【作者】 张强；

【导师】 强茂山； 鲁荣利；

【作者基本信息】 清华大学 ， 项目管理（专业学位）， 2015， 硕士

【摘要】 随着国民经济的发展,带动大型施工企业承建的工程项目数量越来越多,很多大型企业同时管理上百个项目,如何降低管理成本、如何实现管理效益提升,如何实现增值收益是施工企业不可避免的问题,这也是大型施工企业进行项目集管理的驱动力所在。实现项目集管理,能够提升施工企业项目管理水平,实现精细化管理,降本增效,在有限资源内,实现企业的健康发展,然而大型施工企业项目集管理在国内多处于理论研究阶段,并多从某一个点论述,如组织结构、资源冲突、绩效考核等方面,整体协调性不强,可操作性不强,成功案例相对较少,而从企业实际出发,针对大型施工企业特点的项目集管理全过程管理核心问题的研究更少。本论文的研究内容围绕大型施工企业项目集管理全过程核心问题开展研究,旨在提供施工企业项目集管理的全过程管理解决路径。论文针对大型施工企业项目集全过程核心问题展开,首先对施工企业项目管理、项目集管理、项目组合管理进行对比分析,得出大型施工企业项目集管理的定义及特点,依据施工企业项目集的定义及特点解决施工企业项目集如何快速识别这一核心问题。其次采用头脑风暴法和专家打分法及简单直观的综合计分法构建项目集启动模型评价体系,解决施工企业如何在海量的市场资源中快速选取可以启动项目集这一核心问题。第三采用SWOT法对各类项目集组织结构进行优缺点分析,构建适合大型施工企业项目集管理的组合型矩阵和直线型组织结构,并从项目集全过程管理和项目集管理知识领域两个维度明确企业级和项目集两级管理权限界面及职责,解决项目集组织结构及职责划分这一核心问题。第四采用层次分析法对项目集资源冲突要素及解决措施进行优先排序,依据此优先排序结果可解决企业层级如何科学合理地设置企业项目集管理制度这一核心问题。第五采用头脑风暴法和专家打分法对项目集考核指标进行设定,通过科学的考核指标设定实现项目集的增值收益,解决项目集考核指标设定这一核心问题。最后通过本文得出的项目集各阶段核心问题的解决措施应用于实际的项目集管理过程,验证了论文构建的从项目集识别、启动评价、组织结构、资源优先排序、考核等环节的科学性和可操作性,为大型施工企业科学的开展项目集管理提供全过程的管理指导。更多还原

【Abstract】 With the development of the number of national economy, driven by large construction companies more and more construction projects, many large enterprises to manage hundreds of projects, how to reduce administrative costs, how to enhance management efficiency, how to achieve value-added benefits are construction companies can not Avoid driving forces, which is a large construction enterprise program management lies. Realization of Program Management, can enhance the construction enterprise project management level, to achieve fine management, cost efficiency within limited resources, to achieve healthy development of enterprises, but large-scale construction enterprise program management in the country more in the theoretical research stage, and more from one point discussed, such as organizational structure, resource conflicts, performance appraisal, the overall coordination is not strong, operability is not strong, relatively few success stories, but from business reality, project characteristics for large construction companies research collection management process management core problem less. Research content of this paper sets around large construction enterprise project management process core issues research, aimed at providing construction enterprise program management of the entire process management solution path.Paper for large construction enterprise project set to start the whole process of the core issues, the first of construction enterprise project management, program management, project portfolio management comparative analysis, the definition and characteristics of large construction enterprises program management, according to the construction enterprise project set definition and characteristics to solve the construction enterprise project set how quickly identify the core issues. Secondly, the use of brainstorming and expert scoring method and a simple, intuitive comprehensive scoring method to build the project set to start model evaluation system, how to solve the construction business in the mass market resources to quickly select the project set to start this core issue. The third method, using SWOT various projects set organizational structure advantages and disadvantages of building sets for large construction enterprise project management and linear combination matrix organizational structure, and set the whole process from project management program management knowledge areas and two Dimension clear enterprise and project management authority set two interfaces and responsibilities, organizational structure and resolve project sets the core issue of segregation of duties. AHP fourth set of project resource conflicts elements and prioritize solutions, how to solve enterprise-level scientific and rational set enterprise program management system based on the core issue of the results of this prioritization. Fifth brainstorming and expert scoring method for project assessment indicators set to set, to achieve the project set by setting the scientific assessment indicators of value-added benefits, solve project set evaluation indicators set this core issue.Finally apply to the actual program management process by addressing action items set we draw each stage of the core issues, verify the paper from the project to build the set identifier, start evaluation, organizational structure, resource prioritization, assessment and other aspects of science and operability of the entire process to provide management guidelines for large construction companies to carry out a scientific program management.更多还原