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时间:2019-03-11
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1、CreatingProjectPlanstoFocusProductDevelopmentbyStevenC.WheelwrightandKimB.ClarkHarvardBusinessReviewReprint92210Withan“aggregateprojectplan,”companiesmapoutandmanageasetCreatingProjectPlanstoFocusbyStevenC.WheelwrightandKimB.ClarkThelong-termcompetitivenessofanymanuf
2、ac-causeithadbelieveditsannualbusinessplanpro-turingcompanydependsultimatelyonthesuccessvidedtheguidancethatthemarketingandengi-ofitsproductdevelopmentcapabilities.Newprod-neeringdepartmentsneededtogenerateandsched-uctdevelopmentholdshopeforimprovingmarketuleprojects
3、.positionandfinancialperformance,creatingnewTogettotherootoftheproblem,thechiefexecu-industrystandardsandnewnichemarkets,andtivefirstaskedseniormanagerstocompilealistofevenrenewingtheorganization.Yetfewdevelop-allthecurrentdevelopmentprojects.Theydiscov-mentprojectsf
4、ullydeliverontheirearlypromises.eredthat30projectswereunderway–farmorethanThefactis,muchcananddoesgowrongduringde-anticipated,and,theysuspected,farmorethanthevelopment.Insomeinstances,poorleadershipororganizationcouldsupport.Furtheranalysisre-theabsenceofessentialski
5、llsistoblame.Butoftenvealedthatthecompanyhadtwotothreetimesproblemsarisefromthewaycompaniesapproachmoredevelopmentworkthanitwascapableofthedevelopmentprocess.Theylackwhatwecallcompletingoveritsthree-yeardevelopmentplan-an“aggregateprojectplan.”ninghorizon.(Seethechar
6、t“PreQuip’sDevelop-Considerthecaseofalargescientificinstru-mentPredicament:OvercommittedResources.”)mentscompanywewillcallPreQuip.Inmid-1989,Withsuchastrainonresources,delayswerein-seniormanagementbecamealarmedaboutarashevitable.Whenaprojectranintotrouble,engineersof
7、lateproductdevelopmentprojects.ForsomeStevenC.WheelwrightandKimB.Clarkarebothprofes-months,thedevelopmentbudgethadbeenrisingsorsofbusinessadministrationattheHarvardBusinessevenasthenumberofcompletedprojectsdeclined.School,wheretheyteachtechnologyandoperationsmanageme
8、nt.Thisarticleistakenfromtheirbook,Rev-AndmanyoftheprojectsinthedevelopmentolutionizingProductDevelopment:QuantumLeapsinpipelinenol
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