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论文编号：	2972
作者编号：	2220080928
上传时间：	2011/3/28 15:42:41
中文题目：	工程建设项目协作网络管理研究——以新北开迁建工程项目为例
英文题目：	Construction project collaborative management research——With the relocation project of the NEW-Beikai as an example
指导老师：	张玉利
中文关键字：	关键词： 工程建设项目，承包商模式，协作网络，关系管理
英文关键字：	Keywords: Engineering construction project; Contractor mode; Corporation network; Relationship management
中文摘要：	摘 要 项目管理承包商模式在我国工程建设领域有着广阔的前景。工程建设项目为组织提高产能和客户服务水平提供了基础设施，因此激烈的市场竞争创造了对工程建设项目的巨大需求。但由于这些组织（即业主）缺乏项目管理经验，或受自身资源和能力的限制，往往无力直接参与项目管理工作。因此，聘请专业的项目管理公司（即项目管理承包商）就成为了理性的选择。 大量的理论研究与实践探讨已经表明，作为业主代理人的项目管理承包商，要想实现自身的预期收益，就必须要确保业主预期目标的实现或实现项目价值的增加。但由于项目管理承包商与业主签订的项目管理服务合同，所以要实现项目的目标就必须将所有关键参与主体整合成为一个高效的项目协作网络。为此，项目管理承包商如何管理这一协作网络就成为了项目成败的关键问题之一。 本研究在简要介绍项目管理承包商模式的内涵与特征的基础上，借助于项目团队管理、项目利益相关者管理以及合作伙伴模式下的合作关系管理等领域的研究成果，深入剖析了工程建设项目协作网络的特点，提出了工程建设项目协作网络管理机制，并进行了深入的案例分析。 本研究发现，项目协作网络是一个以正式契约为基础构建而成的。协作网络内部复杂利益博弈主要围绕任务分配、资源配置、利润分配以及风险分担等四个方面展开。同时，协作网络成员之间以及协作网络成员的员工之间的社会关系，对于协作网络的运行效率和稳定性有着重要的影响，在优化方案、调和分歧、创造性地解决问题等方面发挥着至关重要的作用。 在上述研究成果的基础上，本研究提出了项目管理承包商模式下的项目协作网络管理机制。指出，必须建立起协作网络管理基础规范，业主与项目管理承包商需要就其他参与主体的选择标准取得共识，然后协作网络的所有成员应该对网络内部的管理与协调规范进行广泛的沟通并取得共识。其次，强化正式契约的基础性地位，同时，充分发挥非正式契约的补充作用，使各主体之间的纽带得以不断强化。第三，要加强合作网络的文化建设，提高承诺水平、促进相互信任、树立多赢文化，从而提高整个协作网络的效率。
英文摘要：	Abstract In China, there will be vast vistas for Project Management Contractor in the field of engineering construction. It’s well known that engineering construction provides basic facilities for the production capability increasing and service level improving, and so, keen competition creates great needs for engineering construction projects. Meanwhile, lacking project management experiences, resources and capabilities makes the owners have to employ professional project management companies. Many researches and practical experiences show that as the agent of the owner, the project management contractor’s benefit is linked with the project target realized and value improved. But, because the contract between the owner and the project management contractor is about project management services, the project management contractor cannot implement the project directly, so the project management contractor must take the whole important stakeholders into an effective corporation network, depending which to realize the project target and improve the project value. On the basis of Project Management Contractor’s conception and characters’, with the project team management theory, project stakeholder management theory and Project Partnership Management Model, the author analyzes the basic characters of engineering construction project corporation network, and brings forward the network management mechanism. Formal contracts are the basis of the project corporation network. The benefit games in the network are mainly on the tasks assignment, resources disposition, profit distribution, and risk sharing. GuanXi plays a great role in remaining the corporation relationships and the effectiveness of the network, such as in improving schemes, resolving differences in opinion, and overcoming difficulties creatively. In this thesis, the author brings forward the corporation network management mechanism. Firstly, the project management contractor and the owner must meet with common agreement on the corporation organizations selection, and all of the project stakeholders must discuss and draw the management rules in the network. Secondly, make full use of the formal contracts and informal contracts to enhance the association between the whole members in the network. Thirdly, corporation culture, high commitment level, and mutual trust, makes the network more effective.
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