本文运用项目管理知识,以K家电公司的家电电器产品开发管理为背景,重
点调查分析K家电公司现有的公司组织结构以及新产品开发流程中面对的人员
安排问题,在论文写作中采用问卷调查和文献查询、分析的办法,对K公司多个
项目开发中的问题进行了分析和研究。进而找到了 K家电公司在新产品开发中存
在的主要问题:项目团队没有受过专业的项目管理培训,项目管理意识薄弱;团队
凝聚力不够,经常发生冲突而没有有效的解决机制;项目未经过评估盲目上马,
造成很多浪费,没有建立优先级别的重点项目;以及人浮于事,做不做都一样,
因此建立绩效评估和奖励机制是必须的。
本文主要是讨论在K家电公司新产品研发项目的日常管理中,多项目管理的
方法同模式是如何应用的,首先提出应该提高项目组人员对多项目管理的意识,
在组织架构上增设多项目管理部,在系统上建立解决冲突的方案与措施,不要一
人一个样,不断培训员工多项目管理的意识,慢慢建立起K家电公司的多项目管
理机制和流程,还有通过绩效考核和奖励等提出要求项目经理不断学习达到要求
的素质和能力等,从而有效地提高了 K家电公司新产品开发的时间和质量上的保
证。
通过对K公司多项目管理的落实和优化,对公司的新产品开发能了有了较大
的提升,同时对相类似企业的新品开发的项目管理也有一定的借鉴意义。
关键词:新产品幵发,多项目管理,小家电,资源配置
MBA学位论文 作者:周继鹏
K家电公司新产品开发多项目管理资源配置的优化研究
ABSTRACT
Today&39;s society, the development of science and technology is very quickly, greatly shorten
the life cycle of the product, the consumer demand and the appreciation of quality are becoming
quickly, this phenomenon is particularly evident in the appliance industry. Many large
international companies and domestic famous enterprises has been the development of new
products on a very important strategic position of the Company, every year lots of manpower and
financial resources on the development of new products, in order to ensure that the company&39;s
products to meet the market demand and even guide the market demand, the company to have a
sustainable development of the product base. For faster and more effective introduction of new
products, and management to leverage and reasonable allocation of limited resources and the
effective control of a number of new product innovation and development process, so as to ensure
that the number of new products the timely and successful market.
This article is the use of project management knowledge, as background to the the K
appliance company&39;s product development management, combined with the company&39;s business
position in the the K appliance company&39;s existing organizational structure as well as new product
development process based on analyzes of the the K appliance company multiple products to
jointly develop the existing problems in the development process and R&D: product
development, multi-project management awareness is weak; lack of internal conflict resolution
mechanisms, different people deal with the same problem have different results; project selection
does not establish a clear priority, lack of the resource adjustment constraints; performance
evaluation and incentives need to be improved. Explore how multi-project mmiagement methods
and models used in the K appliances new product development project management, should first
strengthen the awareness of the multi-project management,the establishment of multi-project
management unit,and the establishment of internal organizational conflict solutions, the
introduction of the project portfolio management the concept of multi-project management
mechanism applicable to the K appliance company, to develop a multi-project management
processes, and by optimizing the performance evaluation and incentive mechanism project
manager should have the quality and ability to effectively improve the the K appliance company
new product development multi-project management level.
Keywords: new product development, multi-project management, home appliances,resource
management
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