R&D Department Management

“Our age is an age of knowledge economy, its core is the fundamental changes that occur to the way human creates wealth and becomes rich. With the progress of the age, in particular the conceptual changes brought by information network, people’s creativity has been greatly emancipated. Under these circumstances, creating wealth is mainly by means of knowledge and management, i.e. human factors are primary.”
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    Summary of some personnel’s future work arrangement allows to figure out resource bottle neck and optimize resource configuration
  • Automatic summary of use state of departmental resources allows to predict the availability of resources in the future
  • Battle and farming are identically important. Departments should carry out constructive works and regularize management
  • Department managers should not ask only others to do work, they need also to closely trace department personnel’s performances in projects and provide timely guides
  • Three buttons allow to fully master all affairs (tasks, documents, issues, resources, etc.) of department personnel
  • Automatic summary of department personnel’s objective performance data supports quantitative performance evaluation of R&D
  • Departmental virtual office provides a common network platform where department personnel can exchange ideas and share sentiments of life
  • Flexible definition of department management flow achieve electronic business of R&D department
“Resources will be exhausted, only cultures continue endlessly. Cultures here include not only knowledge, technologies, management, sentiment, …but all intangible factors that promote R&D of productive forces. It is human that develops policies, and conscientious, responsible and well-managed employees are the Company’s best wealth.”
“In knowledge economy ages, fundamental changes have occurred to the way enterprises survive and develop. In the past, labors were employed by capitals, and capitals were dominant in value-creating elements. While in knowledge economy ages, capitals are employed by knowledge. The value and dominator of intellectual property rights and technical know-how exceed capital, and capitals can only maintain value and appreciate by clinging to knowledge.”

Operations that fully support matrix organization model

Scientific organizations need to rapidly develop products that meet market needs, and at the same time need to share experiences and lessons learned from projects. Therefore, many enterprises adopt matrix management mode by transversely building trans-department project teams which are responsible for products, market and progress, and by longitudinally building specialized functional departments which are responsible for resources, technologies and personnel, so as to achieve specialized division. However, matrix management is always accompanied with overlapping management, and too many document and meetings. An important reason for this is lack of system for rapid, timely and correct transfer and share of information. Through network technology, RDM achieves summary, sorting and share of R&D information, and ensures that appropriate information is transferred to appropriate person in appropriate time by appropriate means, promoting operation of matrix organization.

Summary and statistics of department employees’ objective work data support objective performance evaluation

Automatic summary of quantitative data (progress, quality, delivery and workload, etc.) allows more objective and fair evaluation of personal performances, avoids subjective evaluation, and effectively avoid short-term impression inclination for performance evaluation, allowing performance evaluation to reflect the general conditions of the whole performance evaluation period more truly.

Use and plan of trans-project summary of resources allows resource manager to better undertake resource deployment and monitoring functions

RDM automatic summary and demonstration of resource use state of different projects allows functional department managers to deploy resources correctly, ensuring resource investment for important projects; at the same time, it also allows managers to effectively monitor resource service efficiency in projects, and immediately impose pressure to project managers when they identify uneven busy/idle state of resources, and resources applied for but not used, thus helping project managers apply for and use resources more reasonably.
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