed work of each department during the whole project are defined as the vertical ordinate.Secondly,the responsibility is determined by using the RASIC form based on the WBS structure so that it could be clear that different departments play different roles in different activities.By using the professional project management software Project,the relationship of each task is defined and the lead-time of each task is estimated.Then,the critical path of CL5 project is calculated.After all the above,the CL5 vehicle production schedule is formulated that defines the activities on critical path as the milestones and the work plan of each function department as the detailed content.Meanwhile,combine the schedule of the oversea engineering development into the CL5 project schedule so that the project manager could involve the timing control more proactively in the earlier phase.And define the cooperation strategy between China and abroad company on the later building phase of the CL5 project.This action could improve the communication between two companies and reduce the potential engineering changes.CL5 schedule is controlled by dynamic monitoring.The process is determined both for single department and cross-function department.For each single department,since CL Company is a balance matrix organization,the schedule could be controlled by the project team of each function department.For the cross-function department,it is controlled by a set of conferences.A basic working level team that only includes engineer,buyer and quality engineer is built for each part.Through this cross-function team,it is easy and effective to control the project schedule on working level.Meanwhile,set up the skip-level meeting to improve the efficiency of the schedule management and reduce the communication cost.Finally,the actual timing of CL5 project is compared with the plan and the root cause of the timing delay is found,which oversea engineer development delayed the release on the beginning.Through the project meeting,the progress is pushed and the lead-time is compressed.After analyzing the tasks on critical path,the requirement of some tasks are changed in order to ensure the CL5 car finally go to the market on time and successfully.