随着全球化发展，汽车市场竞争日趋激烈，促使汽车整车企业和零部件生产 制造企业不断扩大新产品开发投入，增加新产品开发种类，并加快新产品开发速 度，同时开发多个项目已成为汽车整车企业和零部件生产制造企业的重要任务。 当一个公司同时开展多个项目，很可能会存在多项目人力资源配置不合理的问题， 如多个项目争夺企业优秀人力资源、项目组成员工作能力与项目复杂程度不匹配 等、项目组成员工作积极性不高，进而导致项目进度、质量、成本风险增加、企 业人才流动率过高。 本课题基于国内外多项目管理理论和成果，对B企业多个新产品开发项目中 的人力资源配置问题进行分析和研究。首先对B公司多项目管理中存在的问题进 行分析，找到问题根源，了解国内外研究现状和相关理论、方法、工具。然后建 立公司项目优先级评价体系和员工岗位分类、分级体系，并对公司现有项目评级 和现有员工分类、分级。最后建立多项目总人力成本模型，结合现有项目优先级 和现有员工分类、分级数据，使用LINGO软件，得出理论结果。 将理论结果和实际总人力成本对比分析，发现理论结果能为B公司降低项目 人力资源成本，为现有项目合理配置人员。B公司开展项目优先级评价和人员岗 位分类、分级以及使用总人力成本模型配置人力资源后，项目各项考核指标均得 到改进。 关键词：多项目,项目优先级,员工岗位分类分级,多项目总人力成本模型 昆明理工大学专业学位硕士学位论文 B公司多项目人力资源配置研究 II ABSTRACT With the development of globalization, the competition in the automobile market become more and more severe. The automobile enterprises and parts manufacturing enterprises are urged to continuously expand the investment in new product development, increase the types of new product development, and speed up the development of research. It can be seen that multiple projects developments at the same time have become an important task for automobile enterprises and parts manufacturing enterprises. When a company develops multiple projects at the same time, there might be problems, like internal multiple projects compete for excellent human resources in the enterprise, mismatching between the working ability of project team members and the complexity of the project, low enthusiasm of project team members, risks about project progress, quality and cost, as well as high turnover rate. How to allocate human resources efficiently and reasonably in the limited resource environment is an urgent problem for many enterprises. Based on the theory and achievements of multi project management at home and abroad, this paper analyzes and studies the human resource configuration of multi project management in company B. First of all, it analyzes current problems about multi project management in company B, then establish project priority evaluation system and employee classification and grading system to prioritize existing projects and classifying, grading existing employees. Finally, set up the total labor cost model of multiple projects and obtain the theoretical results with the existing project priority and existing employee classification data through LINGO software. By comparing the theoretical results with the actual total labor cost, it is found that the theoretical results can reduce project labor cost in company B and allocate personnel reasonably for the existing projects. Finally, summarizes the improvement of project indicators after carrying out project priority evaluation, personnel post classification, the mutlti project total labor cost model.