本文關(guān)鍵詞： 項目全生命周期模型 項目三維視角理論 項目成敗評價體系 成本管理　出處：《上海交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：進(jìn)入21世紀(jì),電子制造加工服務(wù)行業(yè)發(fā)展迅猛,無論是企業(yè)的自身要求或是客戶的推動,都迫使電子制造加工企業(yè)從傳統(tǒng)的生產(chǎn)管理模式走向現(xiàn)代項目管理模式。特別是在經(jīng)歷了金融危機之后,電子制造業(yè)進(jìn)入了微利時代,企業(yè)面對愈加緊迫的成本壓力,而電子制造加工服務(wù)也從傳統(tǒng)的制造服務(wù)擴(kuò)展到供應(yīng)鏈管理、物流管理甚至產(chǎn)品研發(fā)等一系列延伸服務(wù),這些變化使得在引進(jìn)更多的新產(chǎn)品項目的同時也承擔(dān)了更大的風(fēng)險。偉創(chuàng)力集團(tuán)在全球遍布工廠,占據(jù)行業(yè)領(lǐng)先地位。但同時,龐大的規(guī)模也帶來一些列問題,各個工廠的項目管理方法不同、資源配置不平衡、信息溝通不順暢,總而言之,缺乏系統(tǒng)性的項目管理和評價體系,這造成新產(chǎn)品項目引進(jìn)并未取得理想的效果,失敗項目帶來的損失加重了企業(yè)的負(fù)擔(dān),使企業(yè)的發(fā)展不進(jìn)反退。因此構(gòu)建一個合理的適用于本企業(yè)的新產(chǎn)品項目引進(jìn)的可行性評估模型對于企業(yè)具有重大意義。電子制造服務(wù)企業(yè)由一系列項目構(gòu)成,每一次新產(chǎn)品項目的成功引進(jìn)都對公司的發(fā)展具有積極意義,反之則直接造成公司的虧損,公司要確保新產(chǎn)品項目不僅被成功立項,更要確保項目能夠順利進(jìn)入運營階段。因此,本文針對當(dāng)前電子制造服務(wù)企業(yè)的項目特點,總結(jié)失敗案例的經(jīng)驗,通過對項目管理特別是項目全生命周期模型以及項目分解結(jié)構(gòu)、工作分解結(jié)構(gòu)、組織分解結(jié)構(gòu)三維視角模型的研究,將兩者有機結(jié)合,對新產(chǎn)品項目進(jìn)行時間、層級、程度三個方面進(jìn)行評估,為了確保新產(chǎn)品項目在電子制造服務(wù)企業(yè)內(nèi)順利地從立項進(jìn)入平穩(wěn)運營階段,提高項目的成功率,提出了有別于工程項目的伴隨項目全過程的項目可行性研究和評估體系,建立了具體的、可實施的、分階段進(jìn)行的可行性評估實施方案。
[Abstract]:In 21th century, the electronic manufacturing and processing service industry has developed rapidly, whether it is the enterprise's own requirements or customer's promotion. Electronic manufacturing enterprises are forced from the traditional production management model to the modern project management model, especially after the financial crisis, the electronic manufacturing industry has entered the era of micro-profit. Enterprises are facing more and more urgent cost pressure, and electronic manufacturing processing services have expanded from traditional manufacturing services to supply chain management, logistics management and even product development and a series of extended services. These changes have led to greater risks as well as more new product projects. Flextronics has a global presence in factories and a leading position in the industry. But at the same time, the size of the company poses a number of problems. The project management methods of each factory are different, the resource allocation is unbalanced, the information communication is not smooth, in a word, there is a lack of systematic project management and evaluation system. As a result, the introduction of new products has not achieved the desired results, and the loss caused by the failure of the project has increased the burden of the enterprise. Therefore, it is of great significance for enterprises to construct a reasonable feasibility evaluation model for the introduction of new products. The electronic manufacturing service enterprises are composed of a series of projects. The successful introduction of each new product project is of positive significance to the development of the company, otherwise it will directly cause the loss of the company. The company should ensure that the new product project is not only successfully established. Therefore, according to the characteristics of the current electronic manufacturing service enterprises, this paper summarizes the experience of failure cases. Through the research of the project management, especially the project life cycle model, the project decomposition structure, the work decomposition structure and the organization decomposition structure, the paper combines the two models organically, and carries on the time to the new product project. In order to ensure that the new product project in the electronic manufacturing service enterprises smoothly from the project to a smooth operation phase to improve the success rate of the project. The feasibility study and evaluation system with the whole process of the project, which is different from the engineering project, is put forward, and a concrete, implementable and phased feasibility evaluation scheme is established.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F273.1;F426.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

1 黃慧Y，

本文編號：1448146