软件产业是典型的知识密集型产业,是信息社会的核心产业,是国民经济和
社会发展的倍增器”。随着“十三五”规划的不断推进,软件产业迎来了新的发展
机遇,技术日新月异,创新能力和应用服务能力显著提升。由于软件产品的规模
越来越大,作坊式的开发方式己经不能满足软件企业多项目并发、设计时间紧、
技术含量高的需求,项目团队式生产的优势愈发明显,如何站在项目团队生命周
期的角度对企业、项目、资源实施科学的管理,如何管理一个高效、协调的团队,
如何将个体以及团队的知识进行共享,创新成企业的知识,使得企业核心竞争力
进一步得到提升,推进企业发展的规模化、规范化、国际化,是当前中国软件业
面临的重大挑战
L公司是一家典型的IT服务企业,当出现一个项目时,抽调企业的行政部门、
业务部门、对外部门等相关人员,组建新团队进行项目运作是必然选择,如何管
理项目团队,使得每个员工意识到团队的重要性,构建知识型团队,发挥知识型
员工的最大效用,使得个人知识扎根团队知识,升华为企业知识,进而提高企业
核心竞争力,使得企业在市场竞争潮流中,不断激流勇进
本文作者着眼于项目团队管理理论、项目团队生命周期理论、知识管理理论
等,运用文献研宄法、比较研宄法、案例分析法、问卷调查分析法、深度访谈法,
从项目团队组织结构、人员选聘、团队成员沟通、团队知识管理、学习与培训、
绩效考核与激励等方面分析了 L公司项目团队管理的现状及问题,并分析了华为
1 山东大学硕士学位论文
公司、IBM的项目团队管理中的特点,提出了改进措施,对于进一步提高L公司
项目团队管理水平,提升管理效率,获得竞争优势,提高L公司的国际竞争力等
均具有深远的意义,具有较强的实践价值
关键词:项目团队生命周期;项目团队管理;知识管理;团队沟通山东大学硕士学位论文
ABSTRACT
With the progress of society, the integration of Chinese and Western management
thoughts and theories, the organization^ form of Chinese enterprises changes
accordingly, began to show the trend of network, flat, the realization of the enterprise
project also gradually by a single department activity seems to multi-sectoral
cooperation, from simple to complicated, increasingly highlight the importance of team.
In order to meet customers1 various needs, enterprises need to play to the advantages of
team collaboration, collection and distribution of various professional and special staff
to work together, give full play to their strengths, to achieve the collision of ideas
between employees, knowledge sharing. In order to cater to the needs of enterprise
management, how to establish project team, how to arouse the enthusiasm of team
members, and build a sttong cohesion and combat effectiveness of the team, has
become the focxxs in the study of international scholars.
The software industry is a typical knowledge-intensive industry, With the
Thirteen Five plan continues to advance, the software industry ushered in the new
development opportunities and technology changes with each passing day,innovation
ability and application service ability significantly increased. As the scale of software
products is growing, the Workshop-style development cannot satisfy the demand of
project concurrent, design time and high technical content of Software companies, the
advantages of project team-based production become increasingly apparent. How to
implement scientific management for enterprise, projects, resources, how to build an
efficient management, coordination of the team, how will the individual and team
knowledge sharing and innovation into the enterprise knowledge, which further enhance
the core competitiveness of enterprises, promote the development of enterprise scale,
standardization,internationalization,is a major challenge facing tiie current Chinese
software industry.
L company was originally a computer manufacturer to provide accessories based
trade companies, now its business is based on IT services, as and IT service enterprise,
when a project show up,the enterprise’s human resources department,sales department,
3 山东大学硕士学位论文
development department,and so on need to form a new project team,in the process of
project operation will inevitably produce fiiction, how to form a team, management
team, allows each employee to realize the importance of team, build the knowledge
team, play the maximum utility of the knowledge
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