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中文論文名稱 專案管理方法在新產品開發之應用 -筆記型電腦開發為例
英文論文名稱 The Application of Project Management to the New Product Development- The Case Study of the Relationship Between Success and Failure of Notebook Computer Development.
校院名稱 淡江大學
系所名稱(中) 全球華商經營管理數位學習碩士在職專班
系所名稱(英) E-Learning Executive Master's Program of Business Administration (EMBA) in Global Chinese Management
學年度 97
學期 2
出版年 98
研究生中文姓名 林仁傑
研究生英文姓名 Jen-Chieh Lin
學號 796670254
學位類別 碩士
語文別 中文
口試日期 2009-06-12
論文頁數 118頁
口試委員 指導教授-蕭峯雄
委員-陳定國
委員-林君信
中文關鍵字 專案管理  新產品導入  筆記型電腦  應用研究 
英文關鍵字 Project Management  New Product Introduction  Notebook  Application Research 
學科別分類
中文摘要 筆記型電腦行業屬於高科技產業,它的出現引起了IT產業與社會經濟發展的巨大變革。由於筆記型電腦具有靈活性、簡便性及高效性等優點,決定了它的社會效應和經濟效益。這兩年,隨著筆記型電腦價格的降低,以及在性能上與桌上型PC的接近,筆記型電腦市場銷量呈現急劇增長,增長率遠遠高於桌上型PC,預示著筆記型電腦的普及時代正在悄然來臨。但是,我們必須看到,筆記型電腦行業是一項,投資巨大、收益與風險共存的產業。而如何在這樣競爭激烈的市場立足,產品成為至關重要的因素,如何快速對消費者進行反應,以最快時間生產出消費者喜歡的產品成為企業必須面對的問題。
新產品開發和導入專案管理模式還不成熟,特別是在消費電子類行業領域。成本管理、品質管制和進度管理方面存在諸多的問題。產品更新替代快,對新產品的上市時間要求很高,專案週期相應地壓縮;在競爭對手面前推出更有競爭力和能夠引領消費潮流的產品十分必要。新產品從研發前期到量產過程的成本管理、品質管制和時間管理就必須放在極其重要的位置上。然而現行的新產品導入專案管理模式並非如此,往往由於過分重視品質和成本而導致新產品的上市計畫受阻。
隨著眾多企業開始應用專案管理的方式管理企業各項活動,專案管理成為企業中不可或缺的一項內容。專案管理越來越多地應用於各行各業新產品,新服務的開發中。特別是近代IT技術的迅速發展,使資訊、知識以大量的形式和速度在傳播,誰掌握了資訊和知識,誰就會在激烈的市場競爭中搶得先機。一時間以資訊管理、技術管理、知識管理見長的專案管理的應用也得到了極大的普及。應該專案管理於新產品導入中,可以服務於企業的全球戰略,打造核心競爭力,保證產品品質,提高生產效率,降低成本,便於企業的知識管理。
本文首先介紹了新產品導入本身的內涵,分析了筆記型電腦的構成,分析了筆記型電腦產品市場以及技術發展趨勢,詳細描述了新產品導入流程,並對新產品導入的幾個錯誤地方進行了簡要分析。對專案管理進行了詳細闡述,介紹了專案管理研究的發展,專案管理的內涵以及現代專案管理的體系構成,對新產品導入專案管理中的幾個重要方面如溝通管理、成本管理以及風險管理進行了論述,並說明在新產品導入中應用專案管理的必要性。分析了在當前筆記型電腦新產品導入中,成功以及失敗的經驗或者原因分析,偏重於分析了失敗的原因,包括諸如專案時間管理不善、專案團隊建設不健全、專案溝通不暢通、立論不科學、專案風險管理不足以及責任不明等原因。最後本文提出了專案管理在新產品導入中的建議以及策略,比如建立專案選擇的標準,加強專案實施過程的控制,強化產品研發專案的風險管理,建立健全產品研發專案的人力資源管理機制以及進行新產品導入流程的再造和最佳化,分析了業務流程最佳化的原則、過程以及方法,並實現了新產品導入的流程最佳化。
英文摘要 Notebook computer industry is a high-tech industries, which has led to the emergence of TI industry and the tremendous changes in the socio-economic development. As the notebook with the flexibility, simplicity and efficiency advantages, the decision of its social effects and economic benefits. The past two years, with the notebook computers at lower prices, as well as with in performance close to desktop and notebook market, the rapid growth of sales shows a growth rate much higher than the desktop PC, indicates that the popularity of notebook computers are quietly times the advent of. However, we must see that the notebook computer industry is an enormous investment; income and risk of the industry co-exist. And how such a competitive market-based, product become a vital factor in how consumers react quickly to the fastest time to produce products that consumers like every business must face.
Product development and introduction of new project management model is not yet ripe, especially in the field of consumer electronics sectors. Cost management, quality management and the progress of management, there are many problems. Products faster replacement of the new product time to market is demanding, the project cycle corresponding compression; the competitors before the launch of more competitive and able to lead the trend of consumer products is necessary. R & D of new products from pre-production process to cost management, quality management and time management must be placed on an extremely important position. However, the existing New Product Introduction project management model is not the case, often as a result of putting too much emphasis on the quality and cost-to-market lead to a new scheme.
With many companies approach the application of project management activities of corporate management, project management has become an indispensable business content. Project management applied to all walks of life more and more new products, new services development. Modern IT technology in particular, the rapid development of information and knowledge in the form of mass and speed of communication, who mastered the information and knowledge, who will be in fierce competition in the market getting a head start. A time information management, technology management, knowledge management of good project management application has also been a great popularity. Project management should be in the new product introduction; you can serve the global strategy of enterprises, to build the core competitiveness, and ensure product quality, increase productivity, reduce costs, and facilitate knowledge management enterprise.
This paper introduces a new product into their own content, an analysis of the composition of notebook computers, analysis of the notebook market and technology development trends, a detailed description of a new product introduction process, and several new products into a misunderstanding a brief analysis. On project management conducted a detailed study describes the development of project management, project management, as well as the modern connotation of the system of project management for new product introduction project management of several important areas such as communication management, cost management and risk management discussed, and new product introduction in the application of the need for project management. Analysis of new products in the current notebook into successful or experience, as well as the reasons for the failure of analysis, focused on an analysis of the reasons for the failure, including the time, such as project management, project team-building is not sound, the project is not open communication, the project is not scientific, inadequate management of project risk and liability and other reasons unknown. This paper presents the final project management in the new product introduction, as well as the proposed strategies, such as the establishment of project selection criteria, to strengthen the control of the process of project implementation, strengthen R & D project risk management, establish and improve product R & D projects, as well as human resource management mechanism new product introduction and optimization of recycling processes, an analysis of the principles of business process optimization, process and methods, and the realization of a new product introduction process optimization.



論文目次 目錄
第一章 緒論
第一節 研究背景··········································· 1
第二節 研究的目的及意義··································· 6
第三節 研究的主要內容····································· 8
第二章 新產品導入
第一節 筆記型電腦構成···································· 10
第二節 筆記型電腦產品市場發展趨勢························ 14
第三節 筆記型電腦產品技術發展趨勢························ 17
第四節 新產品導入流程描述································ 21
第五節 新產品導入容易出現的錯誤地方······················ 36
第三章 專案管理之理論分析
第一節 專案管理研究的發展································ 37
第二節 專案溝通管理······································ 51
第三節 專案成本管理······································ 57
第四節 專案風險管理······································ 59
第五節 專案進度管理······································ 69
VII
第六節 在新產品導入中應用專案管理的必要性················· 73
第四章 筆記型電腦開發之成敗經驗
第一節 新產品導入的成功經驗······························ 77
第二節 新產品導入的失敗原因分析·························· 82
第五章 新產品專案管理模式設計
第一節 建立論目選擇的標準································ 88
第二節 加強專案實施過程控制,提升新產品開發多專案管理效率· 90
第三節 強化產品研發專案風險管理·························· 91
第四節 建立健全產品研發專案人力資源管理機制··············· 94
第五節 新產品導入流程的再造····························· 100
第六章 結論與建議······································· 112
參考文獻
中文部份················································ 114
英文部份················································ 117
VIII
圖目錄:
圖1-1 2007年上半年最受用戶關注的十五大筆記型電腦品牌······· 4
圖1-2 2007年上半年不同價格區間筆記型電腦市場占有率分佈····· 5
圖1-3 2007年上半年不同螢幕尺寸筆記型電腦市場占有率分佈····· 6
圖2-1 2008年1月-12月主流價位筆記型電腦市場占有率走勢······ 15
圖2-2 傳統產品開發過程示意圖····························· 23
圖2-3 面對產品開發過程的專案管理生命週期·················· 25
圖2-4 專案分解結構層次對應圖····························· 29
圖2-5 矩陣式組織結構····································· 30
圖2-6 新產品導入流程····································· 35
圖3-1 專案管理生命週期的幾個階段························· 45
圖3-2 專案管理知識領域··································· 46
圖3-3 專案成本管理框架··································· 49
圖3-4 風險管理過程······································· 50
圖5-1 矩陣式組織架構····································· 96
圖5-2 新產品導入專案管理基本流程························ 106
圖5-3 筆記型電腦產品的新產品導入輸入輸出關係圖··········· 107
IX
圖5-4 新產品導入總流程·································· 108
圖5-5 新產品設計開發總流程······························ 110

表目錄:
表3-1 風險計畫文檔格式··································· 50
表3-2 風險分析文檔格式··································· 51
表3-3 減輕風險措施文檔格式······························· 51
表3-4 溝通的多種系統····································· 53

參考文獻 參考文獻
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張運海。希捷公司新產品導入專案管理研究。電子科技大學碩士學位論文,2005年。
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彭力揚。Project 2003專案管理案例分析。清華大學出版社,2005年。
黃煜華。淺談專案管理與產品開發。中國大陸高新技術企業,2008(3):53-57.
賈宗元。產品品質和過程品質。管理工程學報,2002 (16):70-72
趙濤,潘欣鵬。專案成本管理。中國大陸紡織出版社,2004年。
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二、英文部份
[1] A P Van Der Merwe. Multi-project management-organizational structure and control. International Journal of Project Management. 1997(15):223-233
[2] Dale Christenson, Derek H T Walker. Understanding the Role of Vision in Project Success. Project Manage Journal.2004,35(3):39-53
[3] Gerard M Hill. Evolving the Project Management Office: A Competency Continuum. Information Systems Management.2004,21(4):45-52
[4] Hobday M.The project based organisation:an ideal form for managing complex products and systems. Research Policy.2000(29):871-93
[5] Martti Launonen, Pekka kess, Team roles in business process reengineer [J], International journal of production economic, 2002(7), P205-218
[6] N.Christofides,R.Alvarez-valdes,J.M.Tamarit.Project scheduling with resource constraints:A branch and bound approach. European Journal of Operational Research.1987(29):262-273
[7] Rees Morrison.Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People. Consulting to Management.2004,15(3):61-62
[8] Richard A Dimino. Partnership Vital to Project’s Success. Public Works.2004,135(10):62-63
[9] Suvi Elonen,Karlos A.Artto.Problems in managing internal development projects in multi-project environments. International journal of Project Management.2003(21):395-402
[10] (美)Schwalbe,K.(中)鄧世忠等。.Information Technology Project Management(2nd edition)。 北京:機械工業出版社,2004:7-15
[11] S.M.T. Fatemi Ghomi, B.Ashjari.A simulation model for multi-project resource allocation. International Journal of Project Management. 2002(20):127-130
[12] Ulrike de Brentani, Elko J Kleinschmidt.Corporate Culture and Commitment: Impact on Performance of International New Product Development Programs. The Journal of Product Innovation Management.2004,21(5):309-310

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