【作者】 邓波；

【导师】 丁荣贵； 苏亚武；

【作者基本信息】 山东大学 ， 工程管理， 2024， 硕士

【摘要】 建筑行业是人类最古老的传统行业之一,最近几年,中国建筑行业发展滞后逐渐凸显,增速放缓、国家固定资产投资的总体增速回落和同质化竞争加剧等因素结束了建筑行业高增长时代。建筑企业要想突破重围,满足数字时代人民与国家对建筑行业的更高要求,就必须进行数字化转型升级,构建新的核心竞争力。Y建筑企业隶属中建集团,是建筑领域龙头企业。从2010年开始持续进行数字化方面的转型,是建筑企业数字化转型的典型项目案例。对其数字化转型进行风险管理研究,有助于提高企业数字化转型成功率,同时为后续同类企业的数字化转型提供借鉴与参考。本文以Y建筑企业为主要研究对象,运用项目风险管理理论和方法对其数字化转型项目进行风险管理研究。首先,采用文献研究法,梳理国内外学者有关建筑企业数字化转型、项目风险管理方面的文献,确定本研究的相关理论基础和核心概念,包括初步确定Y建筑企业数字化转型项目风险因素的5个大类和以权重计算为风险评价的路径。然后,基于5大类风险因素对Y建筑企业数字化转型项目风险因素进行问卷调查,获取细分的风险因素并归纳、识别、筛选出Y建筑企业数字化转型项目的14项细分风险因素。最后,综合运用层次分析法和熵权法进行指标权重确定后通过模糊综合评价法对Y建筑企业数字化转型项目风险进行评价。评价结果表明Y建筑企业数字化转型项目风险情况从大到小依次为战略风险、操作风险、资源风险、技术风险、安全风险,对应细分风险中主要风险分别是组织风险、数字价值风险、人力资源风险、核心技术自研风险和和网络安全风险。在此基础上,结合Y建筑企业的实际情况对各类风险进行了分析并提出相关风险管理应对策略与措施。战略风险中因认识不到位及组织和制度不完善无法从根本消除,建议采用风险减轻策略;操作风险中流程再造风险最大,考虑流程再造上下游差异,建议采用组合策略,即上游采用风险减轻策略,下游采用风险转移策略;资源风险中资金和人力资源均建议采用风险减轻策略;技术风险中,技术自研风险客观存在,无法完全避免。建议采用风险减轻策略,技术外包风险建议采用风险规避策略;安全风险中,考虑安全风险客观上无法全面规避,建议采用风险减轻策略。应对措施主要包括完善数字化转型组织、提升数字化转型思维、加强数据价值挖掘、系统性进行流程再造、加强数字化人才培养、规避技术外包、强化网络安全保障能力等。同时,需采取成立风险管理组织机构、明确职责分工、明确监控措施等风险监控手段全面加强项目风险管理。更多还原

【Abstract】 The construction industry is one of the oldest traditional industries of mankind.In recent years,the development lag of China’s construction industry has gradually become prominent.Factors such as slowing growth rate,the overall growth rate of national fixed asset investment and intensifying homogenization competition have ended the era of high growth of the construction industry.If construction enterprises want to break through the siege and meet the higher requirements of the people and the country for the construction industry in the digital era,they must carry out digital transformation and upgrading and build new core competitiveness.Y Construction Enterprise belongs to China Construction Group and is a leading enterprise in the construction field.Since 2010,it has continued to carry out digital transformation,which is a typical project case of digital transformation of construction enterprises.Research on risk management of their digital transformation will help improve the success rate of digital transformation of enterprises and provide reference for the subsequent digital transformation of similar enterprises.This paper takes Y construction company as the main research object and uses project risk management theories and methods to conduct risk management research on its digital transformation project.First,the literature research method is adopted to sort out the literature on digital transformation and project risk management of construction enterprises by domestic and foreign scholars and determine the relevant theoretical basis and core concepts of this study,including the preliminary identification of 5 categories of risk factors of Y construction enterprise’s digital transformation project and the risk evaluation path based on weight calculation.Then,based on the 5 categories of risk factors,a questionnaire survey was conducted on the risk factors of Y construction enterprise’s digital transformation project,to obtain the subdivided risk factors,and to summarize,identify and screen out 14 subdivided risk factors of Y construction enterprise’s digital transformation project.Finally,comprehensive use of analytic hierarchy process and entropy weight method to determine the index weight,and then through the fuzzy comprehensive evaluation method to evaluate the risk of Y construction enterprise digital transformation project.The evaluation results show that the risks of the digital transformation project of Y construction enterprise are strategic risk,operational risk,resource risk,technology risk and security risk in order from large to small,and the main risks of the corresponding subdivision risks are organizational risk,digital value risk,human resource risk,core technology selfresearch risk and network security risk.On this basis,combined with the actual situation of Y construction enterprise,various risks are analyzed,and relevant risk management strategies and measures are proposed.The strategic risks cannot be eliminated because of the lack of understanding and the imperfect organization and system,so it is suggested to adopt the risk mitigation strategy.The risk of process reengineering is the highest among operational risks.Considering the difference between upstream and downstream of process reengineering,it is recommended to adopt a combination strategy,that is,risk mitigation strategy for upstream and risk transfer strategy for downstream.In resource risk,both capital and human resources are suggested to adopt risk mitigation strategies.Among the technical risks,the risk of technical self-research exists objectively and cannot be completely avoided.It is suggested to adopt risk mitigation strategy and technology outsourcing risk to adopt risk avoidance strategy.Considering that security risks cannot be avoided completely,it is recommended to adopt risk mitigation strategies.The countermeasures mainly include improving the organization of digital transformation,enhancing the thinking of digital transformation,strengthening data value mining,systematically carrying out process reengineering,strengthening the training of digital talents,avoiding technology outsourcing,and strengthening the ability of network security protection.At the same time,it is necessary to comprehensively strengthen the project risk management by establishing risk management organizations,clarifying the division of responsibilities,clarifying monitoring measures and other risk monitoring means.更多还原