优化企业项目管理，对提升企业人财物利用效率，对降低企业运营成本和风险，都具 有重要意义。论文的案例研究对象A公司是一家专注于消费性电子、计算机等产品研发制 造的高新科技企业。通过近20年的快速发展，A公司已成为全球最大的电子产业科技制造 服务商之一。在新产品导入过程中，A公司主要采用了矩阵式项目管理模式。从实际效果 看，由于A公司早期的新产品导入项目数量少，试产投入数量少，产品复杂度低，相对容 易管理。通过应用矩阵式项目管理模式，使得A公司在新产品导入的项目管理方面具备了 较好的机动性，有效提高了项目管理的效率，也提高了人员的利用效率，较大幅度节约了 成本。应该说，这种项目管理模式在A公司早期的新产品开发导入中发挥了良好的作用。 但是，近5年来，随着A公司新产品导入项目逐渐增多和产品复杂度增高、试产投入数量 增大，现有的矩阵项目管理模式已经不能适应新的项目管理的要求。具体而言，A公司在 快速发展的同时，其项目管理中延期率上升、客户满意度降低等问题也愈加凸显。论文试 图运用项目管理相关理论和分析工具，剖析A公司新产品开发导入阶段项目管理诸多问题 背后的深层次原因，并寻求优化方案。 通过案例梳理发现，新产品开发导入阶段部门合作、项目成员工作积极性、整机项目 和子项目的合作等三个方面的不足，是导致项目延期率高、客户满意度低的直接原因。为 此，论文针对性地提出了项目管理优化方案： 第一，优化项目管理组织架构。其具体措施主要包括：在目前的项目组织结构基础上 进行部门重组；以项目问题为导向，按照问题组成临时问题追踪组。 第二，优化项目经理权力。其具体措施主要是：建议授予项目经理以决策权力，将项 目团队成员的考核和项目计划完成率挂钩，以项目考核为主要参考项目；优化KPI绩效考 评制度，项目经理经理和职能部门经理都能够对各部门成员进行考核并且根据员工的具体 表现给予评价。 第三，优化对子项目的管控。具体措施主要涉及：增加整机项目经理的管控权力和建 议权，建议让整机项目经理在子项目项目经理绩效考评占有30%的比例；加强对子项目的 管控。建立整机项目和子项目的合作关系，整机项目作为子项目的客户关系，每个新产品 导入阶段对子项目进行评分。 就A公司的行业代表性而言，论文所构建的优化方案，可能对于同行业相关企业的项 目管理也有一定的参考意义。 关键词：新产品导入；项目管理；A公司 II Abstract Optimizingenterpriseprojectmanagementisofgreatsignificancetoimprove theutilizationefficiencyofenterprisepersonnelandproperty,andtoreduce theoperationcostandriskofenterprise.Thecasestudyobjectofthispaper isahigh-techenterprisefocusingontheR&Dandmanufacturingofconsumer electronicsandcomputers.Throughtherapiddevelopmentofnearly20years,a companyhasbecomeoneofthelargestelectronicindustrytechnologymanufacturing serviceprovidersintheworld.Intheprocessofnewproductintroduction,company amainlyadoptsmatrixprojectmanagementmode.Fromtheactualeffect,dueto acompany'searlynewproductintroductionprojectquantityissmall,thetrial productioninvestmentquantityissmall,theproductcomplexityislow,relatively easytomanage.Throughtheapplicationofmatrixprojectmanagementmode,a companyhasbettermobilityintheprojectmanagementofnewproductintroduction, whicheffectivelyimprovestheefficiencyofprojectmanagement,alsoimproves theefficiencyofpersonnelutilization,andgreatlysavesthecost.Itshould besaidthatthisprojectmanagementmodehasplayedagoodroleintheearlynew productdevelopmentandintroductionofacompany.However,inthepastfiveyears, withthegradualincreaseofnewproductintroductionprojects,productcomplexity andtrialproductioninvestment,theexistingmatrixprojectmanagementmodelcan nolongermeettherequirementsofnewprojectmanagement.Specifically,withthe rapiddevelopmentofcompanya,theproblemssuchastheincreaseofdelayrate andthedecreaseofcustomersatisfactioninitsprojectmanagementhavebecome increasinglyprominent.Thispaperattemptstousetheprojectmanagementtheory andanalysistoolstoanalyzethedeep-seatedreasonsbehindtheprojectmanagement problemsinthenewproductdevelopmentandintroductionstageofacompany,and seektheoptimizationscheme. Throughcasestudy,itisfoundthatthelackofdepartmentcooperationin thenewproductdevelopmentandintroductionphase,theenthusiasmofproject members,andthecooperationbetweenthewholeprojectandsubprojectarethe directreasonsforthehighprojectdelayrateandlowcustomersatisfaction. Therefore,thispaperputsforwardtheoptimizationschemeofprojectmanagement First,optimizetheorganizationalstructureofprojectmanagement.The specificmeasuresinclude:toreorganizedepartmentsonthebasisofthecurrent III projectorganizationstructure;toformatemporaryproblemtrackinggroupbased ontheprojectproblems. Second,optimizetherightsofprojectmanagers.Thespecificmeasuresare asfollows:itissuggestedthattheprojectmanagershouldbegiven decision-makingpower,theassessmentofprojectteammembersshouldbelinked withtheprojectplancompletionrate,andtheprojectassessmentshouldbetaken asthemainreferenceproject;theKPIperformanceevaluationsystemshouldbe optimizedsothatboththeprojectmanagerandthefunctionaldepartmentmanager canassessthemembersofeachdepartmentandevaluatethemaccordingtothe specificperformanceoftheemployees. Third,optimizethecontrolofsubprojects.Thespecificmeasuresmainly involve:increasethecontrolpowerandsuggestionpoweroftheprojectmanager ofthewholemachine,suggestthattheprojectmanagerofthewholemachineshould occupy30%oftheperformanceevaluationofthesubprojectmanager,andstrengthen thecontrolofthesubproject.Establishthecooperationrelationshipbetween thewholeprojectandthesubproject.Thewholeprojectisthecustomer relationshipofthesubproject,andthesubprojectisscoredineachnewproduct introductionstage. Asfarastheindustryrepresentativeofacompanyisconcerned,the optimizationschemeconstructedinthispapermayalsohavecertainreference significancefortheprojectmanagementofrelatedenterprisesinthesame industry. Keywords:newproductintroduction;Projectmanagement;companyA IV 目录 摘要......................................................................................................................................................................I Abstract.................................................................................................................................................................II 一、绪论.............................................................................................................................................................1 （一）研究的背景及意义.............................................................................................................................1 （二）文献综述.............................................................................................................................................2 1.国外理论研究文献综述.....................................................................................................................2 2.国内理论研究文献综述.....................................................................................................................3 （三）研究方法和研究内容.........................................................................................................................4 1.研究方法.............................................................................................................................................4 2.研究内容.............................................................................................................................................4 二、论文研究的理论基础.....................................................................................................................................7 （一）新产品开发导入.................................................................................................................................7 1.新产品开发导入的定义.....................................................................................................................7 2.新产品开发导入的流程.....................................................................................................................7 （二）项目管理.............................................................................................................................................9 1.项目管理的定义.................................................................................................................................9 2.项目管理的框架..................................................