摘要
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摘要
随着新科技和信息技术的发展，市场、资本、技术等生产要素已经突破时间
和空间的障碍、打破国界的壁垒，实现了在全球的范围内进行资源优化组合和配
置的过程。在经济全球化的驱使下，信息技术是企业提高竞争优势的重要手段，
企业信息化水平直接影响到企业在市场竞争中的优势地位。信息技术的应用重构
了传统企业的经营模式和组织管理，是企业的发展必不可少的重要部分。本文主
要研究企业在企业架构 EA 的牵引下实施信息化过程中的最佳实践方法，并以一家
机械制造业龙头公司——W 公司作为研究对象

W 公司创建于建国初期，经过多年的发展，已经成为中国综合实力最强的制
造集团之一，分公司遍及欧洲、北美、东南亚等地区，在国内多个省市设立了全
资或控股子公司，是一家跨领域、跨行业经营的国际化集团公司。作为一个国际
化集团公司，W 公司目前面临着全球化研发，跨区域生产组装，国际化市场配套
销售等诸多问题的挑战。多年来使用的旧版本的产品生命周期管理软件已经不能
匹配 W 公司的发展速度，建设全新的产品生命周期管理平台的需求迫在眉睫。在
过去的信息化建设中，由于缺乏统一的规划，每一个系统只被部署在各自的部门，
形成了一个个互不兼容的信息孤岛，从整个公司来看，在整个业务链上也出现了
许多重复建设的情况，都严重的影响了业务的高效流转，降低了企业的竞争实力

本文的研究内容主要包括：（1）介绍企业架构、KPI 体系和产品生命周期管
理的相关理论和国内外研究成果进行阐述；（2）针对 W 公司的具体情况，根据
理论指导分析和设计整个产品生命周期平台的系统蓝图；（3）根据系统蓝图设计，
研究 W 公司新产品周期管理平台的实施建设过程，并分析实施过程中产生的问题
和研究的优势劣势

通过本文的研究可以使 W 公司累积企业架构和 KPI体系引导系统开发的方法
积累学习经验，为其他有相似困扰和需求的公司提供最佳实践和理论引导

关键词：企业架构， KPI 体系，产品生命周期管理平台ABSTRACT
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ABSTRACT
With the development of information technology, the production factors such as
market, capital and technical monopoly have broken through the barriers of time and
space, and realizing the process of optimizing the allocation of resources in the global
world. Driven by the economic globalization, information technology became an
important means to improve the competitive advantage of enterprises, the
informatization level of enterprise directly affect the dominant position in the market
competition. Nowadays, the application of information technology which reconstructed
the traditional business model and organization, is an important part of the of
enterprises. This paper mainly studies the best practice of implementing the
informatization process under the roadmap of the Enterprise Architecture, and takes a
leading manufacturer of machinery manufacturing company W company as the research
object.
W company was founded over 70 years, after a long time of development, it has
become China&39;s one of the most comprehensive strength manufacturing group. The
branch offices located in Europe, North America, Southeast Asia and other regions of
China. In many domestic provinces and cities, it set up wholly-owned or holding
subsidiaries. It comes out a cross-sectoral, cross-industry business international group.
As an international group company, W company is currently facing the challenge of
global R & D, cross-regional production and assembly, international market supporting
sales and many other issues. The existing version of the PLM software that has been
used for years has failed to match the pace of development of W, thus the demand for
building a new product lifecycle management platform is imminent. In the past
information construction, due to the lack of unified planning, each system deployed by
their respective departments resulted in forming a mutual information isolated island; in
the whole company, the entire business chain also appeared many of the repeated
construction of systems, have seriously affected the efficient flow of business, and
reducing the competitiveness of enterprises.
The main contents of this paper are as follows:
(1) Introduce the relevant theories of enterprise architecture, KPI system and
product life cycle management and the newest research results.ABSTRACT
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(2) Analyze and design the whole product per the specific situation of W Company
(3) Per the blueprint design of the system, the implementation process of the new
PLM platform of W company, and the problems arising from the implementation
process and the advantages/disadvantages of the research are analyzed.
Through this study, we can accumulate learning experience about enterprise
architecture and KPI system guidance system development, and provide best practice
and theoretical guidance for other companies with similar problems and needs.
Keywords: Enterprise Architecture, KPI system, Product Lifecycle Management目录
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目录
第一章 引言.........1
1.1 研究的背景......... 1
1.2 研究的意义......... 1
1.2.1 研究的理论意义 .. 1
1.2.2 研究的实际意义 .. 2
1.3 国内外研究现状. 2
1.4 研究内容. 3
1.5 研究方法及技术路线..... 4
1.5.1 研究的方法 .......... 4
1.5.2 研究的思路 .......... 4
第二章 W 公司产品全生命周期管理平台现状分析 ....6
2.1 基本概念阐述..... 6
2.1.1 基于流程的 IT 规划 ........ 6
2.1.2 业务运营 KPI 体系搭建.. 8
2.1.3 产品全生命周期管理平台概述 .. 8
2.2 W 公司产品全生命周期管理平台实施背景..... 9
2.3 W 公司产品管理平台业务现状11
第三章 W 公司产品全生命周期管理平台设计 ..........14
3.1 W 公司产品全生命周期管理平台设计思路... 14
3.2 W 公司产品全生命周期管理平台具体制定过程....... 16
3.2.1 产品全生命周期管理平台业务运营能力框架设计 .... 16
3.2.2 产品全生命周期管理平台业务运营能力评估模型设计 ........ 18
3.2.3 产品全生命周期管理平台业务现状调研 ........ 20
3.2.4 产品全生命周期管理平台目标导出 .... 25
3.2.5 产品全生命周期管理平台实施路线制定 ........ 25
第四章 W 公司产品全生命周期管理平台实施 ..........31
4.1 W 公司产品全生命周期管理平台的实施保障........... 31
4.1.1 运营 KPI 搭建方法....
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