【作者】 石永东；

【导师】 胡树华；

【作者基本信息】 武汉理工大学 ， 技术经济及管理， 2003， 硕士

【摘要】 信息技术的推动和企业规模化发展的需要，催生了“多项目异地协同管理”理论与方法的研究，它是现代项目管理一个新的研究领域、是对项目管理理论的完善和发展。 本文在项目管理理论等研究成果的基础上，坚持系统论的思想方法、运用先进的信息化技术和管理技术，提出了“多项目异地协同管理”的概念，尝试构筑多项目异地协同管理的理论与方法体系，并结合一个企业实际对该理论的应用进行了实证分析。全文总的思路是从理论到实践，其中理论部分又根据研究目的分为基础研究和应用研究两大块。基础研究以构建多项目异地协同管理的理论体系，包括基本概念、特点意义、理论基础、功能模块、主要算法等；应用研究解决的是如何将理论成果转化为现实生产力的问题，包括实施原则、实施模式、实现平台、实施步骤、关键因素等。实证分析包括企业概况、系统规划、业务功能原型、逻辑模块、网络拓扑结构等。 多项目异地协同管理研究的是企业如何通过计算机网络的在线管理，对空间上分散于异地的多个项目同步地进行计划、组织、协调、控制，以加强信息交流的及时性、准确性和互动性，最终实现管理规范化、决策科学化，提升企业的竞争力。其实质是一种基于Internet的企业管理流程再造，它面向企业的战略决策层，以多个项目的协同管理为中心，运用先进管理理论与计算机信息集成技术，整合企业内部职能部门的活动，实现项目工期、成本、安全和质量的在线控制。 多项目异地协同管理的实物载体表现为软件系统，其功能模块的设计从逻辑上由里到外分为三层展开：核心层——外围层——延伸层。核心功能模块包括多项目计划与决策管理、多项目综合监控管理、多项目资源平衡管理、多项目物流优化管理、多项目合同与客户管理、多项目绩效考评管理等。这是多项目异地协同管理的共性、重点和难点。在用“活动-事件”模型描述项目管理流程的基础上，借鉴层次分析法，建立了多项目异地协同管理的层次结构模型。对资源平衡等模块建立了两层结构模型，并运用遗传算法进行了深入分析。在回顾信息技术在企业管理中应用的成败的基础上归纳总结了影响多项目异地协同管理实施的关键因素。 贯穿全文的重要思想是：多项目异地协同管理是管理思想变革和信息技术应用的结合，两者融为一体密不可分。因此企业在实践应用中，不能仅仅关心软件或信息系统的投运情况，更应该不失时机的推进企业管理流程、管理模式的变革。更多还原

【Abstract】 The theory of Multi-Project Cooperative Management (abr. MPCM) results from the development of both the information technology and corporation. It is a new field and a necessary part in the study of Project Management.The paper initiates the definition of "Multi-Project Cooperative Management", attempts to establish the construction of it, and apply it in an existing corporation, which is guided with System Theory, supported by advanced information and management technology.The whole paper includes two parts-the theory part and the demonstration part. And the theory part is divided into two sections by the aim of study-one is "what is MPCM "and the other is "how to apply it". The former establishes the construction, including the definition, characters, meaning, the based-on theory, function modules, main arithmetic and so on. The subsequent section aims to resolve the problem how to apply it into practice, including practice principles, practice modes, practice platforms, practice steps, and key factors. The demonstration part is made up of the corporation general situation, system plan, function antitype, logical modules, and network topology.The subject of MPCM is how to impose planning, organizing, coordinating, and controlling on separated projects by managing them on-line in order to strengthen the timely, exact and mutual communication, and finally realize standardization of management and scientification of decision-making to promote the core competitive force. Its essence is reengineering the management process of the corporation on the base of Internet. It faces to the top ladder of corporation, centers on cooperative management of multi projects, applies advanced information technology and management technology and conforms inner activities of corporation’s departments to achieve controlling on-line the duration, cost, and quality of projects.The entity of MPCM is software or management information system. It is commended that designing the function modules should follow three logical circles -the core circle, the outer circle and the extended circle. The core circle consists of function modules such as plan and decision module, supervise and control module, resource balance module, logistics optimize module, manage contracts and customers module, evaluate performance module, which is also the commonness, emphasis and difficulty of MPCM. The paper describes the process of project management by use of the "activity-event model", and builds up the "hierarchy construction model", with reference to Analytical Hierarchy Process (AHP). It also concludes key factors of applying MPCM on the base of reviewing the success and failure in applying information technology into enterprise management.It is the most important clue of the paper that MPCM is an undetached combination of management revolution and information technology practice. So it is commended that the corporation should not only regard MPCM as a copy of software but also promote duly the revolution of management while applying it.更多还原