新產(chǎn)品研發(fā)流程優(yōu)化與研發(fā)項(xiàng)目管理(北京,月-日)

1、新產(chǎn)品研發(fā)流程優(yōu)化與研發(fā)項(xiàng)目管理(北京,3月14-15日)New product development process optimization and development project management (Beijing, 14-15 March)Host: China training news website Contact number13810210257training date Beijing, 14 to 15 March 2013; Shanghai, March 16-17, 2013; Shenzhen, March 20-21,

2、2013training site Beijing, Shanghai, shenzhenEnterprise training object 】 【 CEO/chairman, director of research and development, research and development manager, r&d project manager, technical department/r&d department/project management department, research and development, testing, backbone PQA, e

3、tccourse backgroundFirst clear in the report to the party 18 innovation-driven development strategy is put forward, the scientific and technological innovation in the core of the national development and global position, the r&d management workers at all levels is undoubtedly the arm! Implement the

4、strategy of innovation driven development, fundamental impetus for deepening the reform of our research and development management system, in the process of the transition, Chinese enterprises have no choice but to develop (Michael porter). The development of Chinese enterprises in new products/serv

5、ices is faced with the following long-term perplexing problems:How to balance the pressures of market competition and the changing needs of customers, and quickly bring the product to market.How to establish a good decision-making system to ensure that new products are eugenics;How to build a real c

6、ustomer-centric, market-oriented r&d organization system to respond quickly to market demands;How to build a system of human resource management that will meet the companys long-term development and define the value orientation of the company.How to work with the marketing, finance, manufacturing, p

7、urchasing and other related functions in the process of product development;How to accumulate the experience of technology and management in the process of product development, and guarantee the success of the company from the system.7. Research and development of resource management will be crying

8、children have milk to eat, a person to do multiple projects resource conflict, the company priority project in each department cant guarantee resources priority, start many projects but always cant listing, why always troubled project review meeting;8.course earnings1, share instructors hundreds of

9、professional experience in r&d management training, help students to clarify their ideas for r&d management2, master the best r&d management patterns and practices in the industry, and summarize how to adapt to the scale of the company to establish the r&d management systemGrasp key elements of r&d

10、management decision-making system, organization system, process system and project management system4, master the new product development process of science and development project management methodTo share the experience and lessons learned in the development and management of r&d management system

11、 in China.syllabus1, the development process and the project management localization analysisThe seven key elements of successful research and development projectsRelationship between product development process and development project managementMake the four prerequisites for the management of r&d

12、projectsThe three major separation of development and development project management: the separation of technology development from product developmentThe three separate ways of managing research and development projects: business decisions are separated from technical reviewsThe three major separat

13、ion of r&d project management: product line and resource line separationWhat are the three criteria for product success? Is there any mention of our project in the book?Basic concepts of project management1) what is the difference between a product and a project?2) the properties of the project3) th

14、e five process teams that develop project management4) the nine areas of knowledge in the management of r&d projectsCase study and analysisDevelopment process and project management organization guarantee: product development organization and teamTypical r&d organization pattern: functional, project

15、, and matrixA typical problem in the development and operation of an organization1) coordination between departments is difficult2) people are not evenly distributed3) design changes are frequent4) the researchers are busy fighting the fireAnalysis of the causes of poor communication:1) functional o

16、rganizational structure?Do you pass the buck?3) how to tear down the heavy departmental walls?4) the construction of culture: three lectures, three not to say.The investment decision committee of the corporationCreate matrix organization structure, operating mode and four implementation conditionsTh

17、e formation of product development teams across departments, role positioning, responsibilities and requirements1) project N2) important role analysis: PM, QA, user experience specialist, order fulfillment.3) the difference between QA and QC4) the quality requirements and training methods of PMRoles

18、 and responsibilities of the role manager in product developmentWhat are the roles of interdepartmental team in your company?The structural process of product developmentDesign Flow for product development process optimizationThe development process requires a structured 11 portentsHow to develop pr

19、ocess optimization: seven steps into a poemHow is the product development process structured: 7-81) hierarchies of structured processes2) examples of industry product development process architecture3) the industrys product development detailed process examples4) examples of product development sub-

20、processes in the industry5) the product development operation instruction, the template, the inspection presentationConsulting case sharing: how to turn product development into something more than a research and development department? - the process solidifies its behaviorConsulting case sharing: b

21、uilding process based on business development project managementResearch: use yellow paper and Workshop to complete a research and development processFourth, develop the project managementDiscussion: the problems that come up at presentWhere is the project building based on? Product planning? Custom

22、er requirements? .Avoid teachers name - project task book - when you project a projectHow is the product package requirement definedDFx of all functionsThe orchestration of the business planHow is the decision made?Focus on four cardinal principles when building a projectMarket viability2) technical

23、 feasibility3) business model - how do you make money?4) risk management: qualitative descriptionCollect and analyze the requirements1) demo: the requirements manual2) establish a full system of requirements gathering3) customer presentation - description of requirements4) $APPEALS5) the KANO model6

24、) the AHP7) decomposition and distribution of requirements5, the quality management of research and development projects (structured review system)Create a four-level structured quality management systemThe meaning of business decisions in product developmentThe role of senior leaders in product dev

25、elopment ( kill the poor, when should they be?)The role of the business decision team and the definition of responsibilitiesThe positioning of business decisions in the development of new products1) 6-8 big business review points2) review elements of each business decision point3) business decision

26、support in product development4) process analysis of business decisionsWhat are the technical reviews of product development?1) the 5-7 technical review points of the new product development process2) how do you set up a Check List for technical reviews so that experience solidifies3) technical revi

27、ew process analysis: QA, PM, system engineer, technical review expert.4) how do you avoid the inefficiency and formality of the review5) examples: the practice of technical reviews of an IT companyPlan management of r&d projectsHow are the planning templates for r&d projects developed?Consulting pro

28、ject demonstrations: the relationship between the planned template and the processCommon problems and solutions in project planning controlThe layered implementation of the project and the hierarchical monitoring5. Monitoring planA) the control point setting principleB) monitor the planC) monitor sc

29、heduleProject control: project reportA) project report typeB) the project reporting mechanismProject control: project meetingA) the type of project meetingB) the meeting agenda and contentProject control: plan change controlA) change control flowB) plan to scroll the refresh9.Project control: state

30、transferProject control: business decision reviewProject control: state transferProject control: business decision reviewProduct planning should be reasonable and rhythmicIn the long run, the top leaders are engaged in what should be doneQuality management: business review, technical reviewPlan moni

31、toring: presentation of PERT, etcPractice: find the critical path, the proper allocation of resourcesThe consulting project demonstration: the management handbook for research and development of a home appliance enterprise7, development project risk managementThe difference between risk and problemQ

32、ualitative analysis of riskAnalyze from two dimensions1) the probability of occurrence2) the influence degree3) risk analysis matrix tablesThe risk management plan templateCreate a risk management knowledge base for r&d process managementHow to successfully implement the optimization of product deve

33、lopment management systemHow to select the three patterns (small improvements, optimizations, changes) that are optimized for the product development and management system based on the actual situation of the enterprise.Analyze the causes of failureKey elements of successful transformationHow do ent

34、erprises implement change managementHow do you deal with the problem of change managementSuccessfully implement the case sharing of management changeslecturerZhang is a senior lecturer at the China training information network (). EMBA, tsinghua university, Shanghai jiaotong university research mana

35、gement course, distinguished experts invited to for a long time in guangdong enterprises association, shenzhen high-tech industry association industry association, etc. Education background and former officers: education background: bachelors degree of xi an jiaotong university, master of management

36、, in 1999, master degree after graduation in huawei & mindray. Former position: project manager, vice manager of r&d management, product manager, etc. Books: influential books on successively participate in research and development management of proofreading and translation work, such as: the PDMA h

37、andbook of new product development, the new product development process management: take the market as the driver (3rd edition) , the new product development tools manual 1 PDMA, new product development toolkit PDMA 2. Work experience: successively in huawei & mindray. Years of research and developm

38、ent of high-tech enterprise product development and management, product management work experience, has served as a project manager, project management deputy manager and product manager position, in the long-term research and development of management practice has accumulated rich experience in tec

39、hnology and management. At a leading domestic telecommunication enterprise (1999.06 2004.01) during work, successively engaged in product development, project management and marketing planning, such as work, and as a group with the international research and development management top consultants in

40、 the research and development and after-sales service system to promote corporate level r&d management change (IPD integrated product development). During the domestic marketing planning department, work with IBM consultants to optimize the MM (market management) system, and be responsible for the i

41、nternal implementation of the enterprise. During the work in a famous medical equipment company (2004.02 2006.04), as a deputy manager of r&d management during a targeted research and development of management combining industry best practices with the company status, fully set up and optimize the product management system. At the same time, he is an internal lecturer, with rich experience in product management. During the period of mindray, as a pr