【作者】 傅道春；

【导师】 林知炎； 王效俐；

【作者基本信息】 同济大学 ， 建设工程管理， 2006， 博士

【摘要】 传统建设工程项目管理关注的是单个项目，而超过90％的项目处于多项目的环境中，因此，忽视项目之间的联系而研究一个项目的运作有其固有缺陷。以项目管理技术为主要工具的建筑业企业长期以来一直存在组织层和项目层两层分离的问题：项目实施过程关注的仅仅是技术层面的结果(进度、质量和成本)；而组织层面只对项目的行政管理方面有所支持，对公司的战略实施没有给予足够的重视。这种分离的结果通常是：项目经理们不了解组织的战略，公司经理们不能明确了解每个项目对企业绩效的贡献。而企业的根本的目标是：使整个组织的价值得到最大程度的提高，而不是追求任何单个项目的成功。因此，建筑业企业有必要寻求更有效的管理模式。随着项目管理理论的发展，整合了战略管理和项目管理的项目群管理在制造业、IT、通信等行业得到广泛的应用，并取得了很大的成功。项目群管理理论也成为当前战略管理和项目管理领域研究的热点问题，而在建筑业的研究和应用还处于起步阶段，在我国相关的研究尚匮乏。在此背景下，本文致力于为建筑业企业提供一种全新的管理理念，并为建筑业企业实施项目群管理提供一个“行动路线图”，以有利于企业改善其运作模式，进而提高企业的管理绩效。本文以组织论、协同论、系统论等现代管理理论为基础，综合当前战略管理、项目管理、集成管理、约束理论和系统动力学等领域的研究成果，运用理论分析、比较研究、案例分析等方法，全面诠释建筑业企业项目群管理的本质，构建实施模型，并提出具体的实施方法和绩效评价体系。论文第二章综述了项目群管理和相关理论研究现状，为本文的展开奠定理论基础。首先分析了传统工程项目管理的局限性和项目群管理的产生与发展现状，对项目群管理的概念进行分析，并基于协同思想重新定义了项目群管理，揭示了项目集群管理的真实动因；接着阐述了项目群管理的相关理论以及这些理论对本研究的贡献，主要包括战略管理和项目管理的整合、协同学与建设项目集成理论、资源约束理论和关键链项目管理以及系统动力学在建设项目管理中的应用。这些理论和方法构成了本研究的理论基石。本文的主要成果是构建了建筑业企业项目群管理的理论架构。论文第三章针对建设项目和建筑业运作方式的特征，讨论项目群管理在建筑业的适用性，提出了建筑业企业组合项目群的集群基准和对象导向型项目群的类型；在此基础上，构建了建筑业企业项目群管理的实施模型。论文第四章到第七章以实施模型为基础，提出了项目群管理实施的具体方法和工具。主要包括项目群管理的组织、项目选择、多项目进度计划和资源动态配置、项目群管理绩效评价四个方面。(1)项目群管理组织体制建设主要包括系统架构的设计和运行机制的建立，本文重点讨论了项目群管理办公室的设立和运作以及多项目的沟通和协调机制；(2)项目选择是从潜在的项目中选出对组织价值最大的项目，本文利用有约束的Fuzzy AHP评价方法，确定备选项目的优先等级，为项目选择提供决策支持；(3)多个项目的资源共享和项目之间的相互影响是项目群管理的核心问题，本文建立了多项目共享和单个项目的系统动力学模型，并整合基于资源约束理论(TOC)的关键链项目管理(CCPM)，建立了多项目进度计划和资源配置综合模型；(4)任何管理方法的有效性都要通过最终实现的绩效来评价。本研究应用平衡计分卡，将组织战略分解为财务、顾客、项目／内部流程和社会责任五个方面，建立了项目群管理平衡计分卡评价指标体系，并通过一个案例检验了项目群管理的绩效。最后，论文第八章给出了本研究的理论贡献和实践价值，并指出进一步研究的方向。更多还原

【Abstract】 Traditionally, the vast majority of practical and theoretical developments on construction project management have been related to single projects considered in isolation. In fact, it has been suggested that up to 90%, by value, of all projects occur in the multi-project context. So, there exist essential defects in research that concentrates on a single project whilst ignoring its interrelations and interactions with other projects. For a long time, most Architecture/Engineering/Construction (A/E/C) firms used effective single-project management techniques as their primary tools. Amongst the problems associated with these organizations is a longstanding dichotomy that exists between project-level and company-level management. Indeed, within project-based A/E/C firms, production processes typically focus on technological outputs at the project level, whereas company-level processes mainly support the administrative aspects of projects. Also, many project-based enterprises of this type place insufficient emphasis on the strategic management of the company. The result is that this dichotomy often leaves few managers responsible for understanding how each project contributes to or impacts enterprise performance. As a result, many of the firms in the A/E/C industry have lost sight of their primary objective: to make decisions that maximize overall organizational success rather than the success of any individual project. Accordingly, it is necessary to develop a more effective management system for A/E/C enterprise.With the rapid development of Project management theory, Programme Management, which integrates project management and strategy management, and is defined as the integration and management of a group of related projects with the intent of achieving benefits that would not be realized if they were managed independently, has been widely implemented in Manufacture, IT and Communications industries, and has achieved great success. Accordingly, research on Programme Management has become a hot point problem in the fields of strategy management and project management recently. However the relevant research and implementation in the construction industry has been notably silent concerning methodology, and considerations for program management, especially in China, are quite deficient. In the background, this dissertation aims to provide an entirely novel management concept, and provide project-based enterprises with a ’roadmap’ to high payback areas.Based on the modern management theories, like organization theory, synergy theory and system theory, this dissertation uses three kind of methodologies, that includes theory analyzing, comparative research, and case study, and integrates the recent research outcomes from many fields, like strategy management, project management, integration management, theory of constraints and system dynamic, expounds the nature of application for programme management in construction industry, and brings forward implement methods and performance evaluation system.Firstly, this dissertation analyses the limitation of traditional construction project management, and the origins and development of programme management, then, discuses the concept of programme management in detail and gives a new definition for Programme Management based on synergy theory. This definition reveals the inside reasons of managing projects by group. Chapter 2 provides an overview of existing ontological theories relevant to this research; thereby partly encompassing the point of departure for the research effort, and these theories provides the basic principle for this research development. Specifically, four key topics are covered: the integration of strategy management and project management, synergy theory and construction project integration management, theory of constrains and critical chain project management, and system dynamic in construction industry. However, this research views these theories, techniques, and practices as ’building blocks’ towards a better approach of what might be done.The main outcome of this research was the Programme Management Theoretical Framework setting for construction industry as a research product and methodology. According to the features of construction industry and construction project, Chapter 3 analysis of the applicability of programme theory in construction industry, and identifies different typology for Construction Engineering Programme and Enterprise Programme, and creates a programme management model applicable for A/E/C enterprise. Based on the Programme Management Theoretical Framework, Chapter 4 to Chapter 7 puts forward methods and tools that can be used during the programme management process, in particular, four aspects be emphasized, these are programme organization, project selection, schedule planning and resource allocation in multi-project environment, and programme management performance evaluation. (1) The creation of programme management organization includes the framework designing and operation systems building. This research mainly discusses the setting and operating of Programme Management Office, and the communication and collaboration of multi-project. (2) Project selection is important because of the scare of resource, Managers should selecte the most valuable projects from the potentials. By using the method of constrained fuzzy AHP, the project priority can be decided, and this provides decision-making for programme manager. (3) Resource share and interaction of multi-project are core problems faced by programme management. This research builds system dynamic models for project share and single project, and integrates the critical chain project management that based theory of constrains, creates and integration model for multi-project planning and resource allocation. (4) The validity of every kind management methods should be appraised by the performance realized. This research based on the Balanced score card, which divided the organization strategy into five different aspects, that includes financial, customer, project/inter process, organization learning and community responsibility, and designs a performance evaluation system for programme management based on Balanced Scorecard. At last, a case study provided evidence that confirm the effective results of programme management.Finally, Chapter 8 puts forward the research contribution in theoretical and practical, and points out the direction of further research.更多还原