CVF公司的研发管理研究

发布时间：2018-03-25 13:16

本文选题：研发管理　切入点：研发流程　出处：《上海交通大学》2015年硕士论文

【摘要】：公司是一家美国的中小型企业,经过近六十年的发展,成为本行业内具领导力的品牌。当面临现今日益激烈的市场竞争,公司的研发与创新却显现出迟钝和乏力。笔者从产品开发战略与规划、研发流程、项目管理、团队绩效管理四个主要方面,对公司研发管理的现状和问题进行深入的分析与研究。在产品开发战略和规划上,缺乏有效的需求管理,不能快速有效地捕捉市场需求;不合理的产品全覆盖诉求,让有限的研发资源更加捉襟见肘、疲于应付。研发流程的繁复、僵化;职能型线性产品研发中,职能部门间的壁垒让整个研发无法有效沟通,根本无法满足高效研发的需要。长期对项目管理重要性的忽视,项目管理能力薄弱,产品项目投资回报率低。在绩效方面,绩效考核指标忽视研发人员的特性,脱离研发流程,无法有效激励研发人员。在上述分析基础上,笔者提出了研发管理改进的建议和方案。在产品战略与规划上,需要重新聚焦重要客户,准确把握客户需求。在研发流程上,建议合理区分技术研发和产品开发,以及“量体裁衣”式的研发流程。重视前期的产品需求分析,中后期则要主动地去响应需求的变化。在项目管理上,必须改变职能型线性的研发模式,向研发项目矩阵转变,项目经理责权匹配,担负起项目成败的责任。在绩效考核上,则结合研发流程重新设定考核指标,使其贴合研发管理的实践,对研发项目人员起到真正的激励与引导的作用。此外,笔者还就改进方案实施过程中可能遇到的问题和困难,进行了分析,并给出了相应的措施和应对策略。在论文结尾,就公司的研发管理研究、及其对中小企业研发管理的启示,进行了总结:公司要实现研发能力的提升,有必要实施研发管理变革;研发管理的前提和基础,必须首先把基本的流程管理做规范、做扎实;研发管理变革是个系统性的工作,必须进行系统的,具前瞻性的方案设计;变革实施的过程充满了挑战和困难,必须有最高管理者的鼎力支持和坚定决心;变革的方案和实施过程,既要做通盘考虑也要抓主要问题和矛盾。
[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.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F273.1

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