Book Name: R&D Management Breakthrough
Book No.: 978-7-111-56007-4
Publication Date: April 2017
Opening: B5
Pages: 252 pages
Word Count: 282,000 words
Pricing: 49.00 yuan
Description:
In dozens of companies successfully implemented the R & D process reorganization of the basis of the actual combat, this book for the first time the integration of the formation of a universally applicable R & D management system structure, can help companies break through the R & D dilemma.
This book analyzes and summarizes how to apply ISO9001, CMMI, PMBOK, SGS, PACE, and other R&D management methods, as well as the limitations of these methods; analyzes and discusses each element of R&D management and its interrelationships from the four perspectives of project management, resource management, strategic management, and R&D management change; and discusses the characteristics of the industry, the size of the R&D team, the level of management maturity, the corporate culture, and the impact on the company's business. It also discusses the influence of industry characteristics, R&D team size, management maturity level, and corporate culture on R&D management mode; and proposes methods and strategies for R&D management improvement in a diverse environment.
The cases are all from practice, with additional high level case studies, which can effectively improve readers' ability to analyze and solve R&D management problems.
This book is suitable for industries that need R&D management breakthroughs and innovations, for R&D teams of all sizes, and for executives of science and technology-based enterprises, R&D management personnel, quality management personnel, management consultants, and product data management implementers.
Book in Print Cataloging-in-Publication (CIP) data
R&D Management Breakthrough / by Wang Libing. -Beijing: Machinery Industry Press, 2017.2
ISBN 978-7-111-56007-4
Ⅰ. ①Research... Ⅱ. ①Wang... Ⅲ. ①Enterprise-Technology Development-Research-China
Ⅳ. ①F279.23
Chinese Version Library CIP Data Nucleus (2017) No. 027068
Tagline:
Where exactly is the low-risk path to successful R&D change?
Comprehensively reveals the evolutionary law of R&D management change, and elaborates on the way to improve R&D generation rate based on actual combat!
Zheng Bao, Vice President and Chief Scientist of Huawei, recommends this book!
The editor's recommendation is that the book is a must-read for business executives!
Editor's Pick:
Enterprises should not die because of the refusal of R&D management change, this book provides a low-risk path to successful R&D change. The universal R&D architecture breaks the common R&D dilemmas in current organizations and improves R&D management effectiveness.
The author himself says in the introduction that the book is "still not complete, not perfect", and I couldn't agree with him more. I agree with him. His book is indeed under-written, because after I turned it over, I realized that there are more than 300,000 words, and quite a lot of them are about strategy. Strategy is the way, the pursuit of the enterprise to develop advantages, to fight for the initiative, to win, the success of the strategy can only be inferred based on the law of probability, but in the strategic game, which I am most concerned about, this book is very little involved.
It's not perfect, but I do have to say that it's a recommended book. From strategy formulation to strategy implementation, it is indeed quite precise and rigorous, and it is an excellent book to talk about R&D management.
First, this is a book of inheritance
The innovation of standing on the shoulders of giants is always inseparably related to the hard learning and inheritance of the achievements of the predecessors. The charm of this book lies in the fact that it has gathered the R&D management wisdom of the predecessors as much as possible. If this book is an edifice, then the predecessors have already created a lot of different shapes and functions of the basic components, which are the crystallization of the wisdom and practice of countless people. But the author is not a mechanical inheritance, but the integration, but also distinctly echoed the changes and requirements of the times, with their own observations, from the practice of these components of the use and limitations of the evaluation and inheritance, so that the book's innovation is not blindly new, but built on the heritage of the heavy above the need for the development of the times.
At present, the field of R&D management is still a knowledge- and human-intensive model, and there is still a considerable distance from automation and intelligent management methods. Information technology and its application in various industries has developed to the present day, how to meet the customer differentiation, fast, safe, reliable, low-cost delivery requirements, the traditional methods of R & D management is facing a huge challenge. As stated in this book, the traditional methods are not invalid, what is needed is to face the inheritance and development under the modern informatization conditions. This development is not only reflected in the informatization system, but also in the new process model and collaboration model that are compatible with the informatization conditions. On the basis of traditional R&D management methods, this book summarizes and improves them well with modern informatization conditions, and innovates in some aspects, thus forming a set of methods called ePACE. In addition, in the depth and breadth of the combination of R&D process and informationization, this book has reached an unprecedented height.
Second, this is a book full of practical rationality
Theory is always gray, and "life" of the tree is evergreen, the theory of the stem can only be close to the soil of experience in order to bear the fruit of victory. The author of 600,000 kilometers of R & D management consulting and training experience to write this book does have a strong "local" color, which is another charm of this book. One step away from experience, one company's best practices can be transformed into fallacies in another organization. R & D management theory should not become a binding spell of new ideas, can not be the practice of R & D management activities to make all the specific provisions, but only a learning and study, everything depends on the actual situation, this book provides these ideas, principles, methods, and even some ready to go tools.
Recommended Sequence R&D Management Breakthroughs Corporate ecological diversity is first and foremost reflected in the industry to which the company belongs. This book discusses the characteristics of the aerospace, aviation, military, automotive, rail transportation, medical devices, pharmaceuticals, machinery and equipment, integrated circuits, communications, home appliances, materials and components, chemical industry, and software. Corporate ecological diversity is secondly also reflected in the mission, size, position in the corporate ecosystem, technological capabilities, talent, culture, level of management base, and social and environmental conditions. There is certainly **** between them, but it is the understanding of individuality that is most important. This book focuses on the individual requirements for R&D management improvement under the conditions of corporate ecological diversity, observing not only the cases of excellent companies in the industry at the top of the corporate value chain, but also discussing the cases of a much larger number of small and medium-sized enterprises (SMEs); and not only discussing successful cases, but also discussing failed cases. Both positive and negative cases are good teachers, and perhaps the negative cases are more alarming, while the cases in the specific environment of corporate ecological diversity are sometimes more valuable than all the vague theories. This book presents a colorful corporate ecological diversity of the real face, all kinds of enterprises can gain from this book, can each beauty, beauty of beauty, beauty and ****.
Third, this is a book about the theory of stage improvement
Knowing that you can fight and not can win. To a large extent, R&D management is the intersection of engineering science and humanities. Management models are decisions made by managers based on experience (judgment), facts, and management principles. Therefore, when carrying out R&D project management, one should contact the reality, think diligently, plan carefully, practice courageously and summarize in time. Stage Improvement Theory converts gray-scale management, which is difficult to control, into relatively simple black-and-white management. Stage theory is not the first to be presented in this book, the most famous of which is CMMI.
CMMI's stage theory is known as the maturity model, which is highly generalized and standardized, so much so that it can be used as a criterion for evaluating management maturity. The reality, however, is that all roads lead to Rome, and the path to improvement is not necessarily the same, and very few companies follow the CMMI maturity model's framework to implement improvements in a disciplined manner. This book focuses on the actual improvement needs of R&D effectiveness, and does not care whether it becomes an assessment criterion or not. Therefore, it is more practical, relaxed, and empirical, and can give more practical guidance and easy to apply to the actual needs of R&D management improvement. This book's phase improvement theory not only includes five phases: experience management, functional management, project management, integrated project management, and development chain management, but is also more detailed into each technical management area, making it more user-friendly. This book will help companies prevent conservative na?veté and radical na?veté, and take less of a detour on the road to improving R&D effectiveness.
Zheng Baoyu
Senior Vice President and Chief Scientist, Huawei Technologies Co.
Celebrity Recommendation:
Starting from the actual problems faced, this book analyzes the experience and theories of the predecessors, and combines a set of effective R&D management theories with the R&D management practices of many enterprises. The language of this book is in-depth and easy to understand, and it is very worthwhile for R&D managers to learn and learn from it.
Former Executive Vice President of Shenzhen Myriad Biomedical Electronics Co. From the author's many years of practice, accumulation and understanding, is the integration of various types of Chinese enterprises R & D management development summarized in a good book. The common problems, solutions, cases, templates, and evaluation elements in the book reflect a strong vitality and value in the practice of upgrading the R&D management system of my company.
Wang Torch, Deputy General Manager, Ruiji Surgical Instruments (China) Co., Ltd
This is a good book on R&D management, which is full of knowledge and action, and originates from the author's many years of R&D management training and R&D management consulting practice in dozens of enterprises. Many people realize the importance of R&D management, but how to land on the ground but can not start, this book has a high level of theory, but also has a strong practical.
Chen Wanling, General Manager of Wuhan Kaimu Information Technology Co.
"A stitch in time saves nine" is the most appropriate comment I can give to Mr. Wang Libing. From the summarizer of Meirui, Huawei and other industries to the present enterprise mentor, his understanding of modern enterprise supply chain and R&D management has reached a very high level. At the same time, his understanding of human nature is also very profound, and very executive!
Huang He, General Manager of Jiaxing Kaiser Biotechnology Co.
As the wave of technology continues to surge, the R&D management dilemma remains: delayed schedule, unstable quality, high cost, and waste of resources. The author combines his ten years of consulting experience to distill eight cases of diversity significance for R & D management to show the warning, pointing the way, from the creation of the R & D management structure model in the era of information technology - ePACE model, to the smallest design control and other steps in the operation of the guidance, it is worth every R & D management personnel to read carefully, and to be put to good use!
Zhu Jialin, Deputy General Manager of Shijiazhuang Tonghe Electronics Co., Ltd.
The powerful practical theories and rich case studies in this book point out the direction of breakthrough for managers who are y trapped in the R&D management dilemma, which fully reflects the author's many years of experience in R&D management training and dozens of practical experience in the enterprise, and is suitable for managers at all levels of scientific and technological companies to learn, practice, and apply in their work.
Leng Shengxiang, General Manager of Beijing Century Orient National Railway Technology Co.
1.1 Theoretical prism of R&D management
1.1 A concise basic management framework - ISO9000 family of standards
1.2 A refined R&D management process model - CMMI
1.3 Generalized project management methodology - PMBOK
1.4 The classic book of doorway management system - the new R & D process system management
1.5 The whole picture without being obsessed with detail
1.6 Masterpiece of the R&D Productivity Era -- Next Generation Product Development
1.7 R&D Management System in the Informationization Era --ePACE model
1.8 Summary
2 Strengthening the Foundation - Defining the Structure of Product Development
2.1 Focusing on the Customer - -Creating Value Chain and Development Chain
2.2 Appropriate Complexity and Simplicity - Beware of Two Tendencies of Poorly Structured Product Development
2.3 Structuring to Lay the Foundation of Development Management - Product Development The Hierarchy of Product Development Processes
2.4 The Application of Product Development Structures and Their Evolution
2.5 How to Write and How to Do It - The Criteria for an Excellent R&D Process System
2.6 Guidelines for Advancement
3 Product Development Structures
3 The Roots of Product Development Management - R&D Quality Management
3.1 The Essence of R&D Quality Management - Design Control
3.2 Product Development Must be Developed for Production- -Design Conversion
3.3 Change is the Same as Change - Change Control
3.4 Writing Documentation is Design - Technical Documentation Control
3.5 Total Quality Management
3.5 R&D Quality Management<
3.6 Advanced Guidelines
4 Low Cost is Core Competitiveness - R&D Cost Management
4.1 Shaking off the Accounts - Product Development Life Cycle Cost Management
4.2 Integration of R&D Process System with the R & D process system into one -- planning R & D cost management system
4.3 Skin will not survive, hair will be attached to it -- R & D cost management must be combined with R & D project management
4.4 Key Processes --Financial Accounting
4.5 Key Process -- Product Development
4.6 Advanced Guidelines
5 Systematic Approach to Preventing Problems Before They Happen
5 Systematic Approach to Preventing Problems Before They Happen
5 Risk Management -Risk Management
5.1 Solving the Danger of Eggs - Understanding the Meaning of Risk Management
5.2 Planning for a Rainy Day - The Risk Management Process
5.3 Advanced Guidelines
6 Pre-planning
6 Pre-planning is a good thing
6.1 The right thing to do - the development life cycle model and its application
6.2 Keeping the scriptures and reaching for the right thing - the project management process
6.2 The right thing to do -Project Management Process
6.3 Advanced Guidelines
7 Keys to Efficient Project Operations - Project Core Team Approach
7.1 Pain is No Good - Functional and Hierarchical Barriers
7.2 Passing is Not Painful - The Project Core Team Approach
7.3 Technology Transforms Communication - From Project Core Teams to Project Networked Teams
7.4 Advanced Guidelines
8 Improving Resource Utilization - Resource Management
8.1 The Determining Factor is People - Resource Utilization and its Resource Management Model
8.2 Effective Regulation of Resources - -Resource-Based Pipeline Management
8.3 Advanced Guidelines
9 The Ground Is Not Strong - Materials Management
9.1 Chopping and Chopping - The Trouble with Materials<
9.2 Optimization of Material Life Cycle - Material Selection
9.3 Prevention at the Source - Material Introduction Control
9.4 Continuous Optimization - Maintenance of Material System
9.5 Maintenance of Material Management System
9.6 Material Management System - Material Management System - Material Selection -Maintenance of Material System
9.5 A Nine-Foot Platform Begins with a Foundation - Establishment of Material Preferred List (PPL)
9.6 Make a Decision When a Decision is Made - Organization and Decision-Making Mechanisms for Material Certification
9.5 The Material Preferred List (PPL) is the most important tool for the material certification process.
9.7 Advanced Guidelines
10 The Key to Core Competitiveness--Technology Management
10.1 The Difference between Technology Development and Product and Platform Development
10.2 Technology Determines the Future Technology Determines the Future - Technology Planning and Development
10.3 Universality in Specificity - Product Platform Planning and Development
10.4 Matching the Breadth and Depth of Technology - The Organization of Technology Management
10.5 The Key to Competitiveness of Technology Management
10.5 Advanced Guidelines
11 Decision Over Effort - Product Strategy Management
11.1 What to Do Is More Important Than How to Do It - The Product Strategy and its unfolding
11.2 From Strategy to Execution - The Process Structure of Product Strategy Management
11.3 Where Strategy Management Ends - Stage Review
11.4 Advanced Guidelines
12 Ghostly craftsmanship casting sharp tools -- information technology construction
12.1 Work to do a good job must first make good use of the tools -- the application of development tools
12.2 The basic framework of collaborative development -- the basic functions of the mainstream PLM. -Basic Functions of Mainstream PLM
12.3 Integration of Advanced Project Management Information - Building Development Chain DCM
12.4 Avoiding the Pitfalls of Informatization Facility Construction
12.5 Advancement Guidelines
13 Breaking Out of the Dilemma --R&D Change Management
13.1 Never Mess Up What Can Succeed -- Beware of the Pitfalls of Failed R&D Management Changes
13.2 All Roads Lead to Rome -- The -Diversity in Corporate Ecology
13.3 From the Kingdom of Necessity to the Kingdom of Freedom - Gradual Development from the Lower to the Higher Stages
13.4 Creating the Conditions for Comprehensive and Coordinated Continuous Improvement- -Strategic Management of R&D Management Change
13.5 Integration and Consideration-Project Management of R&D Management Change
13.6 Valuable Implementation-Introduction of New R&D Management System
13.7 Summary
References