本文選題：研發(fā)管理　切入點(diǎn)：研發(fā)流程　出處：《上海交通大學(xué)》2015年碩士論文

【摘要】：公司是一家美國(guó)的中小型企業(yè),經(jīng)過(guò)近六十年的發(fā)展,成為本行業(yè)內(nèi)具領(lǐng)導(dǎo)力的品牌。當(dāng)面臨現(xiàn)今日益激烈的市場(chǎng)競(jìng)爭(zhēng),公司的研發(fā)與創(chuàng)新卻顯現(xiàn)出遲鈍和乏力。筆者從產(chǎn)品開(kāi)發(fā)戰(zhàn)略與規(guī)劃、研發(fā)流程、項(xiàng)目管理、團(tuán)隊(duì)績(jī)效管理四個(gè)主要方面,對(duì)公司研發(fā)管理的現(xiàn)狀和問(wèn)題進(jìn)行深入的分析與研究。在產(chǎn)品開(kāi)發(fā)戰(zhàn)略和規(guī)劃上,缺乏有效的需求管理,不能快速有效地捕捉市場(chǎng)需求;不合理的產(chǎn)品全覆蓋訴求,讓有限的研發(fā)資源更加捉襟見(jiàn)肘、疲于應(yīng)付。研發(fā)流程的繁復(fù)、僵化;職能型線(xiàn)性產(chǎn)品研發(fā)中,職能部門(mén)間的壁壘讓整個(gè)研發(fā)無(wú)法有效溝通,根本無(wú)法滿(mǎn)足高效研發(fā)的需要。長(zhǎng)期對(duì)項(xiàng)目管理重要性的忽視,項(xiàng)目管理能力薄弱,產(chǎn)品項(xiàng)目投資回報(bào)率低。在績(jī)效方面,績(jī)效考核指標(biāo)忽視研發(fā)人員的特性,脫離研發(fā)流程,無(wú)法有效激勵(lì)研發(fā)人員。在上述分析基礎(chǔ)上,筆者提出了研發(fā)管理改進(jìn)的建議和方案。在產(chǎn)品戰(zhàn)略與規(guī)劃上,需要重新聚焦重要客戶(hù),準(zhǔn)確把握客戶(hù)需求。在研發(fā)流程上,建議合理區(qū)分技術(shù)研發(fā)和產(chǎn)品開(kāi)發(fā),以及“量體裁衣”式的研發(fā)流程。重視前期的產(chǎn)品需求分析,中后期則要主動(dòng)地去響應(yīng)需求的變化。在項(xiàng)目管理上,必須改變職能型線(xiàn)性的研發(fā)模式,向研發(fā)項(xiàng)目矩陣轉(zhuǎn)變,項(xiàng)目經(jīng)理責(zé)權(quán)匹配,擔(dān)負(fù)起項(xiàng)目成敗的責(zé)任。在績(jī)效考核上,則結(jié)合研發(fā)流程重新設(shè)定考核指標(biāo),使其貼合研發(fā)管理的實(shí)踐,對(duì)研發(fā)項(xiàng)目人員起到真正的激勵(lì)與引導(dǎo)的作用。此外,筆者還就改進(jìn)方案實(shí)施過(guò)程中可能遇到的問(wèn)題和困難,進(jìn)行了分析,并給出了相應(yīng)的措施和應(yīng)對(duì)策略。在論文結(jié)尾,就公司的研發(fā)管理研究、及其對(duì)中小企業(yè)研發(fā)管理的啟示,進(jìn)行了總結(jié):公司要實(shí)現(xiàn)研發(fā)能力的提升,有必要實(shí)施研發(fā)管理變革;研發(fā)管理的前提和基礎(chǔ),必須首先把基本的流程管理做規(guī)范、做扎實(shí);研發(fā)管理變革是個(gè)系統(tǒng)性的工作,必須進(jìn)行系統(tǒng)的,具前瞻性的方案設(shè)計(jì);變革實(shí)施的過(guò)程充滿(mǎn)了挑戰(zhàn)和困難,必須有最高管理者的鼎力支持和堅(jiān)定決心;變革的方案和實(shí)施過(guò)程,既要做通盤(pán)考慮也要抓主要問(wèn)題和矛盾。
[Abstract]:The company is a small and medium-sized enterprise in the United States. After nearly 60 years of development, it has become a leading brand in the industry. The company's R & D and innovation are slow and weak. The author has four main aspects: product development strategy and planning, R & D process, project management, and team performance management. In the product development strategy and planning, the lack of effective demand management, can not quickly and effectively capture market demand, unreasonable product coverage, The limited R & D resources are more stretched and tired. The R & D process is complicated and rigid. In the functional linear product research and development, the barriers between the functional departments make the whole R & D impossible to communicate effectively. The importance of project management is neglected for a long time, the ability of project management is weak, and the rate of return on investment of product projects is low. In terms of performance, performance evaluation indicators ignore the characteristics of R & D personnel and leave the R & D process. On the basis of the above analysis, the author puts forward suggestions and solutions for improving R & D management. In product strategy and planning, it is necessary to refocus on important customers and accurately grasp customer needs. It is suggested that a reasonable distinction should be made between technology development and product development, as well as a "tailor-made" R & D process. Emphasis should be placed on the early stage of product demand analysis, and in the middle and late stage of the project, it is necessary to actively respond to changes in demand. We must change the functional linear R & D model, change to the R & D project matrix, match the responsibility of the project manager, and assume the responsibility of success or failure of the project. In the performance appraisal, we should re-set the evaluation index in combination with the R & D process. In addition, the author also analyzes the problems and difficulties that may be encountered in the process of improving the implementation of the project. At the end of the paper, the author summarizes the research on R & D management of the company and its enlightenment to the R & D management of small and medium-sized enterprises. It is necessary to carry out the reform of R & D management, the premise and foundation of R & D management must be standardized and solid, the reform of R & D management is a systematic work, and must be systematic and forward-looking. The process of implementing change is full of challenges and difficulties, it must have the support and firm determination of the top management, and the plan and implementation process of change should not only make overall consideration, but also grasp the main problems and contradictions.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F273.1

【參考文獻(xiàn)】

相關(guān)期刊論文 前5條

1 李葉華;;國(guó)外中小企業(yè)發(fā)展現(xiàn)狀研究[J];管理觀察;2014年35期

2 成琳;;對(duì)話(huà)成思危:小企業(yè)實(shí)現(xiàn)大夢(mèng)想,要誠(chéng)信為本、創(chuàng)新為魂[J];中國(guó)統(tǒng)一戰(zhàn)線(xiàn);2014年09期

3 馬小龍;;研發(fā)支出對(duì)中小企業(yè)成長(zhǎng)性的作用研究[J];開(kāi)發(fā)研究;2014年02期

4 趙國(guó)棟;;創(chuàng)新主導(dǎo)第四代研發(fā)管理[J];信息系統(tǒng)工程;2006年09期

5 花永劍;;中小企業(yè)研發(fā)困境的博弈分析[J];經(jīng)濟(jì)與管理;2005年12期

相關(guān)碩士學(xué)位論文 前1條

1 尚宏陽(yáng);企業(yè)動(dòng)態(tài)R&D預(yù)算管理模式研究[D];中南大學(xué);2008年

，

本文編號(hào)：1663283