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论文编号：	12758
作者编号：	2320190518
上传时间：	2021/12/8 12:37:46
中文题目：	大运营背景下 M 公司 PMO 建设研究——以华北事业部为例
英文题目：	Research on PMO construction of M company under the background of large-scale operation : Based on the North China business division as an example
指导老师：	程莉莉
中文关键字：	项目管理办公室；组织建设；房地产；多项目管理
英文关键字：	Project Management Office; Organization Construction; Real Estate;Multi Project Management
中文摘要：	摘 要近年来，全球范围内通胀、疫情等外部环境使本来复杂多变的全球形势变得更加扑朔迷离。如今，地产行业开始呈现“两高两低”特征：高集中、高风险；低利润、低增长，其经营变得愈加困难，其发展赛道已从高速发展切换到高质量发展上来，竞争变得日趋白热化；从高速周转到低速周转的经营方式转变，使得地产行业的运营逻辑也随之变化。在当前乃至今后较长一段时期内，“房住不炒”的调控政策始终会执行，面对复杂多变的大运营情境，地产企业运营组织模式会带来项目管理理念更深层次的变革。本文研究对象是地产行业的PMO组织建设问题。第二章首先回顾了组织管理方面的相关理论，其中详细阐述了大运营的概念及核心理念、项目及多项目管理理论、PMO组织设计的相关理论。第三章以M公司为研究对象，首先介绍M公司的整体概况，发现公司存在的管理问题，对其管理现状及在大运营管理情境下组织模式进行匹配分析，对未设置PMO之前多项目的执行情况进行介绍并对其存在的问题深入剖析，从而引出设置PMO的动因。第四章详细论述了构建PMO的职能定位与组织结构设计，并基于该组织结构对其干系人的职责进行界定，然后阐述了M公司总部、区域以及项目的三层级PMO及3CI职能模型。基于该架构，提出大运营管理情境下，新型组织结构及其分级规则，整体项目执行流程以及执行的相关工具，并对工具予以分析、阐述。第五章通过理论工具分析，以M公司华北事业部廊坊项目为例对PMO实施后，在桩基工程招标中取得的组织建设成效进行了分析，对M公司PMO体系实施后的效果进行了较为全面的辩证归纳，并提出了后续的探索建议。本研究可以作为地产行业多层级PMO构建与实施的经验借鉴，该研究对象的案例以及在分析问题、解决问题中，所涉及的整合理念、以及使用的整体策划、计划管理、过程管理及后评估等四阶段三层级PMO管理工具，均可以为其他研究者及类似组织的变革带来借鉴与参考。同时，也可以为地产行业的企业组织模式的完善与改进提供借鉴。
英文摘要：	Abstract In recent years, global inflation, epidemic and other external environments have made the originally complex and changeable global situation more complicated and confusing.Today, the real estate industry began to reveal the feature of "two high and two low": high concentration and high risk; With low profit and low growth, its operation has become more and more difficult. Its development track has transformed from high-speed development to high-quality development, and the competition has become increasingly sharp; The change of business mode from high-speed turnover to low-speed turnover has changed the operation logic of the real estate industry. At present and even for a long period of time in the future, the regulation policy of "real estate without speculation" will always be implemented. In the face of complex and changeable large-scale operation situations, the operation and organization mode of real estate enterprises will bring deeper changes to the concept of project management. The research object of this paper is concentrate on the PMO construction of organization of the real estate industry. The second chapter first reviews the relevant theories of organization and management, including the concept and core concept of large-scale operation, program and project portfolio management theory, and the relevant PMO organization design theories . Then, the third chapter takes M company as the research object. Firstly, it introduces the overall overview of M company, analyzes its management status and organization matching under the context of large operation management, introduces the practice of project portfolio before PMO is set, and deeply analyzes its existing problems, so as to lead to the motivation of setting PMO. The fourth chapter discusses in detail the functional orientation and organizational structure design of M company's PMO, defines the responsibilities of its stakeholders based on the organizational structure, and then discusses in detail the three-level PMO setting mode of M company's headquarters, region and project and 3CI functional model. On the basis of this framework, this paper puts forward the new structure organization and its classification norms, the overall project implementation process and relevant tools for implementation in the context of large-scale operation management, and analyzes and expounds the tools. Through theoretical tool analysis, Taking Langfang project of North China Business Department of M company as an example, the fifth chapter analyzes the organizational construction effect of pile foundation project bidding after the implementation of PMO, comprehensively studies and summarizes the effect of the enforcement of project management office system of M company, and puts forward follow-up exploration suggestions. The research of this paper can be used as a typical case of the construction and implementation of multi-level project management office in the real estate industry. The case analysis of this study, the integrated concept including exploring the problem, and the four-stage management tools used can bring reference and reference to the reform of other researchers and similar organizations. At the same time, it can also provide reference for the improvement and improvement of enterprise organization control mode and project operation mode in the real estate industry.
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