【作者】 刘琳；

【导师】 吴桂珍； 周大山；

【作者基本信息】 吉林大学 ， 工程硕士（专业学位）， 2017， 硕士

【摘要】 随着生态环境和气候变化形势日益严峻,我国和各地方政府也陆续推出了相应的新能源扶植政策,鼓励电力企业开发绿色能源,助力产业发展。吉电公司是吉林省传统火电企业,近年来,一直调整产业结构,大力开发新能源产业,进展迅速,短短几年内,已经在青海、甘肃、新疆、安徽、江西等近十个省市发展了风电、光伏等新能源项目。随着吉电公司的新能源产业的快速发展,新能源前期和在建项目数量爆发式增长,在同一时间并行开展多个新能源项目的前期和建设工作的背景下,吉电公司项目的组织设计和团队建设中的问题也相继暴露出来,现有组织设计已经不能够满足要求,新能源专业人员出现短缺,具有新能源管理经验的员工比例遭到稀释,由于项目绩效薪酬没有发挥激励作用;项目的沟通和协调机构不够通畅,没有建立符合吉电公司特点的项目文化等等问题。如何适应新能源发展多项工程并起的势态,如何实现从单项目管理模式向多项目管理模式的企业战略转型,如何能够满足吉电公司多个项目同时或交叉建设的项目组织管理及团队管理,已经成为谋求企业跨越式发展的吉电公司面临的首要问题。本文作者调阅了大量资料,并对现有情况进行了充分的分析,采取定性与定量相结合的方法对多项目管理做了深入细致的研究和学习,针对吉电公司新能源多项目的情况,就其组织管理和团队管理模式进行改进和探索。本文首先阐述了吉电公司新能源产业项目发展的背景,分析了吉电公司多项目环境下组织管理模式,从人力资源、绩效考核、薪酬管理、团队文化等几个方面概述吉电公司新能源多项目管理现状,分析了吉电公司现在的组织管理模式和团队管理方式出现的问题。本文采用理论与实际结合方式,提出了吉电公司新能源多项目组织管理改进建议,即按照新能源项目地缘分布特点,成立东北、华东、西北、江西四个区域管控中心,按照对新能源产业专业化管理要求,整合厘定管控中心和新能源项目职能,对新能源产业统一集中管控,全面负责区域内新能源产业项目的前期开发、基本建设、生产管理和经营管理,使管理流程更加优化,节约了成本费用。本文结合自己从事多年人力资源管理的实践经验,提出了吉电公司新能源多项目团队管理改进建议,从人员招聘、岗位管理、人员培训、绩效管理、薪酬管理、团队文化等七个方面提出了优化方案,并阐述了改进方案的保障措施。本文的研究方向、研究内容的所得出的结论对同类型新能源发电企业在多个项目并行环境下组织设计与团队管理有一些可以借鉴和参考的地方。本人在论文创作中,发现自己对新能源多项目管理的研究还有很多不足,研究的深度还不够,另外,由于掌握的信息还不够全面,对新能源项目的实际情况了解还存在一定的片面性,本文还有很需要提高和改进的地方。下一步,本人将会结合所学知识再进行研究和探索,并在实际工作中不断优化和提升。更多还原

【Abstract】 The Jilin Power Company that is the traditional thermal power enterprises in Jilin Province,in recent years,has been committed to adjusting industrial structure,vigorously developing new energy industry.The Jilin Power Company had made rapid progress,just a few years,it has developed wind power,photovoltaic and other new energy projects in Qinghai,Gansu,Xinjiang,Anhui,Jiangxi etc.nearly ten provinces and cities.With the rapid development of the Jilin Power Company’s new energy industry,the number of prep,under-construct new energy projects is explosive growth.Under the background of carrying out many prep,being constructed new energy projects in parallel at the same time,the problems that the project organization design and the team construction of the Jilin Power Company has have been exposed,for example: the existing organization design can’t meet the requirements;there is the shortage of new energy professional personnel;the proportion of employees with new energy management experience was diluted;due to the pay for performance of the project can’t play the role of incentive action,so the communication and coordination mechanism is not smooth;don’t establish the project culture in accordance with the characteristics of the Jilin Power Company,etc.How to adapt to the situation of carrying out some new energy projects in parallel;how to realize from project management mode to the multi project model of enterprise strategic transformation;which kind of project organization management and team management can meet the needs of multi project parallel or cross construction etc.These problems have to be solved urgent for the Jilin Power Company which pursuits a great leap forward development.The author access to a large number of data,and the current situation of management,combining qualitative and quantitative methods of project to do a deep research and study in detail,according to the company’s new energy power projects,the organization management and team management mode of exploration and improvement.This paper introduces the development background of new energy industry project of the Jilin Power Company,analyzes the management mode of the multi project environment of the Jilin Power Company,analyzes the existing problems of the Jilin Power Company’s organization management and team management from the current situations of human resources,performance appraisal,compensation management,team culture etc.This paper adopts the combination of theory and practice,puts forward the improvement suggestion for the new energy multi project organization and management of the Jilin Power Company,which is in accordance with the characteristics of geographical distribution of new energy projects,establishes four regional control center of northeast,east China,northwest,Jiangxi,according to the requirements of the new energy industry specialization management,integrates the control center and new energy projects function,the new energy industry,centralized control of the new energy industry,be overall responsible for project pre development,basic construction,production management and business management of new energy industry projects in the region,so that the management process is more optimized,saving costs.According to my many years engaged in human resources management experience,put forward multi project team management improvement uggestion of the Jilin Power Company,the optimization scheme is put forward from six aspects which are personnel recruitment,job management,staff training,performance management,salary management,team culture,and expounds safeguard measures for the improvement scheme.The research contents and conclusions of this paper have certain theoretical and practical significance,and have certain reference value to the organization design and team management in the multi project environment of the similar enterprises.In the writing process,the author found that there are many limitations in the research on the new energy project management,such as material master limited,due to the dispersion of personnel and inconvenient interview caused incomplete information acquisition etc.So this research has some room for improvement.In the future work,we will further study the theory and method ofproject management,and apply it in practical work.更多还原