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论文编号：	1742
作者编号：	2120072235
上传时间：	2009/12/16 14:45:57
中文题目：	半导体新产品开发项目组合管理研究
英文题目：	The research of semiconductor new product development project portfolio management
指导老师：	于仲鸣
中文关键字：	半导体企业,新产品开发,项目组合管理
英文关键字：	Semiconductor Enterprise, New Product Development (NPD), Project Portfolio Management (PPM)
中文摘要：	随着对外开放政策的深入，越来越多的跨国企业来到我国投资设立工厂和研发基地。在激烈的市场竞争中，如何持续稳定平衡健康的生存和发展成为这些跨国企业面临的巨大挑战。新产品开发无疑是企业开拓新业务的一个重要途径。企业必须在自己的战略方针指导下，根据市场调研的结果，以创新的速度设计开发出新产品，将之迅速推向市场并提供相应的服务。尤其是半导体企业这类高科技的企业，要想在新产品开发方面赢得竞争优势，就必须加强新产品开发的项目组合管理。半导体新产品开发中的“摩尔定律”表明科学技术的进步速度已经超过了生产过程中将其转化为生产力和新产品的速度。项目组合管理方式则是根据新产品的技术与功能来整合资源，以有效利用已有资源和引进新资源来整合所有新产品的开发项目。项目组合管理不仅大大提高了新产品开发的效率，也使新产品开发速度越来越趋近于“摩尔定律”下的技术进步速度。目前许多企业在生产经营活动中都会出现同一时期进行若干项目或项目群的情况,获取最大的项目投资收益回报是每个企业追求的目标。项目组合管理作为项目管理领域的一种发展趋势，得到了广大公司和企业的重视，其重要性显得越来越突出。通过项目组合管理的运用，建立规范的新产品开发流程并不断优化，平衡的利用资源，协调项目之间的关系，降低多个项目同时进行带来的风险，实现利益的最大化，是提升企业快速推出新产品的有效途径。 本文以半导体新产品开发项目组合管理为研究对象，结合飞思卡尔半导体有限公司的项目组合管理为实际案例，通过分析半导体新产品开发项目组合管理的特点和影响因素，就半导体新产品开发项目组合管理全过程所涉及到的主要系统、工具和方法进行讨论。 论文从基础理论出发，系统地阐述了半导体的概念、发展及半导体新产品开发的流程。回顾了项目组合管理的背景、概念、基本要素、目标和特点，提出了项目组合管理与传统的项目管理和项目群管理的联系与区别。这些理论为研究半导体新产品开发项目组合管理的独特性奠定了坚实的基础。还就项目组合管理项目选择评价的方法做了理论回顾，具体分为静态评价方法、动态评价方法和综合评价方法。 论文重点介绍了半导体新产品开发项目组合管理系统。首先对半导体新产品开发的特点和半导体新产品开发项目组合管理的独特性进行了首要分析。然后对半导体新产品开发项目组合管理的影响因素进行了分析说明，其中主要的影响因素有战略、项目管理组织类型和项目管理办公室。在此基础上，构建出涵盖项目组合管理全过程的半导体新产品开发项目组合管理系统模型，对整个项目组合管理的流程和系统工具进行了详细的阐述。把项目组合管理分为启动、执行和完成三个主要过程，其中包括了各自的活动和系统工具的运用。具体的系统工具包括项目组合集成管理系统、信息管理系统、财务管理系统、人力资源管理系统、评审系统和经验交流系统。其中，项目组合集成管理系统是整个系统工具的核心，和其他系统进行数据交互，为管理者最终作出项目组合的决策提供了重要的依据。接着详细讨论了半导体新产品开发项目组合的过程管理活动和方法。首先介绍了项目组合启动过程中的主要活动，包括项目的选择评价、组合优化、组合决策和资源管理的方法。综合分析项目选择评价的方法在半导体企业项目组合管理的应用，结合层次分析法构建了半导体新产品开发项目选择评价指标体系。风险收益法是一种定性与定量相结合的方法，是最常用的组合优化和决策的方法。该方法通过项目评估矩阵评估项目在收益和风险方面的关系，决定项目是否属于项目组合中，达到优化和平衡项目组合的目的。资源管理既涉及项目资源需求，也涉及满足这些需求的项目资源分配，实质上这是一个供需平衡的过程。在半导体新产品开发过程中有效地配置并管理资源以避免项目间的资源冲突并且提高资源的利用效率，对于项目组合的成功实施起到了重要作用。然后讨论了执行过程中的项目实施与监控的管理过程、阶段性评审及管道管理在项目组合管理中的控制作用。在半导体新产品开发项目组合管理实施过程中，项目组合管理过程是一个动态的循环反复过程，随着外界因素的变化，项目组合也随之变化。项目实施与监控主要是为了掌握项目组合的即时信息和变化情况。半导体企业通过对项目组合的监控建立所有项目的宏观图，随时动态地跟踪项目的执行，进行项目和资源优化组合，最终实现企业的战略目标。阶段性评审是项目组合管理的关键驱动力之一，它既要对当前阶段任务的完成情况进行评审，也要评审进入下一阶段的准备情况。管道管理是基于管道能力确定产品开发管道内产品的优先级别顺序。它既是资源管理的战略层，又是产品战略的操作层，用于平衡能力与机会的跨项目决策就是在此处作出的。最后讨论了完成阶段的项目评审和组织过程资产更新的过程和系统内容。项目组合的完成过程是相对的，一般指重大的单项目的完成，因为单项目管理是项目组合管理的组成部分和基础。这一阶段主要是对完成的项目进行评审，并更新组织过程资产。 论文最后运用新产品开发项目组合管理在飞思卡尔半导体企业的实例，研究了项目组合管理在具体企业中的实施过程，举例说明了项目选择评价和优化决策的具体方法的应用，论证了如何通过对项目组合管理的改善来满足企业战略发展的需要，提高项目运作的效率，从而实现企业利益的最大化，最终提高企业的竞争力。
英文摘要：	With the development of opening policy, more and more multinational enterprise setup their factory and design center in China. It’s to be a big challenge for these multinational enterprises which how to keep growing and developing steadily and healthily in the intense market competition. New product development is the key approach for enterprise to exploit new business without doubt. The enterprise should align with its strategy, design and develop new product with creative speed based on market research results, launch it into market speedy and provide related service. Especially for high technology enterprise such as semiconductor enterprise, it has to strengthen the project portfolio management in order to win the competition in the new product development area. “Moore’s law” in semiconductor new product development shows the progress speed of science and technology has exceeded the transformation speed from science and technology to productivity and new product during production process. Project portfolio management is integrating resources based on the technology and function of new product, to effectively using existing resources and importing new resources to integrate all the new product development projects. Not only can greatly improve the efficiency of the new product development, but also increasing the speed of new product development run to the technological progress speed of "Moore's law". Now many enterprises will run several projects or programs in the same period during the production and business operation, obtain the biggest project investment return is the goal for every enterprise. Project portfolio management which as a kind of trend in project management is recognized by the majority of companies and enterprises, its importance is becoming more and more outstanding. Through the project portfolio management, setup standard new product development flow and continue optimized, balance resources, coordinate relationship among projects, decrease the multi-project risk, realize the maximization of benefits, all those are effective paths for enterprise to prompt new product. This thesis is based on the semiconductor new product development project portfolio management, with Freescale Semiconductor Co. Ltd as an example. Through analyzing the characteristics and affected factors of project portfolio management during semiconductor new product development discussed the main system, tools and methods which on the semiconductor new product development project whole life cycle. The thesis started from the basic theory. Briefly reviewed the series elaborated semiconductor's concept and development, introduced semiconductor new product development project's flow. Discussed the project portfolio management background, concept, the base elements, goal and characteristic. Identified the relationship and difference among project portfolio management, project management and program management. The theory laid solid foundation for research the uniqueness of semiconductor new product development project portfolio management. Also made the theory review on the project portfolio management project selection and evaluation methods. Those include the static evaluation methods, the dynamic evaluation methods and the comprehensive evaluation methods. The thesis mainly discussed the semiconductor new product development project portfolio management system. First, primary analyzed the character of semiconductor new product development and the uniqueness of semiconductor new product development project portfolio management. Then analyzed and explained the influence factors of semiconductor new product development project portfolio management, which are strategic, project management organization types and project management office. Based on those analysis, constructed the full process project portfolio management system model, expatiated the whole project portfolio management flow and system tools. It divided project portfolio management into three main steps including startup, execution and closure. It introduced all activities and the utilization for system tools within these three steps. The main system tools include project portfolio integration management system, information management system, financial management system, human resource management system, evaluation system and lessons learned system. Project portfolio integration management system is the core of these system tools, exchanging data with other system tools. It provides important basis for management to make final project portfolio decision. Then the thesis discussed process management activities and methods during project portfolio management in detail. Firstly introduced the main activities in project portfolio startup step, including project selection and evaluation, portfolio optimization and decision-making, and resources management methods. Comprehensively analyzed project selection and evaluation methods in semiconductor enterprise project portfolio management application, constructed the semiconductor new product development project selection and evaluation index system according to Analytical Hierarchy Process. Risk benefit method is a qualitative and quantitative combination method, which the most commonly used method of portfolio optimization and decision-making. This method evaluate the relationships between project benefit and risk through project evaluation matrix, decide whether the project belongs to project portfolio or not, reach the purpose of project portfolio optimization and balance. Resource management involve project resources requirements and project resources allocation which to meet these requirements. It’s the balance process of supply and demand indeed. In semiconductor new product development process, allocate and manage resources effectively to avoid the conflict among projects and improve efficiency of resource utilization, played an important role in implementing project portfolio successfully. Then discussed the project implementation and monitoring management process in the execution step, the control function of periodic review and pipeline management in project portfolio management. In the execution of semiconductor new product development project portfolio management project portfolio management process is a dynamic cycle process. Project portfolio changes with the changes of the external factors. Project implementation and monitoring is mainly to grasp the instant messaging and change status of project portfolio. Semiconductor enterprises establish the blue print for all projects through monitoring project portfolio, track project execution dynamically at any time, optimize combination with projects and resources, and finally realize the enterprise strategic goals. Periodic review is one of the key drivers for project portfolio management; it reviews not only task completion status of current phase, but also the readiness for entering into next phase. Pipeline management is based on pipeline ability to determine the product priority within the product development pipeline. It is the resource management strategy level as well as product strategy operation platform. Herein make the decision of balance ability and opportunities across the projects. Finally discussed the process and contents in project review and organizational process assets update during closure step. The project portfolio closure process is relative, generally refers to the important project closure since project management is part of the project portfolio management and base. This phase mainly perform the project review for completed projects and update the organizational process assets. The thesis finally utilized Freescale Semiconductor’s new product development project portfolio management as an example, studied the project portfolio management implementation process in real enterprise, and illustrated the detailed methods in project selection, evaluation and optimization decision. Has proved how to satisfy enterprise strategy through the project portfolio management improvement, enhanced the project operation efficiency, and thus realized the enterprise benefits maximization, enhanced enterprise's competitive power ultimately.
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