FDZJ公司的瑞特普酶（Reteplase）项目管理的实证研究
摘要
瑞特普酶项目属生物制药项目，本文对FDZJ公司瑞特普酶项目的管理现状进行了详细分析，具体有待改进地方有：市场份额估计过高，市场定位本位化，市场调查注重不足；项目融资仅采用自筹资金及科技成果转让的方式；项目组织结构为传统的直线制，不利于集思广义，人员配备重研发人才，轻管理人才，人才储备工作欠缺，人员激励策略与项目长远利益不衔接；成本管理欠缺，忽视进度管理等。
本文在深刻剖析上述问题的基础上，运用项目管理方面的理论知识，充分阐述问题的解决方案，给予了有效的对策。其中包括：项目行业与竞争力分析，运用SWOT分析法评估公司资源和竞争能力，通过书面调查、访谈及查阅国内外相关文献等方式收集市场信息，在此基础上，进行项目的市场需求量预测，价格预测。成立集研发、生产、销售、财务及公关人才于一身的项目团队管理项目，并采用强矩阵结构，集合直线制与职能制的优势，对全体员工实行股份期权激励，使员工利益与项目形成命运共同体。对项目所需投资额进行估算，尽量吸引风险投资资金，分散融资风险等。
本文在进度管理方面，创新型的提出了瑞特普酶项目进度计划甘特图，实现项目研发、生产、销售一体化管理，期望能够对以后生物制药项目的实际操作有一定的借鉴和帮助。
In this article, we give an exhaustive analysis on the management status quo of the Retapase Project, a Biopharmaceutics Project of FDZJ Company, and point out various weaknesses in its management that need to be improved. The market occupation of Retapase Project has been over appraised and the market orientation is based on self-reference while less weight has been put on market survey; The project fund comes inadequately from self-raised resources or by transferring the techniques. In the organization framework of the project, the conventional linear system is adopted, which inhibit imbibing the wisdom of majority; On personnel management, the R&D professionals have been weighed much more against the management professionals and little effort has been put on building the professionals reservoir, while the personnel incentive tactics are not conducive to the long benefit of the project In addition, the cost management is maldeveloped and the project progress controlling has been neglected.
Based on the above-mentioned analysis, we use the theoretical knowledge of project management to elaborate the various possibilities to resolve the problems, and then put forward effective countermeasures, which include analyzing the competition strength of Retapase in the biopharmaceutical industry; evaluating the resources of the FDZJ company and its competition strength by using the SWOT analysis method, collecting the market information by questionnaire survey,
interview and document retrieval of domestic and internal literatures.After this, we predict the market requirement and the price of the Rctapasc and propose to set up a project management team which can control the R&D, production, sales, finance and affair communicating personnel systematically. We also suggest to take the incentive mechanism of stock and future privilege to bind the benefit of personnel and that of projects together by adopting the structure of strong matrix and assembling the superiority of the linear system and that of the functional system. Furthermore, we suggest that the investment amount needed by the project should be evaluated in advance and investment capitals on stake should be attracted as much as possible to attenuate the risk of financing.
In this article, we newly put forward a Gante Map of Relapse Project progress plan and help to realize the uniform management of Project R&D, production and
sales, which can be expected to provide assistance and reference to the practical performance of Biopharmaceutical Projects.
本文在深刻剖析上述问题的基础上，运用项目管理方面的理论知识，充分阐述问题的解决方案，给予了有效的对策。其中包括：项目行业与竞争力分析，运用SWOT分析法评估公司资源和竞争能力，通过书面调查、访谈及查阅国内外相关文献等方式收集市场信息，在此基础上，进行项目的市场需求量预测，价格预测。成立集研发、生产、销售、财务及公关人才于一身的项目团队管理项目，并采用强矩阵结构，集合直线制与职能制的优势，对全体员工实行股份期权激励，使员工利益与项目形成命运共同体。对项目所需投资额进行估算，尽量吸引风险投资资金，分散融资风险等。
本文在进度管理方面，创新型的提出了瑞特普酶项目进度计划甘特图，实现项目研发、生产、销售一体化管理，期望能够对以后生物制药项目的实际操作有一定的借鉴和帮助。
In this article, we give an exhaustive analysis on the management status quo of the Retapase Project, a Biopharmaceutics Project of FDZJ Company, and point out various weaknesses in its management that need to be improved. The market occupation of Retapase Project has been over appraised and the market orientation is based on self-reference while less weight has been put on market survey; The project fund comes inadequately from self-raised resources or by transferring the techniques. In the organization framework of the project, the conventional linear system is adopted, which inhibit imbibing the wisdom of majority; On personnel management, the R&D professionals have been weighed much more against the management professionals and little effort has been put on building the professionals reservoir, while the personnel incentive tactics are not conducive to the long benefit of the project In addition, the cost management is maldeveloped and the project progress controlling has been neglected.
Based on the above-mentioned analysis, we use the theoretical knowledge of project management to elaborate the various possibilities to resolve the problems, and then put forward effective countermeasures, which include analyzing the competition strength of Retapase in the biopharmaceutical industry; evaluating the resources of the FDZJ company and its competition strength by using the SWOT analysis method, collecting the market information by questionnaire survey,
interview and document retrieval of domestic and internal literatures.After this, we predict the market requirement and the price of the Rctapasc and propose to set up a project management team which can control the R&D, production, sales, finance and affair communicating personnel systematically. We also suggest to take the incentive mechanism of stock and future privilege to bind the benefit of personnel and that of projects together by adopting the structure of strong matrix and assembling the superiority of the linear system and that of the functional system. Furthermore, we suggest that the investment amount needed by the project should be evaluated in advance and investment capitals on stake should be attracted as much as possible to attenuate the risk of financing.
In this article, we newly put forward a Gante Map of Relapse Project progress plan and help to realize the uniform management of Project R&D, production and
sales, which can be expected to provide assistance and reference to the practical performance of Biopharmaceutical Projects.
引文
[1] (美)辛西娅·罗宾斯—罗思，著．周平坤，等译．生物技术企业资本运营[M]．北京：机械工业出版社．2001．
[2] 中国生物制药行业发展研究报告[Z]．2003-2．
[3] 张木，魏于全．医药生物技术研究与产业化进展．生物工程进展[J]．2002(1)．
[4] 蔡蔚雄．生物制药苦尽甘自来．大经贸[J]．2003(2)．
[5] 唐光荣．生物制药业前景广阔．攀枝花科技与信息[J]．
[6] 吴乃虎．基因工程原理[M]．北京：科学出版社．1998．
[7] 高山．美国生物制药业发展与展望．科技经经济透视[J]．2003(5)．
[8] 戎志梅．现代生物制药行业现状与发展前景．化工科技市场[J]．2002(11)．
[9] (美)乔治·沃尔夫，著．陈跃，等译．生物技术股票投资宝典[M]．北京：机械工业出版社．2002
[10] 毕星，邓韬．项目管理精要[M]．北京：机械工业出版社．2002．
[11] 杜平中．溶栓药物的研究进展．国外医药—合成药．生化药，制剂分册[Z]．1998(2)．
[12] 林宝爵，阮长耿．血液学现代理论与临床实践[M]．北京：北京出版社．1998．
[13] 朱玲．阿有梅，等．入世后我国生物制药制药业的挑战和对策．河南医药信息[J]．2003(1)．
[14] 抗血栓药：生化药物研发的热点．中国医药报．2003-01-28．
[15] 心血管医学生物信息，中国医学生物信息网．http://heartnet.bjmu.edu.cn.
[16] 中华人民共和国统计局，第五次全国人口普查公报(第1号)．2001-05-15．
[17] 国家发展和改革委价格监测中心，全部定价药品价格．中国医药价格网 www.cpic.gov.cn/zjyp/.
[18] 中国财经报道，央视国际网络．www.cctv.com/financial/zhongguocjbd/caijingtt/.
[19] 唐大勇．生物制药企业在技术边缘求生．经济时刊[J]．2001(11)．
[20] 王立国，王红岩，宋维佳．可行性研究与项目评估[J]．东北财经大学出版社．2002．
[21] 赵德武，刘斌，干胜道．财务管理[M]．北京：高等教育出版社．2001．
[22] 张启銮，李延喜，刘艳萍．会计学[M]．大连理工出版社．1999．
[23] 卢有杰，卢家仪．项目风险管理[M]．北京：清华大学出版社．2001．
[24] 朱宏亮．项目进度管理[M]．北京：清华大学出版社．2002．
[25]刘新梅，赵西萍，孙卫．项目人力资源与沟通管理[M]．北京：清华大学出版社．2002．
[26][美]斯蒂芬·P·罗宾斯 著．孙建敏，李原，等译．组织行为学[M]．中国人民大学出版社．2001．
[27]石药维C扩产遭围攻．慧聪商情-药品业内动态．百业网．www.100ye.com/adv/showadvinfo.asp?id=23256
[28][美]菲利普·科特勒，洪瑞云，梁绍明，陈振忠．市场营销管理[M]．中国人民大学出版社．2001．
[29]吴德庆，马月才．管理经济学[M]．北京：中国人民大学出版社．2001．
[30]卢家仪，卢有杰．项目融资[M]．北京：清华大学出版社．2002．
[31]叶成炯．项目管理案例[M]．四川大学工商管理学院．
[32]甘华鸣，等．新产品开发[M]．中国国际广播出版社．2000．
[33][美]斯蒂芬·P·罗宾斯 著．黄卫伟．等译．管理学[M]．中国人民大学出版社．2000．
[34][美]弗雷德·R·戴维 著．李克宁 译．战略管理[M]．北京：经济科学出版社．2001．
[35][美]理查德 L·达夫特(Richard L．Daft)著．李维安，等译．组织理论与设计精要[M]．北京：机械工业出版社．2002．
[36]Robert N.Charette.Software. Engineering Risk Analysis and Management. New York: McGraw-Hill Book Company. 1989.
[37]The Association of Project Manager. Project Risk Analysis and Management. Buckinghamshire: The Association of Project Managers. 1992.
[38]The PMI Standards Committee.A Guide to the Project Management Body of Knowledge. Philadelphia: Project Management Institute. 2002.
[39]Thomas D Lynch.Organization Theory and Management. USA: Marcel Dekker Inc.. 1983
[40]Richard H Hall. Organizations Structures, Processes, and Outcomes. USA: Prentice Hall. 1991.
[41]任重，颉伟．科技型企业实施ISO9000标准实践探索．甘肃科技[J]．2003(2)．
[42]刘建忠，胡小素．建材建筑装修．项目的质量管理[J]．2000(1)．
[43]赵金屏．医药产品的目标成本管理．医药财会[J]．2000(5)
[44]孙玉琴，吴娇莺．加强成本控制是搞好项目管理的关键．建筑管理现代化[J]．1998(1)．
[45]曾昭武．企业成本控制及失误防治．工厂管理[J]．2001(9)．
[2] 中国生物制药行业发展研究报告[Z]．2003-2．
[3] 张木，魏于全．医药生物技术研究与产业化进展．生物工程进展[J]．2002(1)．
[4] 蔡蔚雄．生物制药苦尽甘自来．大经贸[J]．2003(2)．
[5] 唐光荣．生物制药业前景广阔．攀枝花科技与信息[J]．
[6] 吴乃虎．基因工程原理[M]．北京：科学出版社．1998．
[7] 高山．美国生物制药业发展与展望．科技经经济透视[J]．2003(5)．
[8] 戎志梅．现代生物制药行业现状与发展前景．化工科技市场[J]．2002(11)．
[9] (美)乔治·沃尔夫，著．陈跃，等译．生物技术股票投资宝典[M]．北京：机械工业出版社．2002
[10] 毕星，邓韬．项目管理精要[M]．北京：机械工业出版社．2002．
[11] 杜平中．溶栓药物的研究进展．国外医药—合成药．生化药，制剂分册[Z]．1998(2)．
[12] 林宝爵，阮长耿．血液学现代理论与临床实践[M]．北京：北京出版社．1998．
[13] 朱玲．阿有梅，等．入世后我国生物制药制药业的挑战和对策．河南医药信息[J]．2003(1)．
[14] 抗血栓药：生化药物研发的热点．中国医药报．2003-01-28．
[15] 心血管医学生物信息，中国医学生物信息网．http://heartnet.bjmu.edu.cn.
[16] 中华人民共和国统计局，第五次全国人口普查公报(第1号)．2001-05-15．
[17] 国家发展和改革委价格监测中心，全部定价药品价格．中国医药价格网 www.cpic.gov.cn/zjyp/.
[18] 中国财经报道，央视国际网络．www.cctv.com/financial/zhongguocjbd/caijingtt/.
[19] 唐大勇．生物制药企业在技术边缘求生．经济时刊[J]．2001(11)．
[20] 王立国，王红岩，宋维佳．可行性研究与项目评估[J]．东北财经大学出版社．2002．
[21] 赵德武，刘斌，干胜道．财务管理[M]．北京：高等教育出版社．2001．
[22] 张启銮，李延喜，刘艳萍．会计学[M]．大连理工出版社．1999．
[23] 卢有杰，卢家仪．项目风险管理[M]．北京：清华大学出版社．2001．
[24] 朱宏亮．项目进度管理[M]．北京：清华大学出版社．2002．
[25]刘新梅，赵西萍，孙卫．项目人力资源与沟通管理[M]．北京：清华大学出版社．2002．
[26][美]斯蒂芬·P·罗宾斯 著．孙建敏，李原，等译．组织行为学[M]．中国人民大学出版社．2001．
[27]石药维C扩产遭围攻．慧聪商情-药品业内动态．百业网．www.100ye.com/adv/showadvinfo.asp?id=23256
[28][美]菲利普·科特勒，洪瑞云，梁绍明，陈振忠．市场营销管理[M]．中国人民大学出版社．2001．
[29]吴德庆，马月才．管理经济学[M]．北京：中国人民大学出版社．2001．
[30]卢家仪，卢有杰．项目融资[M]．北京：清华大学出版社．2002．
[31]叶成炯．项目管理案例[M]．四川大学工商管理学院．
[32]甘华鸣，等．新产品开发[M]．中国国际广播出版社．2000．
[33][美]斯蒂芬·P·罗宾斯 著．黄卫伟．等译．管理学[M]．中国人民大学出版社．2000．
[34][美]弗雷德·R·戴维 著．李克宁 译．战略管理[M]．北京：经济科学出版社．2001．
[35][美]理查德 L·达夫特(Richard L．Daft)著．李维安，等译．组织理论与设计精要[M]．北京：机械工业出版社．2002．
[36]Robert N.Charette.Software. Engineering Risk Analysis and Management. New York: McGraw-Hill Book Company. 1989.
[37]The Association of Project Manager. Project Risk Analysis and Management. Buckinghamshire: The Association of Project Managers. 1992.
[38]The PMI Standards Committee.A Guide to the Project Management Body of Knowledge. Philadelphia: Project Management Institute. 2002.
[39]Thomas D Lynch.Organization Theory and Management. USA: Marcel Dekker Inc.. 1983
[40]Richard H Hall. Organizations Structures, Processes, and Outcomes. USA: Prentice Hall. 1991.
[41]任重，颉伟．科技型企业实施ISO9000标准实践探索．甘肃科技[J]．2003(2)．
[42]刘建忠，胡小素．建材建筑装修．项目的质量管理[J]．2000(1)．
[43]赵金屏．医药产品的目标成本管理．医药财会[J]．2000(5)
[44]孙玉琴，吴娇莺．加强成本控制是搞好项目管理的关键．建筑管理现代化[J]．1998(1)．
[45]曾昭武．企业成本控制及失误防治．工厂管理[J]．2001(9)．