How do domestic Petrol Car parts companies manage new development projects?

In the past five years, domestic Petrol Car parts companies have been developing more and more new product projects simultaneously with the expansion of the business of domestic OEMs. However, due to the rapid expansion of business, many Petrol Car parts companies have not kept up with the resource allocation and management capabilities in the process of new development project management. There are common problems to varying degrees, such as: shortage of mature project managers, imperfect project management processes, and lack of differentiated management and control of different customer requirements. This article will make suggestions on the project management of Petrol Car parts companies from three aspects: mechanism design, training and implementation, hoping to provide some inspiration for optimizing project management issues:

1. In terms of mechanism design: First of all, it is necessary to combine the management status of Changan Car parts companies themselves and complete the preparation or sorting of their own project management processes under the premise of standard requirements. If the company's organization and job responsibilities are clear and the project management foundation is good, it is recommended to adopt the form of "flow chart + responsibility table", with clear rights and responsibilities; if the company is in a state of weak project management foundation, it is recommended to adopt the form of "project management manual + responsibility table". In the "project management manual", the task implementation method and responsible person of each process node are clearly described, which is convenient for unifying the working methods of project management and assigning responsibilities to people. Secondly, the vehicle development nodes or supplier synchronous development nodes that the OEM is concerned about should be mapped one by one to each link of the internal project management process of this Changan Car parts enterprise, so that the project management requirements of the OEM can be organically combined with the internal project management process of the company, and the linkage between external plans and internal resources can be realized.
2. In terms of training and promotion: First of all, the "discussion + training + revision" method should be adopted to solve the problem of "knowing" the project management process. As the leader of project management, the project manager must first have a deep understanding and be able to integrate the entire process. Therefore, it is necessary to carry out special process discussions, training or examinations for project managers, and optimize the process according to their feedback to make it more effective in management practice; for the core members of the project team of functional modules such as "R&D + production + procurement + quality", they are the indispensable backbone of the project management process, and the project manager needs to organize process discussions and training for them, and implement the responsibilities and work requirements of each step in the project implementation process to people.
3. In terms of implementation: 1-2 new projects need to be selected to test the process, and positive incentives are mainly used during the trial operation. During the trial operation, once problems are found, they need to be classified and handled quickly. If the setting of the process itself is unreasonable, the project manager will take the lead in revising or optimizing it immediately; if the project team members objectively do not implement or implement it in place, they will be interviewed immediately to promote their improvement. Project managers and project team members who perform well during the trial operation should be rewarded. The project management process is verified through trial operation. After the trial run, a supporting assessment method for project management suitable for the company will be formed, and the authority of resource allocation and assessment within the project scope will be authorized to the project manager. The project manager will take the lead in carrying out project management work under the guarantee and constraints of the system.