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论文编号：	3418
作者编号：	2220090823
上传时间：	2011/6/10 21:14:33
中文题目：	诺和诺德技术转移项目阶段门径管理研究
英文题目：	Stage-gate Control Method for Technology Transfer
指导老师：	王迎军
中文关键字：	技术转移项目；门径管理；阶段关卡；入口
英文关键字：	Technology transfer project；stage-gate system；phase control point；entrance
中文摘要：	随着全球市场和中国市场的竞争日益激烈，许多国外企业逐渐调整其经营 战略，把跨国界技术转移作为进入中国市场以及把中国作为其生产基地从而提 供全球市场产品的必要手段。跨国界转移项目涉及国际间的团队合作，因此必 然存在不同国家之间的语言和文化差异所带来的机遇与挑战。在实践中，这类 项目，有些是成功的，但也有很多失败的案例。如何确保跨国界技术转移的顺 利成功，降低转移项目失败风险，就成为一个现实的重要课题。 门径控制理论作为改进研发项目的流程管理技术，被大量应用于欧洲、日 本、美国的企业指导新产品开发过程。其实质上是以新产品开发的生命周期划 分不同控制过程阶段，从而引入门径的控制。作为技术转移项目，必然有其特 有的生命周期形式。通过设计阶段控制门径关卡的方法，按照技术转移项目生 命周期划分成不同的控制阶段，在每一个阶段引入实现约定的可接受标准，审 核阶段输出产出物或者各种文档的质量，可以确保转移项目沿着既定的项目目 标方向进行。同时，每一阶段的关卡也可以作为是否进行下一步投资与否的控 制点。门径控制的应用可以大大改善管理转移项目风险，通过审核项目质量， 对项目或项目阶段进行批准、项目暂停、返工、甚至项目终止的决策。 作者以诺和诺德制药有限公司的技术转移项目为例，阐述了在此类项目管 理中的经验及教训，并以门径控制理论结合传统项目管理理论为基础，总结出 一套技术转移项目门径控制的方法。
英文摘要：	As the increasingly competitive global market and Chinese market, many foreign enterprises have gradually adjusted their business strategy. More and more cross-border transfer projects have been conducted in China and even taking China as its production base so as to provide the global market. The cross-border transfer project involves international cooperation project team, there must necessarily exist in different countries, languages and cultural differences which gives not only opportunities but even challenges. In practice, such projects, some are successful, but there are also many cases of failure. How to ensure to smooth cross-border technology transfer projects and reduce the risk of transfer project failure has become a real important issue. Stage-gate system theory was developed in order to improve process management technology of R & D projects, which is widely used in Europe, Japan, the United States to guide new product development business processes. Its essence is to break down the new product development life cycle into different stages of control process, thereby introducing the control of the entrance avenue. As a technology transfer project, must have its unique life cycle forms. Using the same method by controlling of entry points through the designed phase, the technology transfer project life cycle can be divided into different control stages. Each stage is introduced with acceptance criteria to achieve an acceptable agreement, to evaluate the quality of deliverables and relevant documentation materials to ensure the transfer project along the direction of the established project objectives. Meanwhile, each stage can be used as the control point to decide whether to investment hereafter phase or not. The application of using stage-gate system can greatly improve the risk management of transfer project. Through controlling the quality of approved project or project phase, may have great help on making decision about whether to approve the project or project phase, the project suspended, rework, and even project termination decisions. In this thesis, author took the example from technology transfer project in Novo Nordisk Pharmaceutical Co., Ltd. Described in such project management experience and lessons learned, and combined stage-gate system method with traditional project management theory, summed up a stage-gate control method for technology transfer project.
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