航空型号研制项目管理成熟度模型构建及应用

Maturity Model Construction and Application of Aircraft Development Project Management

摘要:

针对我国航空型号研制项目管理存在标准尚未完全规范、项目管理水平较低的问题，从准时、质量、经济、公共资源、成长等5个关键维度构建包含26个指标的航空型号研制项目管理成熟度模型，并结合我国航空工业主要型号研制特征划分为5个等级，采用层次分析法确定各指标的权重，并提出模糊综合评价和指标体系分值直接计算两种方法计算管理成熟度等级。以目前处于产品研制阶段的我国Y型号无人机项目为例，通过模糊综合评价和指标体系分值直接计算得出的项目管理成熟度分别为2.66分和2.70分，均属于L2级，介于已管理级与已定义级之间，其中项目管理的进度、质量、流程与信息化等方面的整体成熟度较低，而费用、公共资源、技术能力等方面的管理水平较高，特别是公共资源复用率、材料资源复用率的成熟度等级较高，与该项目大量采用新材料、新工艺、新结构等新技术的现实相符；根据评价结果找到改进方向并对其进行优化，次年评价结果显示为L3级，项目管理成熟度提高了1个等级。

Abstract:

Aiming at the issues that the management standard of aircraft development project has not been fully standardized and the project management level is low in China, this paper constructs an aircraft development project management maturity model containing 26 indicators from five key dimensions such as punctuality, quality, economy, public resources and growth, and divides the maturity into five grades by combing the development characteristics of main aircraft types in China's aviation industry. The weight of each index in the model is determined by analytic hierarchy process, and two methods of fuzzy comprehensive evaluation and direct calculation of index system score are proposed to calculate the management maturity level. Further, it takes China's Y-type UAV project, which is currently in the product development stage, as an example, the project management maturity calculated directly through fuzzy comprehensive evaluation and index system scores is 2.66 and 2.70 points respectively, both of which belong to L2 level, between the managed level and the defined level. Among them, the overall maturity level of project management in terms of progress, quality, processes, and informatization is relatively low, while the management level in terms of cost, public resources, and technical capabilities are higher, especially the maturity level of public resource reuse rate and material resource reuse rate are higher, which consistent with the fact that the project adopts a large number of new materials, new processes, new structures and other new technologies. According to the evaluation results, the improvement direction are identified and optimized, and the result of subsequent year's evaluation shows an increase in project management maturity to level L3, representing a one-level improvement.