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论文编号：	6275
作者编号：	2120092518
上传时间：	2014/6/6 20:23:43
中文题目：	沃尔沃IT敏捷团队建设研究
英文题目：	Study of Volvo IT Agile Team Building
指导老师：	林润辉
中文关键字：	沃尔沃IT，敏捷团队，自我管理团队，学习型组织，后现代组织
英文关键字：	Volvo IT, Agile Team, Self-managed Team, Learning Organization, Postmodern Organization
中文摘要：	当进入21世纪以来，随着信息技术的发展，企业的外部竞争环境变得越来越不稳定，更多的企业由劳动密集型转向知识密集型，现代组织理论下的科层制逐渐丧失了优势，组织理论转向了以平等团队、自我管理团队、学习型组织为基础的后现代组织理论。敏捷开发方法中的希望构建的敏捷团队，从实质上就是一个自我管理的学习型组织。很多企业在实施敏捷开发方法时，只是在形式上按照敏捷的最佳实践去实施，而没有从组织变革和管理思想上去实施敏捷，因此导致很多敏捷团队建设毫无成效。 本文结合后现代组织理论中的自我管理和学习型组织理论对沃尔沃IT实施敏捷开发方法构建敏捷团队的过程进行分析。本文首先通过案例分析了沃尔沃IT实施敏捷团队建设的过程以及存在的主要问题，然后从个体视角、群体视角以及组织视角，对于失败的原因进行分析。最后从绩效激励、人事制度和组织管理与文化三个层次给出提高敏捷团队实施效果的建议和对策。 综合以上的分析，本文认为要实施敏捷团队建设，不能只在形式上服从敏捷的仪式，更重要的改变组织的管理方式，使用团队来替代传统的科层全制，使用民主代替命令控制，使用目标、文化激励替代物质激励。这样才能更好的激励知识工作者，获得知识工作者的认同，真正实现敏捷团队，增加组织柔性。
英文摘要：	When 21 century comes, with the development of information technology, the external competition environment becomes increasingly unstable, more and more companies shift from labor-intensive to knowledge-intensive, bureaucracy under modern organization theory gradually lost its advantage, and organization theory turns to postmodern organization theory, which is based on teamwork, self-managed team and learning organization. The ideal working team in agile development method, essentially it’s a self-managed learning organization. When a lot of companies adapt to agile development method, they only follow the best practice in action, but there is no change in organization structure and organization management principals, eventually they failed to shift to agile. In this article, it will analyze the process of adapting to agile development and build agile team in Volvo IT, using postmodern organization theories, especially self-managed team and learning organization. Firstly it demonstrates the case of Volvo IT agile adaption and major issues in the process. Then, it analyzes the root cause of the issues from individual perspective, team prospective and organization perspective. Finally the author gives suggestion from performance and motivation, human resource policies and organization management and culture three steps to improve the adoption to agile. Based on the above analysis, the paper argues that to implement agile and build agile team, only follow the ritual and best practice is not enough, the most important, it need change in organization management, to replace the existing hierarchy with teams, to replace command and control with democracy, to replace material incentives with recognition to team objectives and culture. By doing this, it can encourage knowledge workers and get recognition and commitment from knowledge workers, that is the real agile team, and that can improve the flexibility of the company.
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