本文選題：新產(chǎn)品開發(fā) + 項(xiàng)目團(tuán)隊(duì)組織架構(gòu)　； 參考：《南京大學(xué)》2017年碩士論文

【摘要】：隨著市場(chǎng)競(jìng)爭(zhēng)的激化,要使企業(yè)產(chǎn)品具有足夠的競(jìng)爭(zhēng)力以贏得消費(fèi)者的青睞,就要求企業(yè)在產(chǎn)品研發(fā)過程中深入地分析和研究目標(biāo)市場(chǎng),對(duì)目標(biāo)用戶的需求進(jìn)行了充分的洞察,加快產(chǎn)品的創(chuàng)新速度,這就要求企業(yè)加強(qiáng)新產(chǎn)品開發(fā)項(xiàng)目管理,保證企業(yè)長(zhǎng)期立于不敗之地。本文應(yīng)用項(xiàng)目管理理論和新產(chǎn)品開發(fā)相關(guān)專業(yè)知識(shí),結(jié)合文獻(xiàn)歸納、系統(tǒng)分析、比較分析、實(shí)證研究等方法對(duì)B公司新產(chǎn)品開發(fā)項(xiàng)目管理進(jìn)行了分析,并提出了 B公司新產(chǎn)品開發(fā)項(xiàng)目管理的具體問題、改善措施和實(shí)施方案。本文主要對(duì)如下內(nèi)容進(jìn)行了重點(diǎn)的研究和分析:1)在對(duì)B公司新產(chǎn)品開發(fā)項(xiàng)目組織架構(gòu)現(xiàn)狀進(jìn)行分析的基礎(chǔ)上,研究了該公司產(chǎn)品開發(fā)項(xiàng)目團(tuán)隊(duì)存在的問題,提出了相應(yīng)的解決措施;2)深入分析和研究了 B公司在新品開發(fā)時(shí)如何通過對(duì)產(chǎn)品開發(fā)階段、步驟、任務(wù)、活動(dòng)的合理劃分和分解,結(jié)合技術(shù)評(píng)審、業(yè)務(wù)決策評(píng)審等質(zhì)量控制手段,最終再造出以產(chǎn)品商業(yè)成功為導(dǎo)向的高效、協(xié)同、全面管理的新品開發(fā)流程。3)對(duì)B公司項(xiàng)目范圍管理的運(yùn)作模式進(jìn)行了對(duì)比分析,特別是對(duì)項(xiàng)目范圍蔓延,項(xiàng)目范圍變更等運(yùn)用項(xiàng)目管理知識(shí)進(jìn)行了研究。4)研究了 B公司的項(xiàng)目風(fēng)險(xiǎn)管理現(xiàn)狀和存在的問題,如項(xiàng)目風(fēng)險(xiǎn)識(shí)別不全面,項(xiàng)目風(fēng)險(xiǎn)應(yīng)對(duì)措施不夠有效等,并提出了相應(yīng)改善措施。通過本文的研究和分析,認(rèn)為B公司新產(chǎn)品開發(fā)項(xiàng)目管理變革的成功在于B公司很好的將項(xiàng)目管理理論與B公司優(yōu)劣勢(shì)現(xiàn)狀相結(jié)合,對(duì)項(xiàng)目團(tuán)隊(duì)組織結(jié)構(gòu)、產(chǎn)品開發(fā)流程、項(xiàng)目范圍管理、項(xiàng)目風(fēng)險(xiǎn)管理的問題進(jìn)行了深刻的和系統(tǒng)的分析,從而制定了切實(shí)可行的變革方案。同時(shí)B公司的變革成功也與"變革團(tuán)隊(duì)在變革前充分準(zhǔn)備;變革中努力獲得高層、職能關(guān)鍵干系人的支持,并與員工進(jìn)行全面溝通和引導(dǎo);變革后期持續(xù)的推動(dòng)變革的深入"密不可分。
[Abstract]:With the aggravation of market competition, in order to make enterprise products competitive enough to win the favor of consumers, enterprises need to deeply analyze and study the target market in the process of product research and development, and have a full insight into the needs of the target users. Speed up the innovation of products, which requires enterprises to strengthen the management of new product development projects, to ensure that enterprises remain invincible for a long time. In this paper, project management theory and related professional knowledge of new product development, combined with literature induction, systematic analysis, comparative analysis, empirical research and other methods, are used to analyze the new product development project management of B company. At the same time, the paper puts forward the concrete problems, improvement measures and implementation plan of B company's new product development project management. Based on the analysis of the current situation of the organization structure of the new product development project in B Company, the problems existing in the product development project team of this company are studied. This paper puts forward the corresponding measures to solve the problem. (2) deeply analyzing and studying how to divide and decompose the product development stage, steps, tasks and activities in B Company through the rational division and decomposition of the product development stage, steps, tasks and activities, and combining with the technical review, The quality control means such as business decision review and so on, finally recreate the new product development flow. 3, which is guided by the commercial success of the product and cooperate with each other. 3) the operation mode of project scope management in B company is compared and analyzed. In particular, the project scope spread, project scope change, etc., using project management knowledge to study the project risk management status and existing problems, such as project risk identification is not comprehensive, The project risk response measures are not effective enough, and the corresponding improvement measures are put forward. Through the research and analysis of this paper, it is concluded that the success of B company's new product development project management reform lies in the good combination of project management theory with B company's advantages and disadvantages, the organization structure of project team and the product development process. The problems of project scope management and project risk management are analyzed deeply and systematically. At the same time, the success of the change of B Company is also related to "the change team is fully prepared before the change; to gain the support of the senior level, the key stakeholders in the function, and to conduct comprehensive communication and guidance with the staff;" In the later period of the reform, the deepening of the change was continuously promoted "inextricably."
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.6

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本文編號(hào)：1834238