B公司新产品开发项目管理研究

发布时间：2018-05-02 14:11

本文选题：新产品开发 + 项目团队组织架构　；参考：《南京大学》2017年硕士论文

【摘要】：随着市场竞争的激化,要使企业产品具有足够的竞争力以赢得消费者的青睐,就要求企业在产品研发过程中深入地分析和研究目标市场,对目标用户的需求进行了充分的洞察,加快产品的创新速度,这就要求企业加强新产品开发项目管理,保证企业长期立于不败之地。本文应用项目管理理论和新产品开发相关专业知识,结合文献归纳、系统分析、比较分析、实证研究等方法对B公司新产品开发项目管理进行了分析,并提出了 B公司新产品开发项目管理的具体问题、改善措施和实施方案。本文主要对如下内容进行了重点的研究和分析:1)在对B公司新产品开发项目组织架构现状进行分析的基础上,研究了该公司产品开发项目团队存在的问题,提出了相应的解决措施;2)深入分析和研究了 B公司在新品开发时如何通过对产品开发阶段、步骤、任务、活动的合理划分和分解,结合技术评审、业务决策评审等质量控制手段,最终再造出以产品商业成功为导向的高效、协同、全面管理的新品开发流程。3)对B公司项目范围管理的运作模式进行了对比分析,特别是对项目范围蔓延,项目范围变更等运用项目管理知识进行了研究。4)研究了 B公司的项目风险管理现状和存在的问题,如项目风险识别不全面,项目风险应对措施不够有效等,并提出了相应改善措施。通过本文的研究和分析,认为B公司新产品开发项目管理变革的成功在于B公司很好的将项目管理理论与B公司优劣势现状相结合,对项目团队组织结构、产品开发流程、项目范围管理、项目风险管理的问题进行了深刻的和系统的分析,从而制定了切实可行的变革方案。同时B公司的变革成功也与"变革团队在变革前充分准备;变革中努力获得高层、职能关键干系人的支持,并与员工进行全面沟通和引导;变革后期持续的推动变革的深入"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."
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.6

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