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

【摘要】：公司是一家美國的中小型企業(yè),經(jīng)過近六十年的發(fā)展,成為本行業(yè)內(nèi)具領導力的品牌。當面臨現(xiàn)今日益激烈的市場競爭,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)品開發(fā)戰(zhàn)略與規(guī)劃、研發(fā)流程、項目管理、團隊績效管理四個主要方面,對公司研發(fā)管理的現(xiàn)狀和問題進行深入的分析與研究。在產(chǎn)品開發(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)資源更加捉襟見肘、疲于應付。研發(fā)流程的繁復、僵化;職能型線性產(chǎn)品研發(fā)中,職能部門間的壁壘讓整個研發(fā)無法有效溝通,根本無法滿足高效研發(fā)的需要。長期對項目管理重要性的忽視,項目管理能力薄弱,產(chǎn)品項目投資回報率低。在績效方面,績效考核指標忽視研發(fā)人員的特性,脫離研發(fā)流程,無法有效激勵研發(fā)人員。在上述分析基礎上,筆者提出了研發(fā)管理改進的建議和方案。在產(chǎn)品戰(zhàn)略與規(guī)劃上,需要重新聚焦重要客戶,準確把握客戶需求。在研發(fā)流程上,建議合理區(qū)分技術研發(fā)和產(chǎn)品開發(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,中后期則要主動地去響應需求的變化。在項目管理上,必須改變職能型線性的研發(fā)模式,向研發(fā)項目矩陣轉(zhuǎn)變,項目經(jīng)理責權匹配,擔負起項目成敗的責任。在績效考核上,則結合研發(fā)流程重新設定考核指標,使其貼合研發(fā)管理的實踐,對研發(fā)項目人員起到真正的激勵與引導的作用。此外,筆者還就改進方案實施過程中可能遇到的問題和困難,進行了分析,并給出了相應的措施和應對策略。在論文結尾,就公司的研發(fā)管理研究、及其對中小企業(yè)研發(fā)管理的啟示,進行了總結:公司要實現(xiàn)研發(fā)能力的提升,有必要實施研發(fā)管理變革;研發(fā)管理的前提和基礎,必須首先把基本的流程管理做規(guī)范、做扎實;研發(fā)管理變革是個系統(tǒng)性的工作,必須進行系統(tǒng)的,具前瞻性的方案設計;變革實施的過程充滿了挑戰(zhàn)和困難,必須有最高管理者的鼎力支持和堅定決心;變革的方案和實施過程,既要做通盤考慮也要抓主要問題和矛盾。
[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.
【學位授予單位】：上海交通大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F273.1

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