【摘要】：隨著全球經(jīng)濟(jì)的飛速發(fā)展、技術(shù)的日新月異,制藥企業(yè)所面臨的經(jīng)營環(huán)境發(fā)生了翻天覆地的變化,如何以靈活的、快捷的方式來應(yīng)對種種機(jī)遇與挑戰(zhàn),則是每一個制藥企業(yè)經(jīng)營者必須正視的一道難題。目前,萊博藥業(yè)許多大型和中型項(xiàng)目在實(shí)施項(xiàng)目管理系統(tǒng),而項(xiàng)目管理的有效與否,是需要成功的項(xiàng)目管理流程來保證。研究公司項(xiàng)目管理流程方法對公司現(xiàn)有或未來項(xiàng)目進(jìn)行更有效的管理,不僅是項(xiàng)目本身的需要,也是萊博藥業(yè)立足于激烈競爭市場中不斷的發(fā)展壯大的長期戰(zhàn)略需要。 首先,論文在理論基礎(chǔ)上,分析了萊博藥業(yè)新產(chǎn)品開發(fā)項(xiàng)目管理流程的現(xiàn)狀及問題。萊博藥業(yè)新產(chǎn)品開發(fā)項(xiàng)目現(xiàn)狀包括了新產(chǎn)品開發(fā)策略、新產(chǎn)品開發(fā)項(xiàng)目特點(diǎn)與技術(shù)優(yōu)勢、項(xiàng)目目標(biāo)與組織結(jié)構(gòu)、項(xiàng)目管理進(jìn)度計(jì)劃流程與新產(chǎn)品開發(fā)項(xiàng)目管理的一般流程。同時探討了萊博藥業(yè)新產(chǎn)品開發(fā)項(xiàng)目管理流程的問題,主要是組織結(jié)構(gòu)與項(xiàng)目不匹配,項(xiàng)目變更與信息不對稱問題,項(xiàng)目資源分配的沖突,項(xiàng)目管理活動中缺乏控制等問題。 其次,論文探討了萊博藥業(yè)新產(chǎn)品開發(fā)項(xiàng)目管理流程優(yōu)化方案設(shè)計(jì)。提出了優(yōu)化方案設(shè)計(jì)的基本原則,重點(diǎn)探討了項(xiàng)目組織結(jié)構(gòu)設(shè)計(jì),明確項(xiàng)目經(jīng)理負(fù)責(zé)制,然后分析了項(xiàng)目進(jìn)度控制設(shè)計(jì)。按照不同的進(jìn)度控制管理水平的要求分為三類：項(xiàng)目總進(jìn)度控制,主進(jìn)度控制,詳細(xì)進(jìn)度控制。項(xiàng)目詳細(xì)進(jìn)度控制是各經(jīng)營部門的具體工作時間表,這是進(jìn)度控制的基礎(chǔ)。其次探討了進(jìn)度控制流程、項(xiàng)目進(jìn)度跟蹤、項(xiàng)目進(jìn)度調(diào)整等,最后分析了項(xiàng)目組合管理流程設(shè)計(jì)。 最后,論文提出了優(yōu)化萊博藥業(yè)新產(chǎn)品開發(fā)項(xiàng)目管理流程的保障措施。首先是強(qiáng)化項(xiàng)目管理優(yōu)化流程的組織保障,爭取領(lǐng)導(dǎo)層的支持與肯定,促進(jìn)項(xiàng)目組織的協(xié)調(diào)管理；其次是建立健全項(xiàng)目管理的人力資源保障體系,當(dāng)項(xiàng)目管理流程重新設(shè)計(jì)后,必須以系統(tǒng)思考的理念,對人力資源方面也要進(jìn)行相應(yīng)的調(diào)整,建立起科學(xué)的人力資源管理制度。以適應(yīng)新的項(xiàng)目管理流程。最后提出了促進(jìn)項(xiàng)目進(jìn)度信息管理的實(shí)施與促進(jìn)以項(xiàng)目管理為導(dǎo)向的企業(yè)文化建設(shè)。
[Abstract]:With the rapid development of the global economy and the rapid development of technology, the business environment facing the pharmaceutical enterprises has changed, and how to deal with the opportunities and challenges in a flexible and fast way is a difficult problem that each pharmaceutical enterprise operator must face. At present, many large and medium-sized projects of Laibo Pharmaceutical Co., Ltd. are implementing the project management system, and the effectiveness of project management is the need for successful project management process to ensure. The research company's project management process method is more effective for the existing or future projects of the company, not only is the need of the project itself, but also the long-term strategic need of the development of the company based on the fierce competition market. First, on the basis of the theory, the present situation and the question of the project management process of the new product development of Laibo Pharmaceutical Co., Ltd. are analyzed. The present situation of the new product development project of Lebo Pharmaceutical Co., Ltd. includes the new product development strategy, the characteristics and technical advantages of the new product development project, the project goal and organization structure, the project management progress plan process and the general flow of the project management of the new product development. In the meantime, the problems of the project management process of the new product development in the company of Laibo Pharmaceutical Co., Ltd. are also discussed. The main result is that the organizational structure is not matched with the project, the project change and the information asymmetry, the conflict of the project resource allocation, the lack of control in the project management activities, etc. Secondly, the paper discusses the optimization of the project management process of the new product development of Lebo Pharmaceutical Co., Ltd. The design of the project is put forward. The basic principle of the optimization scheme design is put forward. The project organization structure design, the clear project manager responsibility system and the project progress control are analyzed. The design of the system is divided into three categories according to the requirements of different schedule control management levels: total project progress control, main progress control, detailed entry Degree control. The detailed schedule of the project is the specific work schedule of each operation department, which is the progress control. Secondly, the progress control process, project progress tracking, project progress adjustment and so on are discussed, and the project portfolio management flow is analyzed. Finally, the paper puts forward the process of optimizing the project management of the new product development of Lebo Pharmaceutical Co., Ltd. The first is to strengthen the organizational guarantee of the project management optimization process, to strive for the support and affirmation of the leadership, to promote the coordination and management of the project organization, and to establish and improve the human resources guarantee system of the project management. When the project management process is re-designed, it is necessary to use the system The concept of thinking, the corresponding adjustment to the human resources, and the establishment of scientific human resources Source management system. Adapting to new terms The implementation of project progress information management and the promotion of project management as the guide are put forward.
【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F273.2;F426.72

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