Aerospace research and development collaborative management and dynamic evaluation system and method based on OKR and agile development
By adopting a collaborative management system based on OKR and agile development, the problems of misaligned value measurement and insufficient dynamic response in private aerospace enterprises have been solved. This has enabled the deep integration of strategy and execution, adapted to the high complexity and uncertainty of aerospace R&D, and enhanced the organization's learning and adaptability as well as its innovation vitality.
Patent Information
- Authority / Receiving Office
- CN · China
- Patent Type
- Applications(China)
- Current Assignee / Owner
- SHANGHAI LANJIAN HONGQING TECH CO LTD
- Filing Date
- 2026-01-19
- Publication Date
- 2026-05-01
AI Technical Summary
Traditional R&D management models in private aerospace enterprises suffer from misaligned value measurement and insufficient dynamic response, leading to a deviation of R&D orientation from the essence of value creation. This makes it difficult to respond quickly to the high complexity and uncertainty of aerospace R&D, and the isolated application of existing management tools has failed to effectively solve the problem of the disconnect between strategy and execution.
The collaborative management system, based on OKR and agile development, sets multi-level OKRs through the strategic goal mapping module, performs visual management by combining the agile task execution Kanban module, achieves multi-source data synchronization through the data integration and feedback module, conducts quantitative evaluation through the value contribution assessment engine, and stimulates intrinsic motivation through the cultural empowerment support interface, forming a closed-loop management from strategy setting to execution evaluation.
It has achieved a deep integration of strategy and execution, transformed the paradigm from time management to value management, adapted to the high complexity and uncertainty of aerospace research and development, and enhanced the organization's learning and adaptability and innovation vitality.
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Figure CN121961334A_ABST
Abstract
Description
A collaborative management and dynamic evaluation system and method for aerospace R&D based on OKR and Agile development Technical Field
[0001] This invention relates to the field of R&D management technology, and to a collaborative management and dynamic evaluation system and method for aerospace R&D based on OKR (Objectives and Key Results) and Agile development. Specifically, it relates to a collaborative management and dynamic evaluation system and method for aerospace R&D that is applicable to the aerospace field, especially private aerospace enterprises, integrates OKR and Agile methodologies, and has dynamic evaluation and closed-loop feedback capabilities. Background Technology
[0002] Currently, private aerospace companies generally use a traditional management model based on working hours and process compliance in their R&D management. This model focuses on recording the time invested by R&D personnel and the compliance with procedures, but it is fundamentally contradictory to the core characteristics of aerospace R&D activities, which are "oriented towards high-value technological breakthroughs, face high uncertainty, and emphasize collaboration between complex systems."
[0003] Specifically, the traditional model suffers from two major pain points: First, a misalignment of value measurement. It overemphasizes process inputs (such as man-hours) while neglecting the actual contribution of work outputs to breakthroughs in core technologies (such as improving rocket engine reliability and verifying recovery technology), causing R&D orientation to deviate from the essence of value creation. Second, insufficient dynamic response. Aerospace R&D involves deep coupling of multiple disciplines such as power, structure, control, and payload, with complex mission dependencies and frequent iterative adjustments to technical paths. Traditional linear, waterfall management processes are rigid, making it difficult to respond quickly to changes, often leading to mission blockages, low collaboration efficiency, and ultimately suppressing innovation.
[0004] Although some companies have attempted to introduce advanced management practices such as OKR or Agile development for partial optimization, these often result in isolated applications of the tools. For example, using OKR to set goals without a strong connection to daily tasks leads to a disconnect between strategy and execution; or using Agile Kanban to manage task flows without alignment with company strategic goals leaves teams in a state of "being busy for the sake of being busy." Summary of the Invention
[0005] The purpose of this invention is to overcome the shortcomings of the prior art and provide a collaborative management and dynamic evaluation system and method for aerospace R&D based on OKR and agile development. It systematically and deeply integrates OKR, agile task execution and data-driven value assessment, and adapts to the high complexity and high uncertainty of aerospace R&D, so as to solve the problems of disconnect between strategy and execution, misalignment of value measurement and difficulty in dynamically responding to complex R&D challenges in the traditional management model.
[0006] To achieve the above objectives, the first aspect of this invention provides an aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development, comprising: a strategic goal mapping module, configured to set and maintain company-level goals and key results OKRs, department-level OKRs, and individual-level OKRs, and dynamically associate and bind each level of OKRs with aerospace R&D tasks to ensure that all executed tasks can be traced back to strategic goals; an agile task execution Kanban module, configured to receive aerospace R&D tasks associated with each level of OKRs, and to visualize, manage iterative processes, and limit the number of work-in-progress tasks; and a data integration and feedback module, configured to obtain task execution data from the agile task execution Kanban module and from... External aerospace R&D tool systems synchronize multi-source heterogeneous data to achieve automatic updates of aerospace R&D mission status and full-process data aggregation. The data integration and feedback module is connected to the agile task execution dashboard module and the external aerospace R&D tool systems. A value contribution assessment engine is configured to quantify and analyze the value contribution of individuals, teams, or projects based on aggregated multi-source data and preset multi-dimensional assessment indicators, generating a value contribution assessment report. The output of the value contribution assessment engine is fed back to the strategic goal mapping module to provide data insights for the dynamic adjustment and optimization of OKRs at all levels, driving the optimization and adjustment of OKRs at each level, thus forming a management closed loop of "setting-execution-evaluation-optimization". The analytical insights output by the value contribution assessment engine (e.g., "the structural department's cycle time indicators are generally low due to delays in outsourced components") are fed back to the strategic goal mapping module. When setting the OKRs for the next quarter, management can incorporate "improving supply chain collaboration reliability" into company or departmental goals and set corresponding KRs. In this way, the system completes a full closed loop from strategic setting to execution evaluation and then to strategic optimization, driving continuous organizational learning and improvement.
[0007] Furthermore, the company-level OKRs are formulated based on the aerospace R&D strategy, the department-level OKRs are formed by decomposing the company-level OKRs, and the individual-level OKRs are formulated by combining the department-level OKRs and individual job responsibilities.
[0008] Furthermore, in OKR, the objective (O) is not quantified but clearly defines "what needs to be achieved". For example: company-level O: achieve a breakthrough in reusable rocket technology (core aerospace strategy); department-level O (power department): ensure the reliability of the main engine meets the standards (professional field objective); individual-level O: optimize the main engine ignition control scheme (specific direction for R&D personnel).
[0009] Furthermore, in OKR, Key Results (KR) are quantitative metrics that clearly define "how to prove that the goal has been achieved." They must be actionable and verifiable. For example: Company-level KR: Complete 50 ignition tests of the main engine in Q1 (quantify the number of tests and time nodes); Department-level KR: Complete 30 long-range ignition tests (in line with company goals, detail departmental tasks); Individual-level KR: Design 3 ignition test plans + participate in 20 ignition tests and analyze the data (implemented into specific execution actions).
[0010] Furthermore, the agile task execution Kanban module supports two agile modes: Scrum sprint planning and Kanban process visualization, to adapt to different task types. Users can select the appropriate mode for task management based on the nature of the aerospace R&D mission.
[0011] Furthermore, the aerospace R&D tool system includes at least one of a mission management tool, a document collaboration platform, a test management system, or a material management system.
[0012] Furthermore, the task management tool is Jira, the document collaboration platform is Confluence, and the test management system is TestRail.
[0013] Furthermore, the multi-dimensional evaluation indicators include at least two of the following: OKR completion rate, task delivery quality, cycle time, process efficiency, knowledge accumulation or innovation contribution.
[0014] Furthermore, the quantity of work-in-process is limited based on the complexity and dependencies of aerospace R&D missions. A maximum threshold for the quantity of work-in-process is preset for each process node. When the threshold is exceeded, a reminder is triggered and new missions are restricted from entering that node.
[0015] Furthermore, it also includes a cultural empowerment support interface, which is configured to display the value contribution assessment report, the alignment between individual and organizational goals, and provide functions such as self-assignment of tasks, guidance on professional skills development paths, and communication of organizational mission and culture to motivate the personnel to be assessed.
[0016] The second aspect of this invention provides a method for a collaborative management and dynamic evaluation system for aerospace R&D based on OKR and agile development, comprising the following steps: setting multi-level OKRs through a strategic goal mapping module and dynamically associating the multi-level OKRs with aerospace R&D tasks; performing agile execution and visual management of the associated aerospace R&D tasks through an agile task execution Kanban module; synchronizing multi-source data from aerospace R&D tool systems in real time through a data integration and feedback module, updating and aggregating task-wide status information; performing quantitative evaluation and generating a value contribution evaluation report based on the aggregated multi-source data and multi-dimensional evaluation indicators through a value contribution evaluation engine; and feeding the evaluation results and insights back to the strategic goal mapping module to review and adjust the OKRs for the next cycle, driving the optimization and adjustment of multi-level OKRs; and / or further comprising: displaying goal alignment and evaluation results through a culture empowerment support interface, supporting autonomous task assignment and personal growth, and strengthening organizational mission awareness.
[0017] Furthermore, the multi-level OKRs include company-level OKRs, department-level OKRs, and individual-level OKRs.
[0018] Furthermore, through the Agile Task Execution Kanban module, the agile execution and visual management of associated aerospace R&D tasks are carried out, and the Scrum sprint planning mode or Kanban process visualization mode is selected according to the task type.
[0019] Furthermore, the value contribution assessment report uses a radar chart to visually display the performance of indicators in each dimension. The value contribution assessment report also includes quantitative scores and improvement suggestions, and the assessment cycle is consistent with the agile iteration cycle.
[0020] This invention uses multi-level OKRs to define direction: first, it clarifies the core objectives of aerospace R&D (such as "breakthrough in reusable rocket technology"), and then breaks them down into quantifiable Key Results (KRs) for departments and individuals; it uses agile implementation: the KRs are broken down into specific tasks, and they are executed iteratively through the Scrum / Kanban model, with real-time progress tracking; it uses data closed-loop feedback: the execution data of agile tasks (such as test completion rate and task delivery quality) are automatically synchronized to the OKR progress, and then used as the basis for value assessment; it ensures strategic focus on "technological breakthroughs" through OKRs, and also addresses the high uncertainty of aerospace R&D through agility.
[0021] This invention has at least the following beneficial effects: 1) This invention achieves a deep integration of strategy and execution: through the dynamic binding of OKR and agile tasks, the company-level aerospace technology breakthrough strategy (such as "achieving reusable rocket technology") is decomposed and integrated into every specific R&D task (such as "completing data analysis of a certain engine test") without loss, completely solving the problem of the disconnect between goals and execution; 2) This invention completes a paradigm shift from "time management" to "value management": through a multi-dimensional value contribution evaluation engine, the system shifts the focus of measurement from process input to the actual contribution to core technology goals (such as task quality, innovation, and knowledge accumulation), guiding R&D resources to the most valuable key areas; 3) This invention constructs a data-driven adaptive closed loop: by automatically integrating multi-source data and generating evaluation insights, the system can dynamically... The system reflects R&D efficiency and feeds these insights back to the goal-setting stage, enabling OKRs to be iteratively optimized based on objective data rather than subjective judgment, thus improving the organization's learning and adaptability; 4) This invention adapts to the high uncertainty and strong collaboration requirements of aerospace R&D: The system provides dual-mode support for Scrum and Kanban, as well as functions such as Kanban visualization and work-in-progress restrictions, enabling teams to flexibly respond to changes in technical paths, optimize cross-professional collaborative processes, and significantly improve response speed and efficiency in complex R&D environments; 5) This invention inspires the intrinsic motivation and sense of mission of R&D personnel: The cultural empowerment support interface effectively enhances the participation, proficiency, and sense of meaning of R&D personnel through visual goal alignment, granting autonomy in task selection, planning professional growth paths, and strengthening the communication of aerospace mission, fundamentally stimulating innovation vitality. Attached Figure Description
[0022] To further illustrate the above and other advantages and features of the various embodiments of the present invention, a more specific description of the embodiments of the invention will be presented with reference to the accompanying drawings. It is to be understood that these drawings depict only typical embodiments of the invention and are therefore not intended to limit its scope. In the drawings, identical or corresponding parts will be indicated by identical or similar reference numerals for clarity.
[0023] Figure 1 is a schematic diagram of the overall architecture of the aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development in one embodiment of the present invention; Figure 2 is a schematic diagram of the mapping relationship between multi-level OKR and aerospace R&D tasks in one embodiment of the present invention; Figure 3 is a flowchart of the agile task execution Kanban module and the data linkage diagram of the external aerospace R&D tool system in one embodiment of the present invention; Figure 4 is a schematic diagram of the multi-dimensional indicator radar chart model adopted by the value contribution evaluation engine in one embodiment of the present invention. Detailed Implementation
[0024] It should be noted that the components in the accompanying drawings may be shown exaggerated for illustrative purposes and may not be to scale.
[0025] In this invention, the various embodiments are merely intended to illustrate the solutions of the invention and should not be construed as limiting.
[0026] In this invention, unless otherwise specified, the quantifiers “a” and “one” do not exclude scenarios involving multiple elements.
[0027] It should also be noted that, in the embodiments of the present invention, only a portion of the parts or components may be shown for clarity and simplicity. However, those skilled in the art will understand that, under the teachings of the present invention, the required parts or components can be added as needed for specific scenarios.
[0028] It should also be noted that within the scope of this invention, the terms "same", "equal", and "equal to" do not mean that the two values are absolutely equal, but allow for a certain reasonable error. In other words, the terms also cover "substantially the same", "substantially equal", and "substantially equal to".
[0029] Furthermore, the embodiments of the present invention describe the process steps in a specific order. However, this is only for the convenience of distinguishing each step, and is not a limitation on the order of each step. In different embodiments of the present invention, the order of each step can be adjusted according to the process.
[0030] The following embodiment provides an aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development. Figure 1 is a schematic diagram of the overall architecture of the aerospace R&D collaborative management and dynamic evaluation system. The system includes: a strategic goal mapping module, which is configured to set and maintain company-level goals and key results OKRs, department-level OKRs, and individual-level OKRs, and dynamically associate and bind each level of OKRs with aerospace R&D tasks to ensure that all executed tasks can be traced back to strategic goals; company-level OKRs are formulated based on aerospace R&D strategy, department-level OKRs are formed by decomposing company-level OKRs, and individual-level OKRs are combined with department-level OKRs and individual job requirements. The module includes: a task execution Kanban module, configured to receive aerospace R&D tasks associated with OKRs at various levels, and to visualize, manage iterative processes, and limit the number of work-in-progress tasks; the module supports two agile modes: Scrum sprint planning and Kanban process visualization, to adapt to different task types, allowing users to select the appropriate mode for task management based on the nature of the aerospace R&D task; and a data integration and feedback module, configured to acquire task execution data from the agile task execution Kanban module and synchronize multi-source heterogeneous data from external aerospace R&D tool systems to achieve aerospace R&D task... The system automatically updates task status and aggregates data throughout the entire process. It integrates and provides feedback to the data integration and feedback module, connects to the agile task execution dashboard module, and links to external aerospace R&D tool systems. These external aerospace R&D tool systems include at least one of a task management tool, a document collaboration platform, a test management system, or a material management system. The task management tool is Jira, the document collaboration platform is Confluence, and the test management system is TestRail. A value contribution assessment engine is configured to quantify and analyze the value contribution of individuals, teams, or projects based on aggregated multi-source data and preset multi-dimensional assessment indicators, generating a value contribution assessment report. The dimensional evaluation metrics include at least two of the following: OKR completion rate, task delivery quality, cycle time, process efficiency, and knowledge accumulation or innovation contribution. The output of the value contribution evaluation engine is fed back to the strategic goal mapping module to provide data insights for the dynamic adjustment and optimization of OKRs at all levels, driving the optimization and adjustment of OKRs at each level, thereby forming a management closed loop of "setting-execution-evaluation-optimization". A culture empowerment support interface is also included, configured to display value contribution evaluation reports, the alignment of individual and organizational goals, and provide functions such as self-assignment of tasks, guidance on professional skills development paths, and communication of organizational mission and culture, thereby stimulating the enthusiasm of those being evaluated. These modules are closely connected with business logic through data flow, forming a complete collaborative management and dynamic evaluation closed loop.The analytical insights output by the value contribution assessment engine (e.g., "the structural department's cycle time metrics are generally low due to delays in outsourced components") are fed back to the strategic goal mapping module. When setting the OKRs for the next quarter, management can incorporate "improving supply chain collaboration reliability" into company-level or departmental goals and set corresponding KRs. In this way, the system completes a full closed loop from strategy setting to execution evaluation and then to strategy optimization, driving continuous learning and improvement within the organization.
[0031] The strategic goal mapping module is the top-level design center of this embodiment's system. As shown in Figure 2, the system's operation begins with setting company-level OKRs based on the company's space mission (e.g., "to become a leading provider of reusable launch vehicles"). Company-level goals (O) are qualitative, inspiring directions, such as "to achieve the first successful recovery of a medium-sized liquid rocket in XX year." Each goal has 2-4 quantifiable, verifiable key results (KRs), such as "KR1: Complete 50 full-condition ignition tests of the first-stage engine" and "KR2: Complete 10 full-process ground tests of the first-stage landing mechanism." Department-level OKRs are decomposed from company-level OKRs. For example, for the aforementioned company-level KR1, the power department's department-level O could be set as "Ensure the reliability of the first-stage main engine meets recovery requirements," and its KR would be "Complete 30 long-range steady-state ignition tests." Individual-level OKRs are jointly formulated by engineers within the departmental OKR framework, taking into account their own job responsibilities. For example, a propulsion engineer's individual Objective (O) could be "Optimize the transient process control strategy for main engine ignition," with a Key Performance Indicator (KR) of "Design and compare three ignition control algorithms and verify them through simulation." In the strategic objective mapping module, each level and each KR can be linked to one or more specific aerospace R&D tasks (represented as user stories, work items, etc. in subsequent modules). For instance, the departmental KR "Complete 30 long-range ignition tests" can be directly associated with a series of agile tasks created in Jira, such as "Test Scheme Design," "Test Stand Preparation," "Nth Test Execution," and "Test Data Analysis." This association ensures that any specific task can be clearly traced back to the strategic objective it serves.
[0032] The Agile Task Execution Kanban module serves as the execution layer for strategy implementation. It receives a list of tasks bound to OKRs from the Strategic Goal Mapping module. The module supports two mainstream agile paradigms: Scrum sprint planning and Kanban process visualization. Scrum sprint planning is suitable for high-impact projects with clear deadlines and delivery scope, such as "developing prototype software for a new navigation computer." Teams plan, execute, and review tasks in fixed sprint cycles (e.g., two weeks). Kanban process visualization is suitable for continuous, relatively stable task flows, such as "processing and analyzing engine routine test data." As shown in Figure 3, the Kanban board typically uses columns based on workflow status (e.g., "To Do," "Ready," "Designing," "Manufacturing / Coding," "Testing," "Completed"), with tasks flowing between columns in card format. One of the core functions of the Agile Task Execution Kanban module is work-in-process quantity limitation, which sets the upper limit of tasks that can be performed simultaneously in any status column of the Kanban board (e.g., "Testing"). This effectively prevents task congestion caused by testing resource bottlenecks, optimizes overall process efficiency, and is particularly suitable for scenarios in aerospace R&D where multiple tasks rely on parallel execution.
[0033] The data integration and feedback module acts as the system's "neural network." It achieves deep integration with various external professional tools and systems through an application programming interface (API): synchronizing task assignments, progress percentages, and overdue statuses from Jira; synchronizing design documents, solution review records, and knowledge summaries associated with tasks from Confluence; synchronizing test case execution results, defect reports, and test coverage data from TestRail; and synchronizing key component inventory status and kitting information from the materials management system. This data integration and feedback module automatically associates and updates the status of the aforementioned multi-source data with the task cards on the Kanban board. For example, when all test cases for a particular engine test run in TestRail pass, the data integration module automatically updates the status of the corresponding "Test Run Execution" task in Jira and on the Kanban board to "Completed," and attaches a link to the test report to the task, achieving data continuity and real-time transparency throughout the entire task lifecycle.
[0034] The Value Contribution Assessment Engine is the system's "decision-making brain." It obtains cleaned and aggregated complete data from the data integration and feedback module. The engine incorporates a configurable, multi-dimensional indicator model, as shown in the radar chart in Figure 4. Typical indicators include: OKR Completion: the percentage of KR progress completed for the associated tasks; Task Delivery Quality: calculated based on test pass rate, defect density, document completeness, etc.; Cycle Time: the average time from "ready" to "complete" for a task; Process Efficiency: calculated based on compliance with work-in-progress constraints, task blocking time, etc.; Knowledge Accumulation: the quantity and quality score of Confluence document creation / updates; and Innovation Contribution: bonus points for the innovativeness of the technical solutions recognized through review. The Value Contribution Assessment Engine periodically (e.g., quarterly or per agile release cycle) calculates the value contribution for individuals, teams, or projects, generating a quantified value contribution assessment report. The report not only includes a total score but also visually displays the strengths and weaknesses of each dimension in the form of radar charts, along with specific improvement suggestions.
[0035] The Culture Empowerment Support Interface serves as the system's "empowerment portal" for users. It presents the results of all the aforementioned modules to R&D personnel in a user-friendly and motivating format: Goal Alignment View: Using a tree diagram or relationship diagram, it displays the hierarchical support relationship of "company-department-individual" OKRs, allowing engineers to clearly understand the strategic significance of their work; Self-Assignment of Tasks: In the "To-Do" column of the Kanban board, engineers can proactively assign tasks related to their personal OKRs based on their interests and expertise, enhancing initiative; Proficiency Development Path: Based on value assessment reports, the system can intelligently recommend relevant training courses, technical challenges, or mentors to help engineers plan their career development; and Mission Communication Platform: It centrally displays the latest progress, success stories, and technical milestones of the company's aerospace projects, continuously strengthening the team's sense of mission.
[0036] This embodiment also provides a method for aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development, including the following steps: Setting multi-level OKRs through a strategic goal mapping module and dynamically associating them with aerospace R&D tasks; Performing agile execution and visual management of the associated aerospace R&D tasks through an agile task execution Kanban module; Synchronizing multi-source data from external aerospace R&D tool systems in real time through a data integration and feedback module, updating and aggregating task-wide status information; Quantitatively evaluating and generating a value contribution evaluation report based on the aggregated multi-source data and multi-dimensional evaluation indicators through a value contribution evaluation engine. The value contribution evaluation report uses a radar chart to intuitively display the performance of each dimension indicator and also includes quantitative scores and improvement suggestions, with the evaluation cycle consistent with the agile iteration cycle; Displaying goal alignment and evaluation results through a culture empowerment support interface, supporting autonomous task assignment and personal growth, and strengthening organizational mission awareness; and feeding back the evaluation results and insights to the strategic goal mapping module to review and adjust the OKRs for the next cycle, driving the optimization and adjustment of multi-level OKRs.
[0037] Example – Taking satellite platform development as an example, assume the company-level OKRs are: “O: Complete the development and core function verification of the ‘Pioneer-1’ remote sensing satellite platform engineering prototype in Q3. KR1: Complete the satellite platform assembly and electrical testing. KR2: Complete the integrated testing of the payload and platform. The method based on OKR and agile aerospace R&D collaborative management and dynamic evaluation system includes the following steps: 1) Target decomposition and association: The structural department formulates a department-level O based on this: “Ensure the quality of the platform structure assembly”, and creates a series of Jira tasks (such as “cabinet assembly”, “payload support installation”, “whole satellite quality characteristic testing”) associated with this department-level O; 2) Agile execution: The assembly team uses Kanban to manage these tasks, setting the work-in-process limit in the “assembly in progress” status column to 2 to prevent congestion on the assembly site; 3) Data integration: During the assembly process, the material management system… Real-time feedback on consumable inventory such as screws and cables; engineers update process records in Confluence after each assembly step is completed; electrical test results are directly entered into TestRail by the testing equipment; 4) Value assessment: At the end of the quarter, the assessment engine calculates the task delivery quality of the final assembly team (based on the first-pass rate of electrical tests), cycle time (compared to the plan), knowledge accumulation (Confluence document quality), etc., and generates an assessment report; 5) Cultural empowerment and closed loop: The report shows that the "knowledge accumulation" dimension scores highly, and the team's experience is effectively recorded; however, the "cycle time" exceeds the standard due to the delayed arrival of a certain imported bearing. This insight prompted the purchasing department to add the "on-time delivery rate of key purchased parts" KR in the next OKR cycle. At the same time, the cultural interface recognizes the team's document contributions and allows new employees to clearly see how the final assembly task supports the grand goal of launching the satellite.
[0038] While some embodiments of the present invention have been described in this application, those skilled in the art will understand that these embodiments are merely illustrative. Numerous variations, alternatives, and improvements will arise in those skilled in the art under the teachings of this invention without departing from its scope. The appended claims are intended to define the scope of the invention and thereby cover methods and structures within the scope of the claims themselves and their equivalents.
Claims
1. A collaborative management and dynamic evaluation system for aerospace R&D based on OKR and Agile development, characterized in that, This includes: a strategic goal mapping module, which is configured to set and maintain company-level goals and key results OKRs, department-level OKRs and individual-level OKRs, and dynamically associate and bind OKRs at each level with aerospace R&D tasks; The Agile Task Execution Kanban module is configured to receive aerospace R&D tasks associated with OKRs at various levels, and to visualize, manage iterative processes, and limit the number of work-in-progress tasks. The Data Integration and Feedback module is configured to acquire task execution data from the Agile Task Execution Kanban module and synchronize multi-source heterogeneous data from external aerospace R&D tool systems to achieve automatic updates of aerospace R&D task status and full-process data aggregation. The Value Contribution Assessment Engine is configured to quantify and analyze the value contribution of individuals, teams, or projects based on aggregated multi-source data and preset multi-dimensional assessment indicators, generating a value contribution assessment report. The output of the Value Contribution Assessment Engine is fed back to the Strategic Goal Mapping module to provide data insights for the dynamic adjustment and optimization of OKRs at various levels, driving the optimization and adjustment of OKRs at each level.
2. The aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in claim 1, characterized in that, The company-level OKRs are formulated based on the aerospace R&D strategy. The department-level OKRs are formed by decomposing the company-level OKRs. The individual-level OKRs are formulated by combining the department-level OKRs and individual job responsibilities.
3. The aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in claim 1, characterized in that, The agile task execution Kanban module supports two agile modes: Scrum sprint planning and Kanban process visualization.
4. The aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in claim 1, characterized in that, The aerospace R&D tool system includes at least one of the following: mission management tools, document collaboration platform, test management system, or material management system.
5. The aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in claim 4, characterized in that, The task management tool is Jira, the document collaboration platform is Confluence, and the test management system is TestRail.
6. The aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in claim 1, characterized in that, The multi-dimensional evaluation indicators include at least two of the following: OKR completion rate, task delivery quality, cycle time, process efficiency, knowledge accumulation or innovation contribution.
7. The aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in claim 1, characterized in that, Also includes: The cultural empowerment support interface is configured to display the value contribution assessment report, the alignment of individual and organizational goals, and provide functions such as self-assignment of tasks, guidance on professional skills development paths, and communication of organizational mission and culture.
8. A method for aerospace R&D collaborative management and dynamic evaluation system based on OKR and agile development as described in any one of claims 1-7, characterized in that, Includes the following steps: The strategic goal mapping module sets multi-level OKRs and dynamically links them with aerospace R&D tasks. The agile task execution Kanban module enables agile execution and visual management of the linked aerospace R&D tasks. The data integration and feedback module synchronizes multi-source data from external aerospace R&D tool systems in real time, updates and aggregates task status information throughout the entire process. The value contribution assessment engine performs quantitative assessments and generates value contribution assessment reports based on aggregated multi-source data and multi-dimensional assessment indicators. The assessment results and insights are fed back to the strategic goal mapping module to drive the optimization and adjustment of multi-level OKRs. And / or may also include: showcasing goal alignment and evaluation results through a culture empowerment support interface, supporting self-assignment of tasks and personal growth, and strengthening organizational mission awareness.
9. The method according to claim 8, characterized in that, The Agile Task Execution Kanban module enables agile execution and visual management of associated aerospace R&D tasks, allowing for the selection of either the Scrum sprint planning mode or the Kanban process visualization mode based on the task type.
10. The method according to claim 8, characterized in that, The value contribution assessment report uses a radar chart to visually display the performance of each dimension of indicators. The value contribution assessment report also includes quantitative scores and improvement suggestions, and the assessment cycle is consistent with the agile iteration cycle.