随着我国汽车工业的蓬勃发展和广大人民群众对汽车消费需求的日益多样化，各大汽车制造企业纷纷加紧了新车型的推出步伐，与此同时，汽车零部件企业也面临着日新月异的新产品研发需求和项目进度方面的巨大压力。如何在当前形势下，紧跟行业形势，不断优化产品开发的项目进度，也就成为了各零部件企业的重点关注内容，变成企业核心竞争力之一。汽车方向盘项目具有开发周期长、版本配置多、客户设计变更频繁等特点，合理且有效的项目进度管理是保证客户整车能否按时投产的关键。本文围绕Y公司在汽车方向盘开发过程中的项目进度管理展开研究，在公司当前PLP项目管理流程的基础之上，对项目进度进行优化，分析可以压缩进度的工作内容。在本文中，首先按照汽车方向盘的开发过程，进行WBS工作分解结构的制定，编制项目工作的流程图，发掘其中可以提前或同步进行的工作安排。通过关键路径法CPM，分析改善前后的项目总体工期水平，制定优化的方向盘开发项目进度计划。随后，在本文中又分别运用计划评审技术PERT和关键链方法CCPM，对优化后的方向盘开发总体项目时间进行重新估算。通过计划评审技术PERT分析，并查询正态分布表后得出结论，改善后项目工期完成的概率为95.05%；通过关键链方法CCPM法，考虑了各工作工期的不确定性，更新了插入缓冲区后的项目计划，并通过三色矩阵管理模型，加强了项目进度管理的有效性。在本文的最后，通过采用蒙特卡洛模拟(Monte Carlo Simulation)方法，对采用CPM、PERT和CCPM三种方法估算的结果进行了5000次的仿真模拟。验证了关键子任务对方向盘开发项目进度的影响的敏感度，并确认了CCPM关键链方法对方向盘项目进度管理的有效性，并在新业务的项目进度管理中进行了实践应用验证，为公司后续汽车方向盘开发的进度管理工作提供了一种新的借鉴方法和思路。希望通过本论文的分析与总结，可以帮助公司在新项目进度管理方面提升客户的满意度，为后续新产品开发的项目进度管理过程提供指导，进一步提升公司在被动安全领域的产品竞争力。

With the vigorous development of China's automotive industry and the increasing diversification of the people's demand for automotive consumption, the major automobile manufacturing enterprises have stepped up the pace of the launch of new models. At the same time, the automobile parts enterprises are also faced with the great pressure of new product research and development demand and program timing. How to keep up with the industry situation and continuously optimize the program timing of new product development has become the focus of various parts enterprises and become one of the core competitiveness of enterprises.The steering wheel program has the characteristics of long development cycle, multiple version configuration and frequent customer design changes. Reasonable and effective program timing management is the key to ensure that the customer can start the mass production on time. This thesis focuses on the steering wheel program timing management of Y company. The work breakdown structure is formulated based on the development process of steering wheel, and the flow chart is prepared accordingly. Seek and put forward the items which can help reduce the program cycle. Through the critical path method (CPM), the overall program time before and after improvement is analyzed. Through the analysis of program evaluation and review technique (PERT), the probability of completion of the improved project is 95.05%. Through the critical chain project management (CCPM), the uncertainty of each work period is considered, and the effectiveness of project schedule management is strengthened through "three color management method".Using Monte Carlo simulation, the results of CPM, PERT and CCPM are simulated for 5000 times. The sensitivity of key sub-tasks to the steering wheel development program timing is verified, and the effectiveness of CCPM is confirmed in the new M platform SW program, which provides a new reference method for the company's follow-up progress management of automobile steering wheel development.