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论文编号：	15648
作者编号：	2320233850
上传时间：	2025/12/8 22:04:39
中文题目：	海工A分公司项目管理专业技术人员管理问题与对策研究
英文题目：	Research on the Management Issues and Countermeasures for Project Management Technical Professionals in CNOOC Engineering Branch A
指导老师：	袁庆宏
中文关键字：	海油工程企业；项目管理；专业技术人员；人才管理；胜任力模型
英文关键字：	Offshore oil engineering enterprises; Project management; Professionals; Talent management; Competency model
中文摘要：	海洋石油工程是国民经济与国家能源安全的重要支柱产业，也是“海洋强国”战略的重要组成部分。随着海洋石油工程行业向深水化、国际化方向快速发展，海洋工程项目体量大、链条长、风险高，项目复杂度显著提升，对项目管理专业技术人员提出了更高要求。特别是对人岗匹配、现场问题解决、组织复盘与经验复制的要求显著提高，单一技术型人才已难以胜任，项目管理专业技术人员的复合型能力已成为企业核心竞争力的关键要素。项目管理专业技术人员既要达成合同目标，又需在复杂情境中完成协同与优化。因此，海油工程企业的项目管理专业技术人员综合能力开发成为影响企业发展的重要课题。 本研究以海油工程A分公司为案例对象，以其中的项目管理专业技术人员群体为研究对象，结合问卷与半结构化访谈开展研究。从其选拔、培训、使用、绩效评价、晋升通道（以下简称“选-育-用-评-展”）全链条对其综合能力开发进行系统管理。使标准甄选、训战融合、岗责匹配、绩效联动、通道完善形成合力，支撑项目交付与组织能力的长期提升。据此，本文将问题与对策按五个主题对应展开：“选”方面，关键岗选拔主观、口径分散，提出以岗位画像与胜任力标准为锚的选拔流程；“育”方面，培训偏取证、与海上现场脱节，提出以能力缺口为导向的训战融合；“用”方面，配置与共享支撑不足，提出按项目复杂度建立配置模板与授权规则；“评”方面，重结果轻过程，提出结果与过程并重的数字看板与证据台账；“展”方面，双通道“看得见不易走通”，提出技术/管理双通道五级体系与成长地图桥接。研究贡献在于：为案例企业提供一套基于“选-育-用-评-展”框架下，以胜任力为导向的人才管理方案；为相关行业提供一套“可度量、可追溯、可复制”的运行机制与工具体系，支撑跨区域、跨项目的人才配置与经验复用。
英文摘要：	Offshore oil engineering is an important pillar industry for national economy and energy security， and also an important component of the "Maritime Power" strategy. With the rapid development of the offshore oil engineering industry towards deepwater and internationalization， offshore engineering projects have large volumes， long chains， high risks， and significantly increased project complexity， which puts higher demands on project management professionals and technical personnel. Especially the requirements for personnel job matching， on-site problem solving， organizational review， and experience replication have significantly increased. A single technical talent is no longer competent， and the composite ability of project management professionals has become a key element of the core competitiveness of enterprises. Project management professionals need to achieve contract objectives while also collaborating and optimizing in complex situations. Therefore， the comprehensive ability development of project management professionals in offshore oil engineering enterprises has become an important issue affecting the development of the enterprise. This thesis takes CNOOC Engineering Company A as a case study and conducts research through questionnaires and semi-structured interviews. From the perspective of talent lifecycle management of "selection， cultivation， utilization， evaluation， and development"， a systematic reconstruction of talent development is carried out to form a synergy between standard selection， training and combat integration， job responsibility matching， performance linkage， and channel improvement， supporting project delivery and long-term improvement of organizational capabilities. Based on this， this thesis will develop the problems and countermeasures according to five themes: In "Select，" subjective selection for key positions and dispersed criteria are addressed by proposing a selection process anchored in role profiling and competency standards.In "Train，" training overly focused on certification and disconnected from offshore practices is addressed by proposing a training model integrated with practical application， guided by competency gaps.In "Use，" insufficient configuration and shared support are addressed by proposing allocation templates and authorization rules based on project complexity.In "Evaluate，" an overemphasis on results over processes is addressed by proposing digital dashboards and evidence logs that balance both results and processes.In "Advance，" the dual career ladder system being "visible but difficult to navigate" is addressed by proposing a five-level technical/management dual-track system bridged by growth roadmaps.The contributions of this thesis are: providing the case enterprise with a competency-oriented talent management solution under the "Selection-Cultivation-Utilization-Evaluation-Development"framework，and offering the broader industry a set of "measurable， traceable， and replicable" operational mechanisms and toolkits to support cross-regional and cross-project talent allocation and experience reuse.
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