然而在资源有限的情况下,银行必须有选择地进行产品和项目的研发,因此如何合理、
有效地选择研发项目组合,使其能够在符合银行战略的同时,达到项目组合的价值最大
化和效果平衡,是许多银行面临的实际问题。

本文以IT研发项目作为主要研究对象,结合项目组合相关理论,提出了以工厂化
研发作为衔接项目组合与行内战略的要素,探讨并设计了基于产品线的研发项目组合管
理框架流程。本文重点分析了基于工厂化研发的IT研发项目特点及其组合影响因素,
提出了从研发风险、资源需求、收益回报三个方面考虑项目组合问题;同时本文将基于
产品线的研发项目划分为平台类、预研类、应用类、衍生类四个类别,并针对这四类项
目构建了适合A银行的研发体系。最后本文以笔者所在的银行为例,运用案例的形式
展示上述组合管理框架流程的应用过程,并对该框架流程的实用价值进行了验证和评
价。

关键词:IT研发项目;项目组合管理
ABSTRACT
Project Portfolio Management is regarded as one important component of enterprise
business strategies. Banks of China develop new types of products continuously around its
product strategy to win customers, explore market and gain profit. However, constrained by
limited resources. Banks of China have to develop R&D projects selectively. Therefore,
many banks are facing with a practical problem that how to make a reasonable choice
effectively on IT project portfolio in order to keep a balance between maximizing the value
and the effect of the project according to bank's strategies.
Based on relevant theory of project portfolio, with IT R&D project as research object,
this paper points out that product line is the critical link between project portfolio and
business strategy, and then designs an IT R&D project portfolio process based on product
line. This paper analyzes the characteristics of product line—based R&D project and its
combination's influence factors,and then proposes that the R&D project portfolio should be
considered in the aspects of risks, benefits and resources. In addition,the product line-based
R&D projects are divided into four categories, based on which an evaluation index system is
established separately.
Finally, the whole process is shown by case, and the practical value of the process is
verified and evaluated.
Key words: IT R&D Project; Project Portfolio Management