基于产品生命周期管理的新产品研发项目管理

由于社会经济的迅猛发展,产品之间的竞争也趋于激烈化,加之不同类型的市场及客户对新产品研发项目的要求有所不同,这就需要企业努力增强并完善新产品研发项目管理模式。在这种情况下,基于PLM的项目管理模式开始逐渐应用到新产品研发项目管理中,并迅速代替传统的项目管理模式,成为制造企业新产品项目研发的主要管理模式。文章基于全生命周期管理的理念,从核心内容、管理系统两个方面研究了PLM的基础理论,论述了PLM与项目管理之间的有机联系。     

Complex New Product Development Projects: How the Project Manager's Information Sharing With Core Actors Changes Over Time

A heavily burdened project manager must ensure effective information sharing with actors inside and outside the organization because this is a necessary condition for a new product development (NPD) project to achieve its objectives. Knowledge, however, on who actually assists a project manager with the information sharing during NPD projects is limited; therefore, this study of longitudinal objective email data (4658 emails) during a NPD project contributes to theory and practice by advancing our understanding of when and how the project manager establishes relationships with different core actors inside and outside the organization to promote the information sharing.     

Interactions Between Organizational Culture,Trustworthiness, and Mechanisms for Inter‐Project Knowledge Sharing

This research used a multiple‐case study approach to empirically investigate the complex relationship between factors influencing inter‐project knowledge sharing—trustworthiness, organizational culture, and knowledge‐sharing mechanisms. Adopting a competing values framework, we found evidence of patterns existing between the type of culture, on the project management unit level, and project managers’ perceptions of valuing trustworthy behaviors and the way they share knowledge, on the individual level. We also found evidence for mutually reinforcing the effect of trust and clan culture, which shape tacit knowledge‐sharing behaviors.     

Knowledge Stocks and Information Flows in New Product Development*

Although firms increasingly invest in systems (e.g. ISO, knowledge centres, IT systems) for utilizing stored knowledge and acquiring market information during new product development, few manage to benefit from these investments. To explore this issue, we suggest that firms rely on two distinct types of knowledge stocks– procedural and declarative memory – that affect new product short‐term financial performance and creativity in distinct ways. Additionally, we suggest that internal or external information flows can have distinct moderating impact on the memory types–product outcomes relationship. Our empirical study of product development activities indicates that there is an inverted U‐shaped relationship between procedural memory and product outcomes as well as a positive relationship between declarative memory and financial performance. Also procedural and declarative memory may work in a complementary fashion enhancing both outcomes. Finally, procedural memory is found to reduce the value of internal or external information flows for product creativity. These findings have important implications for the organizational knowledge, capabilities, and product development literatures as well as for practice and they open ways for future research.     

新产品研发项目管理模式的应用

应用新产品研发项目管理模式能实现企业资源的高效利用,缩短研发周期,降低产品成本,提高产品质量,减小风险,提高企业新产品研发的能力与水平。文章从项目管理的相关理论知识入手,结合实践对先进的新产品研发项目管理模式进行研究,有针对性地提出解决措施,为促进新产品研发项目管理模式应用,进一步提高企业新产品研发能力和水平积累经验和提供参考。     

新产品研发项目管理模式的应用

应用新产品研发项目管理模式能实现企业资源的高效利用,缩短研发周期,降低产品成本,提高产品质量,减小风险,提高企业新产品研发的能力与水平。文章从项目管理的相关理论知识入手,结合实践对先进的新产品研发项目管理模式进行研究,有针对性地提出解决措施,为促进新产品研发项目管理模式应用,进一步提高企业新产品研发能力和水平积累经验和提供参考。     

知识整合视角下新产品开发能力研究

根据国外学者对新产品开发能力的研究,提出了知识整合是提升新产品开发能力的重要途径,从内外部整合两个方面论述了知识整合的内容和知识整合对新产品开发能力作用模式,提出了企业在进行外部知识整合的时候要特别关注利益相关者,在内部整合时要注意广泛地解决问题、进行跨功能整合并构建知识分享的解决方案,指出本领域的未来研究方向。     

Global New Product Development Processes: Preliminary Findings and Research Propositions

This study examines the processes and routines firms employ for developing new global products. Observations from 13 Japanese, American and European multinational companies reveal that global new product development processes vary in terms of the involvement of overseas subsidiaries in project teams and the generation of new product concepts. In particular, when the knowledge about different product design requirements among overseas markets or plants is tacit, firms employ cross-national product development teams and use overseas subsidiaries as sources of new product concepts. Anchoring these findings on information processing theory, we develop a set of research propositions on global new product development processes and suggest directions for future research.     

汽车零部件联合新产品开发质量管理研究

现代汽车零部件市场越来越国际化,新产品开发的周期与产品开发的成功率是其产品竞争力的关键因素,联合新产品质量程序为代表的新产品开发质量管理逐步在汽车零部件企业得到了应用。联合新产品质量程序是新产品开发质量管理的核心,将新产品开发从策划阶段到产品投产后的产品初期流动划分为五个阶段,每个阶段都有其严格要求的任务与标准,以保证产品开发的顺利成功进行。     

新时期知识管理与图书馆知识管理的探讨

经济的快速发展推动社会的进步,社会的进步带来科技的巨大发展。信息化的发展越来越快,逐渐的形成了全球化的发展趋势。在信息化技术快速发展的新时期,知识管理模式出现了,它是一种新型的管理方法,它的出现对图书馆知识管理有很大的帮助。本文主要论述了知识管理的基本情况与图书馆知识管理的基本内容,并且对新时期知识管理在图书馆知识管理中的应用做了研究,为图书馆知识管理的发展提供一些参考意见。     

如何管理汽车新产品开发项目的交付物质量

交付物质量管理是汽车新产品开发项目管理的重要内容,对项目实施成功与否具有重要意义,运用全球整车开发流程(Global Vehicle Development Process,GVDP)、项目质量及状态审议(Program Quality ReadinessReview,PQRR)等工具管理控制项目各主要节点的交付物,可使项目开发各阶段的交付物质量达到最优状态,从而为项目既定目标的如期实现保驾护航。     

消费电子业F公司新产品导入项目质量管理研究

文章以F公司为研究对象,研究了其新产品导入质量管理体系及质量控制措施,为行业内其他公司提供了参考依据。同时,针对F公司当前新产品导入质量管理中的不足,提出了改进建议。     

项目管理策略在大规模定制汽车产品研发中的应用

我国的汽车产品呈现出总量巨大、需求多样的特点,为了满足更多用户的个性化需求,并且进一步降低制造、销售成本,越来越多的汽车公司开始采用大规模定制技术研发新的汽车产品。项目管理这一先进的管理方法可以有效促进新产品研发项目的实施和完成,但项目经理必须根据项目特点采取合适的项目管理策略。通过对大规模定制汽车产品研发项目特点的分析,基于项目管理知识体系(PMBOKR)指南,提出了面向大规模定制的汽车产品研发项目管理具体策略和方法。     

建设工程项目施工管理中的关键问题及对策

随着我国经济的发展,各地城建也随之迅速发展,建筑工程的施工管理越来越受到重视,既要追求利润和进度又要满足质量和安全要求。针对建设工程项目施工管理工作的复杂性和重要性,本文就其管理中面对的关键问题进行了阐述,并为了提高建设工程项目施工管理的水平,提出了相应的解决对策,以期使得施工管理取得良好的经济效益,有一定的借鉴作用。     

现代项目管理在新校区建设中的应用

现代项目管理是一种新型的管理模式,本文分析了我国现代工程项目管理的发展、业主工程项目管理的现状.重点从业主的角度阐述了现代项目管理理论在某校新校区建设工程中的应用.     

Formal and Informal Practices of Knowledge Sharing Between Project Teams and Enacted Cultural Characteristics

This article investigates the process of knowledge sharing between project teams and uses a case study approach. This is especially relevant, as organizations face both the needs for separating work into projects and integrating knowledge created in projects into the organization. The results provided by the analysis technique of GABEK^® indicate that, although projects create boundaries, employees and project team leaders use formal mechanisms and develop informal practices for knowledge sharing between project teams. Furthermore, the article identifies organizational cultural characteristics enacted in these practices that can stimulate the discussion in “knowledge culture research” regarding the relationship of organizational cultural characteristics and (specific) knowledge processes.     

Project Management Knowledge Flows in Networks of Project Managers and Project Management Offices: A Case Study in the Pharmaceutical Industry

This study investigates the knowledge flows among and between project managers and project management office (PMO) members in a pharmaceutical R&D company in China, using a mixed‐methods approach. The results show that knowledge exchange happens in clusters, where each cluster forms around a PMO member. Contrary to expectations, PMO members were not identified as the most popular knowledge providers in these clusters; instead, knowledge was requested from earlier collaborators. A three‐tiered model is developed for knowledge governance at the cluster level, across clusters and the link with corporate and project governance structures. Managerial and theoretical implications are discussed.     

质量功能展开方法的研究与应用（节选）——质量功能展开和知识管理

9月25～26日第14届国际质量功能展开研讨会在北京召开.这次会议是由国际质量功能展开组织委员与中国质量协会共同举办的.质量功能展开(Quality Function Deployment,简称QFD)于上世纪70年代诞生于日本,80年代在欧美等工业发达国家得以不断发展和完善.QFD是近年来在国际上非常流行的质量管理技术和方法.     

浅谈项目管理中存在的几个问题及其相关建议

本文着重阐述了当前我国工程项目建设在工程项目管理模式、各参建方管理职责以及对于事故发生后最终归责处理三方面存在的问题,并对各种问题产生的原因做了简要的分析。最后针对当前这三方面存在的问题,有针对性地提出了相关的解决办法。