伊顿常州公司致力于提供国际先进的防暴监控专用设备,为中国石化、煤炭、航

天、航海等国际领域的监控设备提供优秀的产品。公司现有ERP系统已经无法满足业务

增长的需要,为了提高公司运营效率和增强企业核心竞争力,伊顿常州决定用SAP系统

替换原有系统。SAP系统能否顺利实施,影响着公司资源能否合理有效地利用。

本文在回顾国内外项目进度计划与控制研究成果的基础上,结合伊顿公司项目管

理方法论PROLAUNCH和伊顿常州公司的实际业务情况,对伊顿常州公司SAP系统实施项

目的进度控制问题进行了深入的研究。首先,根据三点估算法,结合工作结构分解和任

务排序等制定了项目进度计划;然后,根据业务实际需求分析原始进度计划的不足之处;

最后,釆用专家估算法、并行任务法、倒排序等方法对总项目进度进行了分析改进;同

时对关键任务,例如差旅计划、培训计划、测试计划、系统切换计划等方面也进行了分

析,提出了相应的改进建议,并通过项目管理网站、阶段性决策(DGC)会议、日例会、

周例会、周报告、项目内部沟通刊物(Newsletter)等措施对项目进度进行控制,从而最

终确保项目成功上线。

关键词:伊顿常州公司;SAP系统实施项目;进度控制

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华东理工大学硕士学位论文

Eaton Changzhou SAP System Project Schedule Management

Abstract

Eaton Changzhou Company is committed to providing advanced riot monitoring excellent

products for China petro chemical, coal,aerospace, marine and other international areas. As

part of Eaton’s global strategy,Eaton Changzhou started SAP system implementation in 2014,

to improve operational eflficiency, enhance the core competitiveness of enterprises.

Whether SAP system could be implemented successfully in Eaton Changzhou depends on the

three key factors of project (Time, Cost and Scope). The project schedule planning and

control is the key element of the project time management, which affects project can proceed

smoothly, and whether the rational and effective use of resources.

This thesis referred the domestic and international research results of project planning and

schedule control, with the combination of Eaton project management methodology and the

actual business situation of Eaton Changzhou Company. Analyzed and suggested for

improvement in terms of the development of the project schedule, travel plan, training plan,

test plan and system, and control the project schedule through the project management

website,Decision Gate Committee (DGC) meetings, daily/weekly regular meetings, weekly

report and Newsletters,to ensure success of the SAP project.

Keywords: Eaton Changzhou Company; SAP System Implementation; Schedule