摘要
以航空制造企业的典型代表S公司为例,对其新品研发多项目管理进行了研究,分析了航空制造企业发展到一定规模时在新品研发项目管理方面遇到的瓶颈问题,指出航空制造企业的快速发展必将对公司项目管理提出更高的要求。作为应对,基于S公司多项目管理的特殊性,首先对其新品研发多项目管理中存在的问题进行分析,其次从战略规划、过程管理、资源配置3方面探讨了完善新品研发多项目管理体系的途径,最后提出新品研发多项目管理保障措施,从而为航空制造企业的新品研发多项目管理体系构建提供重要参考。
Take S Company as an example, study multi-project management for its new product R＆amp;D, analyze aviation manufacturing enterprise experience bot-tleneck problem in new product R＆amp;D project management when develop to a certain size, note rapid development of aviation manufacturing enterprise experience higher requirements for its project management. As a response, base on the particularity of multi-project management of S Company , ifrstly, analyze problems in multi-project man-agement of its new product R＆amp;D; Secondly, explore the way to perfect multi-project management from strategic planning, process management, resource allocation; Final-ly, put forward safeguard measures for new product R＆amp;D multi-project management, so as to provide important ref-erence for new product R＆amp;D multi-project management of aviation manufacturing enterprise.
出处
《航空制造技术》
北大核心
2014年第11期68-72,共5页
Aeronautical Manufacturing Technology
基金
航空基础科学基金项目(2010ZG53074)
陕西省自然科学基金项目(2010JM9002)资助
关键词
新品研发
多项目管理
战略规划
过程管理
资源配置
New product research and develop-ment
Multi-project management
Strategic plan-ning
Process management
Resources allocation
