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论文编号：	2868
作者编号：	1120070735
上传时间：	2010/12/13 9:18:39
中文题目：	代建项目全团队组织管理研究
英文题目：	Study on Construction- Agent Project Total Team Management
指导老师：	戚安邦
中文关键字：	代建项目 全团队组织管理 合同管理 合作伙伴式管理 沟通管理
英文关键字：	Agent Construction Project, Full Team Management, Contract Management, Combination Organization, Communication Management
中文摘要：	随着我国经济现代化和城市化进程的加速推进，大型公共基础设施建设对国民经济发展的促进作用越来越明显，可以产生巨大的经济效益和社会效益。与此同时，传统的工程项目管理模式在大型建设项目实践中的局限性也愈发突显。 从我国代建制项目管理的角度对现有代建管理的效果进行分析可以发现，由于代建制项目往往具有规模大、复杂程度高、不可预见情况多发等特点，因此易于出现分工不明确、责任不清晰、各参与方因利益分配问题产生冲突等现象。上述问题归根结底其根源在于各相关利益主体间的关系是着眼于利益分配的经济契约关系，因此各相关利益主体间所关注的主要问题均为如何就既得利益进行分配。这种关系对于传统的生产型企业来说是十分有效的，其原因在于生产型企业的生产活动相对固定，程序清晰，收益明确，因此各方在合作过程中只需将收益分配问题解决好即可。然而代建项目各方由于收益的不确定性高，这种不确定性一方面在提高收益分配的难度的同时，另一方面也为整个项目进一步提升收益空间提供了可能。 本研究的研究问题可以具体归纳为：如何使代建项目全团队成员由着眼于利益分配的经济契约关系转变为着眼于价值创造的合作共赢关系。 基于上述总体问题可以看出，要解决上述问题需要在以下三个方面努力，即转变全团队目标、转变全团队组织模式以及转变全团队工作方式。因此本研究的三个具体问题可归纳为： 第一，如何实现全团队目标的转变：由关注现有资源与既得利益的分配转变为关注价值创造与新创价值的合理分配； 第二，如何实现全团队组织模式的转变：由具有清晰组织边界的主体间分工的组织模式转变为打破组织界限的团队合作组织模式； 第三，如何实现全团队工作方式的转变：由基于各自职能的结构化工作方式转变为基于优势互补的柔性化工作方式。 本文采用理论推演结合案例分析的研究方法，以天津站综合交通枢纽工程中十四个子项目为案例，就代建项目全团队组织管理问题对其做了近两年的调查研究，得出如下主要结论： 1．代建项目全团队管理应实现由着眼于利益分配的经济契约关系向着眼于价值创造的合作共赢关系的转变。经济契约规定了契约各方最基本的权利和义务关系，通过外部第三方的监督机制，可以相对有效地保护双方的权益。然而，由于项目实施过程中，面临着大量的风险和不确定性，这就导致项目开始阶段所签订的契约，无法对各方的权利和义务进行充分的规定，也就意味着如果有关各方均只履行契约所规定的义务，那么项目将难以实现，契约各方的收益也就无法得到满足。而在合作关系模式下，有关各方均在项目目标实现的前提下追求自身的利益，这就使得项目实施过程中的困难与挑战能够得到有效的克服，从而保证项目的成功，并使得契约各方的利益得到保障和提升。因此，只有将简单的经济契约关系转变为更高层次的合作关系，才是项目成功的关键。 2．应进一步完善代建项目全团队的合同调整机制与履行过程中的灵活性、补充履行与协作履行机制。代建项目全团队管理强调内部的协调与合作，但是在项目团队各成员单位是独立经济体的条件下，这种合作首先是建立在对共同契约的遵守基础上的。要使契约成为促进各方合作和共同克服困难的基础，就必须保证契约具有足够的灵活性，有关各方对于契约的调整机制达成共识，否则任何一方因谋求契约规定的权利而对项目目标造成负面影响的行为，都将受到法律保护，但却会使其他各方受到利益损失。为此，必须建立起合同调整机制和履约过程中的灵活调整机制。 3．应在代建项目全团队中推行合作伙伴式管理方法。合作伙伴式管理方法是促进项目参与各方协作共赢的有效方法，通过合作促进人的协调以及有关各方对合作协议的共同遵守，提高项目成功率。在代建制模式下，参与项目的所有关键利益相关主体构成了项目全团队。在这样一个团队中，需要发挥代建公司在专业领域的影响力，肩负起项目合作促进人的角色，在各团队成员间建立起合作协议并监督协议的执行，从而促进项目的成功。 4．应当在代建项目全团队中建立良好的信息共享与反馈机制。信息是项目成功的重要基础，对于复杂的工程建设项目而言，由于信息量巨大，而且各种信息分别为不同的经济主体所掌握，更容易造成信息的失真和不对称，从而严重影响项目的整体协调，导致项目失败。因此，在代建制模式下，项目全团队各方必须就信息共享与反馈机制达成共识，建立起完善的信息共享与反馈机制，从而最大限度地降低项目的风险和不确定性，促进项目成功。
英文摘要：	With the rapid development of the modernization and urbanization in China, there are more and more large non-profit governmental investment projects or large-scale infrastructures are going to be built. We can find out that the limitations of traditional construction project management model will be remarkable. By analyzing the effects of these large non-profit governmental investment project or large-scale infrastructure which are managed by Agent Corporation, we can find that these projects are always with the character of large scale, complicated, difficult to forecast and so on. So it is very common to see that the divide of the work and the responsibility is not clear, or conflict among the stakeholders is very common. The foundation of all these problems is that all stakeholders care only about the benefit allocation, and the relationship among them are based upon only the contracts. This kind of relationship is very effective in the manufacture corporation, because all manufacture activities are fixed, the process is clear and the profit is also fixed so that each party can get their part of profit. But for agent construction project the profit is uncertainty. So it is difficult to allocation because there will be space for the project to get more profit. The main problem of this dissertation is: how to change the relationship of full team members from construction relationship based on benefit allocation to win-win cooperation relationship based on value creation. Under the main problem, there are three aspects that are very important to deal with. They are the transformation of full team goal, organization model and working pattern. So there are three specific problems as below: First, how to change the goal: how to change their focus from profit allocation to value creative. Second, how to change the organization pattern: how to change the organization pattern from labor division with a clear organization boundary to team work across organization boundary. Third, how to change the work pattern: how to change the work pattern with a clear process to a flexibility work pattern. Theory analysis and case study methods are used in this dissertation. Case study is based on the fourteen cases of synthesize traffic program of Tianjin station. The duration of case study were continues by nearly two years. The main conclusion of this dissertation are as follow: 1. Agent construction project full team management need to change the relationship of full team members from construction relationship based on benefit allocation to win-win cooperation relationship based on value creation. Construction is a basic way to regulate the right and duty of each party so that they can be protected effectively. But it is very common that there are many uncertainties and risks during the process of the project, so that it is very difficult to allocate all rights and duties at the beginning of the project. Under the partnership pattern, each stakeholder cares about how to reach the project goal. By this way, it is easy to deal with the difficulties and challenges during the project process. Also by this way, it is easy for each stakeholder to get more profit. 2. Full team construction adjust mechanism, flexibility during construction perform, complementarily perform and cooperation perform mechanism should be improved. In agent construction project, coordinate and cooperate are very important. But it is very difficult because each team member is a independent economic party. So it is necessary to build a construct. The construct should be with flexibility because things will change during the whole project. If the full team member cares only on the profit with are written in the construct, it is difficult for them to meet with the transformation. 3. Combination Organization should be use in the full team management of agent construction project. Combination Organization is a effect way to get a win-win result. There will be a coordinator to coordinate all the full team members to work together. In the agent pattern, key stakeholders combine the full team. Agent Corporation should take the role of coordinator to combine all team members to work for the successes of the project. 4. Excellent information share and feedback mechanism should be built among agent full team members. Information is a important basic for the success of the project. As for large non-profit governmental investment project or large-scale infrastructure project, the amount of information is large, and the information is mastered by different member. So it is easy to loss some important information which can cause a fail of the project. Thus a excellent information share and feedback mechanism should be built to reduce risk and uncertainty, and to promote the project to be successes.
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