本文選題：新產(chǎn)品開發(fā)　切入點(diǎn)：項(xiàng)目管理　出處：《東南大學(xué)》2015年碩士論文

【摘要】：現(xiàn)代項(xiàng)目管理隨著經(jīng)濟(jì)以及管理理論的不斷發(fā)展越來越得到廣泛的應(yīng)用,越來越多的企業(yè)也開始使用項(xiàng)目管理的方法管理企業(yè)新產(chǎn)品開發(fā),但是企業(yè)周邊環(huán)境以及企業(yè)自身狀況在不斷變化,很少有產(chǎn)品開發(fā)項(xiàng)目管理流程可以適用于企業(yè)的所有發(fā)展階段,不匹配的開發(fā)流程將導(dǎo)致一些產(chǎn)品開發(fā)項(xiàng)目開發(fā)周期冗長(zhǎng),項(xiàng)目邊際不斷蔓延。關(guān)注企業(yè)自身實(shí)際情況并優(yōu)化企業(yè)自身開發(fā)流程將成為企業(yè)持續(xù)發(fā)展的一個(gè)重要奠基石。A公司(一家外商獨(dú)資家電企業(yè))自1995年起在國(guó)內(nèi)投資建廠,采用自身生產(chǎn)的模式并由技術(shù)部門領(lǐng)導(dǎo)產(chǎn)品開發(fā),初期的開發(fā)流程可以滿足公司以及客戶的需求,但隨著時(shí)間的發(fā)展,OEM模式的引進(jìn),供應(yīng)商生產(chǎn)替代了原先的自我生產(chǎn),A公司內(nèi)部的許多部門如質(zhì)量部門、采購(gòu)部門等并不在一起,造成溝通的需求大大增加,技術(shù)工程師也無法勝任項(xiàng)目管理的工作,同時(shí)原先的產(chǎn)品開發(fā)流程以及相配套的組織架構(gòu)設(shè)計(jì)已經(jīng)不能滿足公司的需求,產(chǎn)品開發(fā)中的目標(biāo)設(shè)置、范圍管理、組織結(jié)構(gòu)以及團(tuán)隊(duì)設(shè)置等一些方面顯示出比較明顯的缺陷。本文對(duì)此進(jìn)行研究,主要工作如下：一、通過文獻(xiàn)和理論的學(xué)習(xí)總結(jié)并夯實(shí)了優(yōu)化流程的理論基礎(chǔ),分析了公司現(xiàn)狀以及現(xiàn)有的產(chǎn)品開發(fā)項(xiàng)目管理流程,總結(jié)出三方面的問題：1.現(xiàn)有產(chǎn)品開發(fā)項(xiàng)目管理流程不能適應(yīng)OEM模式的問題,主要原因是OEM模式的引進(jìn)以及由于OEM模式帶來的巨大的溝通需求；2.現(xiàn)有產(chǎn)品開發(fā)項(xiàng)目管理流程造成的項(xiàng)目目標(biāo)和項(xiàng)目范圍在項(xiàng)目開發(fā)過程中經(jīng)常偏移的問題,主要原因是現(xiàn)有的產(chǎn)品開發(fā)流程評(píng)審點(diǎn)過少,沒有設(shè)置專門的團(tuán)隊(duì)對(duì)項(xiàng)目可交付成果進(jìn)行審核與把關(guān),經(jīng)常在項(xiàng)目開展的時(shí)候會(huì)有不同聲音出現(xiàn)造成項(xiàng)目范圍蔓延；3.因自我生產(chǎn)模式變?yōu)镺EM模式原有項(xiàng)目團(tuán)隊(duì)以及項(xiàng)目經(jīng)理無法勝任產(chǎn)品開發(fā)的問題,主要原因是技術(shù)工程師同時(shí)擔(dān)任項(xiàng)目經(jīng)理具有雙重身份,在項(xiàng)目開發(fā)中經(jīng)常造成溝通不暢的情況,同時(shí)會(huì)因此造成權(quán)責(zé)不清,責(zé)任人相互推諉的問題；二、對(duì)問題點(diǎn)加以分析并根據(jù)項(xiàng)目生命周期理論以及項(xiàng)目管理的原則優(yōu)化了開發(fā)流程,人為的設(shè)置項(xiàng)目節(jié)點(diǎn)并定義項(xiàng)目節(jié)點(diǎn)的可交付成果,同時(shí)通過按階段分布的管理評(píng)審即檢查點(diǎn)的管理,限定了新產(chǎn)品開發(fā)的范圍和邊界,確保了產(chǎn)品開發(fā)按照正確的方向開展；設(shè)置獨(dú)立的項(xiàng)目管理部門以及專業(yè)的項(xiàng)目經(jīng)理管理項(xiàng)目,明確了產(chǎn)品開發(fā)過程中各職能部門參與人員的職責(zé),解決了權(quán)責(zé)不清的問題,同時(shí)項(xiàng)目經(jīng)理可以有效的管理項(xiàng)目進(jìn)行中信息流的交換,有效提高了產(chǎn)品開發(fā)中溝通的效率,減少了產(chǎn)品開發(fā)的時(shí)間；三、驗(yàn)證優(yōu)化方案的實(shí)施策略,在項(xiàng)目的啟動(dòng)和計(jì)劃過程中應(yīng)用了優(yōu)化后的產(chǎn)品開發(fā)流程,確認(rèn)了優(yōu)化后的流程可以解決項(xiàng)目開發(fā)過程中項(xiàng)目目標(biāo)和項(xiàng)目范圍偏移的問題,同時(shí)在項(xiàng)目的執(zhí)行和控制過程中應(yīng)用了優(yōu)化后的產(chǎn)品開發(fā)流程并對(duì)項(xiàng)目團(tuán)隊(duì)設(shè)置進(jìn)行優(yōu)化,確認(rèn)了優(yōu)化后的開發(fā)流程和項(xiàng)目團(tuán)隊(duì)設(shè)置可以解決項(xiàng)目開發(fā)中團(tuán)隊(duì)成員權(quán)責(zé)不清的問題,增加了溝通的效率,也使大家對(duì)A公司在OEM模式下產(chǎn)品開發(fā)項(xiàng)目管理流程有一個(gè)系統(tǒng)全面的認(rèn)識(shí)。本文對(duì)在A公司的產(chǎn)品開發(fā)項(xiàng)目管理流程優(yōu)化的研究成果也可對(duì)其他公司、企業(yè)起到積極的指導(dǎo)和借鑒作用,并有利于促進(jìn)產(chǎn)品開發(fā)項(xiàng)目管理流程的不斷豐富和創(chuàng)新。
[Abstract]:With the continuous development of modern project management theory and management economy is getting more and more widely, more and more enterprises have started new product development management of enterprise project management methods, but the enterprise environment and the enterprise's own situation is changing, there are few product development project management process can be applied to all stages of the enterprise, not the matching development process will lead to the development of some product development project cycle long, project marginal spreading. Attention to the actual situation of the enterprises and optimizing the enterprise development process will become the enterprise sustainable development is an important cornerstone of the.A company (a wholly-owned foreign household electrical appliance enterprises) since 1995 in the domestic investment, the mode of production. By the technical department and the development of leading products, the early development process can meet the company and customer demand, but with the The development of time, the introduction of OEM model, the supplier production to replace the original self production, A company's many departments such as quality department, purchasing department, not together, resulting in greatly increased communication needs, technical engineers incapable of project management work, at the same time, the original product development process and supporting structure the design has been unable to meet the needs of the company in product development, goal setting, scope management, some aspects of organizational structure and team setting showed obvious defects. In this research, the main work is as follows: first, through the study of literature and summary of theory and lay a solid foundation for the theoretical basis of optimization process, analysis of the company the status quo and existing product development project management process, summed up the three aspects: 1. the existing product development project management mode can not adapt to OEM The problem, the main reason is the OEM mode and OEM mode introduced due to the enormous demand of communication; 2. of the existing product development project management process caused by the project target and scope often offset at the problems in the process of project development, the main reason is that the existing product development process evaluation point is too small, not set up a special team of to examine and check the project deliverables, often when the project will have a different voice caused by the project scope spread; 3. for self production mode to OEM mode of the original project team and the project manager can product development issues, the main reason is the technical engineers and the project manager has a dual role in project development often caused by poor communication conditions, and will therefore result in unclear responsibilities, responsibility for the problem of buck passing; two, to add In order to analyze and according to the project life cycle theory and the principles of project management to optimize the development process, artificially set the project node and node definition of project deliverables, and through the stage by stage distribution management review check point management, defines the scope of new product development and product development in accordance with the boundary, to ensure the right direction to carry out the project management department; independent and professional project manager in project management, the product development process in the various departments involved in personnel responsibilities, solve the issue of unclear responsibilities at the same time, the project manager can exchange the effective management of information flow in the project, effectively improve the efficiency of communication in product development. To reduce the time of product development; three, the implementation of verification strategy optimization scheme, in initiating and planning process of the project optimization application after the product development flow Cheng, confirmed the optimized process can be solved in the process of project development project objectives and scope of the problem of the offset, the product development process and the application of optimization and control in the implementation process of the project and after optimization of the project team, confirmed the optimized development process and project team can solve the project development team members in the issue of unclear responsibilities, increase the communication efficiency, but also make everyone on the A company project management process of product development in OEM mode, a comprehensive understanding of the system. In this paper, in A's product development project management process optimization research results can also be used to other companies, enterprises play a positive the guidance and reference, and is conducive to the promotion of innovation and constantly enrich the project management process of product development.

【學(xué)位授予單位】：東南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F416.6;F273

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