物联网是新一代信息技术的重要组成部分，是继计算机、互联网之后第三次 席卷全球的信息技术革命。随着中国政府的大力支持和国家政策的正确引导，以 及我国物联网产业链上下游企业的共同努力，在供给侧和需求侧的双重推动下， 加之人工智能、边缘计算、区块链等新技术与信息技术的深度结合，物联网迎来 了跨界融合、集成创新和规模化发展的新阶段。技术的更新迭代，带来需求的全 面升级，各行各业正面临着深刻的变化。特别是电力领域，毫无疑问是这其中受 影响最大的行业之一。面对重大的发展机遇，众多大型企业与科创公司正在积极 进入该行业，生态构建和产业布局也加快展开，并已经逐渐形成物联网在电力行 业推广应用的全新局面。 在此关键时期，电力行业内的传统企业如果不尽快转变思路，跟上新技术的 发展步伐，加快对新产品的上市速度，就会在新的市场变化中逐渐落后甚至被竞 争对手淘汰。受此影响，行业内越来越多的公司已经意识到研发能力建设的重要 性，企业的研发投入都在逐年增加。但随着新产品和新技术越来越多，研发的难 度也越来越大，现有产品研发管理面临着极大挑战。从目前整体情况来看，该行 业内的产品研发管理水平普遍不高，难以适应外部环境变化后市场竞争加剧和技 术进步加快带来的紧迫形势。特别是在企业资源有限的前提下，需要结合自身的 实际情况、所处的外部市场环境和公司的战略目标来实施适合的产品研发管理改 进，并达到满足客户需求、缩短开发周期、减少物料成本、节省研发费用、提高 产品质量，实现加强企业竞争实力的目的。 本文的研究对象 W 公司在面对技术更新迭代加快、行业竞争日趋激烈的情 况下，产品研发管理工作并没有跟上外部市场环境变化的步伐，现有的管理方式 已经暴露出一些问题：公司产品战略不清晰、产品组合管理不到位、研发组织结 构不合理、产品开发流程不规范、产品需求管理不全面。这些问题不仅导致公司 产品利润率下滑，而且销售额也同比下降。为找出合适的改进方案，笔者通过对 门径管理系统（SGS）、产品及周期优化法（PACE）、集成产品开发（IPD）、精益 产品开发（LPD）四种主流的产品研发管理的理论进行研究，梳理出这些产品研 发管理的知识体系并进行了对比分析，再结合 W 公司的实际情况作出基于 IPD 理论进行产品研发管理改进设计的决定。 之后通过对 W 公司产品研发管理的现状与问题进行调查研究。结合公司所 处的外部市场环境和存在的产品研发管理问题进行深入分析，归纳总结出当前现 状的应对策略。同时运用集成产品开发（IPD）的理论和方法，分别从产品战略II 管理、产品组合管理、研发组织结构、产品开发流程、产品需求管理五个维度展 开论述，并提出相对应的改进设计方案：建立产品战略管理的职能和流程；引入 产品组合管理并实施动态平衡策略；组建横向跨部门团队和加强项目经理职责； 设计结构化端到端的产品开发流程；构建产品需求管理流程和产品需求变更管理。 此外，又提出先小范围试点，优化调整后再从局部向整体有序推进的分步骤、分 阶段实施的策略，并从争取公司高层的支持、对方案进行项目管理、动员各部门 全程参与、营造良好的组织文化、促进知识和信息共享五个方面阐述保障改进方 案成功实施的措施。最后，采用可量化的指标和可定性的分析对改进方案可取得 的预期成效进行评估。希望能够帮助 W 公司解决目前在产品研发过程中存在的 这些管理问题，进一步提升公司的产品研发能力及研发管理水平，最终达到加强 企业自身竞争实力的目的，同时也希望能够为国内同行企业提供一些借鉴。 关键词：集成产品开发；产品管理；研发管理III ABSTRACT The Internet of Things is an important part of the new generation of information technology and the third information technology revolution that has swept the world after computers and the Internet. With the strong support of the Chinese government and the correct guidance of national policies, as well as the joint efforts of upstream and downstream enterprises in China's IoT industry chain, under the dual promotion of the supply side and the demand side, coupled with new artificial intelligence, edge computing, blockchain and other With the deep integration of technology and information technology, the Internet of Things has ushered in a new stage of cross- border integration, integrated innovation and large-scale development. The updating and iteration of technology has brought about a comprehensive upgrade of demand, and all walks of life are facing profound changes. The power industry in particular is undoubtedly one of the most affected industries. Facing major development opportunities, many large enterprises and science and technology companies are actively entering the industry, ecological construction and industrial layout are also accelerating, and a new situation of the promotion and application of the Internet of Things in the power industry has gradually formed. In this critical period, if traditional enterprises in the power industry do not change their thinking as soon as possible, keep up with the pace of development of new technologies, and speed up the time to market for new products, they will gradually lag or even be eliminated by competitors in the new market changes. Affected by this, more and more companies in the industry have realized the importance of building R & D (Research and Development) capabilities, and their R & D investment is increasing year by year. However, with the increasing number of new products and technologies, the difficulty of R & D is also increasing, and the existing Product R & D management is facing great challenges. Judging from the current overall situation, the Product R & D management level in this industry is generally not high, and it is difficult to adapt to the urgent situation brought about by the intensified market competition and accelerated technological progress after the external environment changes. Especially under the premise of limited enterprise resources, it is necessary to implement appropriate Product R & D management improvements in accordance with its own actual situation, its external environment andthecompany’s strategic goals, andto meet customerneeds, shorten development cycles, reduce material costs, Save research and developmentIV costs, improve product quality, and achieve the purpose of strengthening the competitiveness of enterprises. The research object of this article is that in the face of accelerated technological update iterations and increasingly fierce industry competition, Product R&D management has not kept pace with changes in the external market environment. The existing product development management methods have exposed some problems: the strategy of company products is unclear, the product portfolio management is not in place, the R & D organization structure is unreasonable, the product development process is not standardized, and the product demand management is not comprehensive. These problems not only led to a decline in the company's product profitability, but sales also fell year-on-year. In order to find a suitable improvement plan, the author conducts research on four mainstream Product R & D management theories of the Stage-Gate System, Product And Cycle-time Excellence, Integrated Product Development, and Lean Product Development, Combed out the knowledge system of these Product R & D management and made a comparative analysis, and then combined with the actual situation of W company to make a decision to improve the design of Product R & D management based on Integrated Product Development theory. Afterwards, through the investigation and research on the current situation and problems of W company's product development management. Combined with the company's external market environment and product R&D management issues for in- depth analysis, summarized the current status of the response strategy. At the same time, the theories and methods of integrated product development (IPD) are used to discuss the five dimensions of product strategy management, product portfolio management, R&D organization structure, product development process, and product demand management, and propose corresponding improvement design plans: establishment Functions and processes of product strategic management; introducing product portfolio management and implementing dynamic balancing strategies; forming horizontal cross-departmental teams and strengthening project manager responsibilities; designing structured end-to-end product development processes; building product requirements management processes and product requirements change management. In addition, it also proposed a small-scale pilot, optimize