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  本文關(guān)鍵詞： IPD 項目組織結(jié)構(gòu) 項目流程 進(jìn)度管理 質(zhì)量管理　出處：《大連理工大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：Y公司是一家以對日軟件外包為主營業(yè)務(wù)的高新技術(shù)企業(yè),經(jīng)過10年的高速發(fā)展后,公司發(fā)現(xiàn)其所面向的軟件外包市場已經(jīng)悄然發(fā)生了變化。隨著市場競爭日益激烈,人力成本不斷增加,企業(yè)利潤正在逐漸下降。為了突破困局,Y企業(yè)組建了技術(shù)研發(fā)部,希望通過對自主知識產(chǎn)權(quán)產(chǎn)品的研發(fā)來提升公司的產(chǎn)業(yè)結(jié)構(gòu)。然而,在研發(fā)項目的實踐中卻不斷出現(xiàn)諸如團(tuán)隊管理困亂,產(chǎn)品質(zhì)量差,進(jìn)度嚴(yán)重超期等管理問題。這些問題直接導(dǎo)致了技術(shù)研發(fā)部成立3年后仍無法交出一項質(zhì)量過硬的研發(fā)成果。引起技術(shù)研發(fā)部目前困境的原因有很多,但這其中項目管理不善是一個重要原因。 本文采用案例分析的方法首先對Y公司技術(shù)研發(fā)部的項目組織結(jié)構(gòu)情況,作業(yè)流程設(shè)計及質(zhì)量管理現(xiàn)狀等實際情況進(jìn)行了詳細(xì)地描述。隨后針對案例中展現(xiàn)出來的實際問題,從項目的組織結(jié)構(gòu)理論,計劃與控制理論及質(zhì)量管理理論三個角度出發(fā),對Y公司所遇的項目管理問題進(jìn)行了詳細(xì)的分析與總結(jié)。在此基礎(chǔ)上,文章應(yīng)用集成產(chǎn)品開發(fā)(IPD)理論為框架,并結(jié)合經(jīng)典軟件工程項目的管理理論,提出了項目組織變革、研發(fā)流程再造及項目控制要點(diǎn)設(shè)置方案等多方面的改革建議。文章的最后對全文進(jìn)行了回顧和總結(jié),并指出了文章存在的不足及改進(jìn)方向。 本文的意義在于將IT業(yè)界最受歡迎的研發(fā)項目管理理論lPD與Y公司技術(shù)研發(fā)部的實際情況相結(jié)合,提出了從項目的管理到具體實施的一整套解決方案。應(yīng)用此方案不但能夠幫助技術(shù)研發(fā)部有效地解決現(xiàn)有問題,還能極大的提高其研發(fā)項目的管理能力,使其具備應(yīng)對更為大型、更為復(fù)雜項目的能力。此方案能否成功實施,將直接影響Y公司提升其產(chǎn)業(yè)結(jié)構(gòu)的計劃的成敗。
[Abstract]:Y company is a software outsourcing to Japan as the main business of high-tech enterprises, after 10 years of rapid development. The company has found that the software outsourcing market for which it is facing has quietly changed. With the increasingly fierce competition in the market and the increasing labor costs, the profits of the enterprises are gradually declining in order to break through the difficult situation. Enterprise Y set up a technical research and development department, hoping to improve the industrial structure of the company through research and development of independent intellectual property products. However, in the practice of R & D projects, such as team management continue to appear confused. The quality of the product is poor. These problems directly lead to the technical research and development department is still unable to hand over a high-quality research and development results after the establishment of three years. There are many reasons for the current difficulties of the technical research and development department. But the mismanagement of the project is an important reason. This paper uses the method of case analysis to the project organization structure of the technical research and development department of Y company at first. Work flow design and quality management status quo are described in detail. Then the project organization structure theory is used to analyze the actual problems in the case. From three angles of planning and control theory and quality management theory, this paper makes a detailed analysis and summary of the project management problems encountered in Y Company. Based on the theory of integrated product development (IPD) and the management theory of classical software engineering project, this paper puts forward the reform of project organization. In the end, the paper reviews and summarizes the full text, and points out the shortcomings of the article and the direction of improvement. The significance of this paper is to combine the most popular theory of R & D project management in IT industry, lPD, with the actual situation of R & D department of Y Company. From the project management to the implementation of a set of solutions. The application of this program can not only help the technical research and development department to effectively solve the existing problems, but also greatly improve its R & D project management ability. The successful implementation of this scheme will directly affect the success of Y Company's plan to upgrade its industrial structure.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F273.1;F49

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