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论文编号：	5501
作者编号：	2220110410
上传时间：	2013/6/9 9:27:09
中文题目：	新能源公司项目组合绩效管理研究
英文题目：	The performance management research of new energies Project portfolio
指导老师：	于仲鸣
中文关键字：	新能源 项目组合 绩效管理 平衡计分卡 层次分析法
英文关键字：	New energy Project portfolio Performance management
中文摘要：	近年来，日益增长的能源资源消耗问题以及温室效应、污染问题，使世界各国对新能源的开发利用日益重视。许多国家都制定了一系列新能源开发的保护政策并在新能源开发及技术攻关上投入大量资金，使新能源开发利用得到迅猛发展。由于以上原因，新能源在能源比重上的份额大大增加，为能源的多样化和可持续发展创造了有利条件。顺应国家政策导向，许多企业纷纷跳出自身领域限制，积极拓展新能源施工领域。这促使了新能源施工领域的市场争夺越来越激烈，各企业从新能源施工得到的利润大幅度缩水。许多企业认识到：仅仅靠做强某一新能源领域就能获得高效益的情况一去不复返了。许多企业为了避免恶性竞争的冲击以及市场风向标的变化，积极进行内部整合，努力拓宽企业新能源领域市场，走上了一条综合发展的道路。但是，新的问题也随之出现了。如何确保承揽的众多项目能有效支撑企业战略发展规划和远景，特别是企业在有限资源的情况下，如何使企业利益最大化，需要我们认真思考、分析，结合新能源施工实际探索出适应形势的绩效管理模式。作为依托众多项目实施来获得生存、发展的新能源施工企业，项目组合管理将成为发展趋势；可靠、有效的绩效管理将对项目组合管理发挥重要作用。众所周知，项目的绩效对于项目的成败至关重要。但是面对众多项目组成的项目组合，绩效该如何去做？指标怎么去选择？这是一项很重要的工作。目前，很多企业缺乏相应的理论和方法，仍然采用单项目管理的方式管理多项目。严重的是，项目目标往往背离企业战略目标，严重制约了企业发展。因此在项目组合中进行绩效管理，一方面使绩效管理的应用领域得到扩展，另一方面使项目组合理论得到完善，有着重要意义。本文在充分借鉴和吸收前人研究成果的前提下，对项目组合和绩效考核的基本概念和基本理论进行思考，与大型建设项目的管理或者是多项目管理，项目群管理进行了区分；设计了基于平衡计分卡的项目组合绩效评价框架；在充分考虑研究对象特征和权变因素的前提下，采用层次分析法，构建项目组合管理绩效评价指标体系。为了证明指标体系的有效性，绩效评价指标体系在新能源公司进行了应用。新能源项目组合的绩效管理从公司愿景及战略计划出发，进行预期绩效（目标）的制定。按照预期绩效进行项目组合的设计并建立过程基准、结果基准。在实施过程中，用组合实际指标与过程基准相比较，判定组合的实施情况是否良好。若组合运转问题比较小，启动预案进行纠偏；若组合运转问题比较大，就需要系统改变基准或变更组合；甚至组合部分中止或全部中止。组合的实施结果与结果基准相比较，判定项目组合是否重做或对相关人员进行惩罚。若是组合的实施结果与结果基准相一致，拿最终结果与预期绩效基准比较，若两者一致，组合成功；两者不一致，组合失败。新能源项目组合绩效管理基于企业自身特点、行业发展前景以及当前行业发展形势，将企业多个新能源项目进行项目组合，实施项目组合绩效管理，推动企业发展战略目标实现。通过绩效评价指标体系的应用，企业在效益方面获得了提高，绩效管理方面得到了提升。随着施工企业外部市场环境的影响和行业发展形势的变化，项目组合管理理念必将受到企业的高度关注。但是好的管理模式必须有匹配的绩效体系，只有这样才能充分发挥项目组合管理的优势和实现企业战略与经济目标。目前项目组合绩效管理仍然处在探索阶段，施工企业从传统的管理思想中解放出来，这还需要一定的时间。但是，随着我国新能源领域飞速发展，这必将使众多施工企业积累丰富的管理经验。我国优秀的施工企业，走出国门推动世界新能源发展的日子即将到来，项目组合绩效管理的先进管理理论也将迅速的得到推广和扩展。
英文摘要：	In recent years, much attention has been paid to the world development and utilization of new energy due to the increasing consumption of energy resources，the greenhouse effect and the growing pollution problem. In many countries a series of policies have been made and a large amount of funds has been invested in the development of new energy and technology, rendering a rapid advance in new energy development and utilization possible. Due to the above reasons, share of new energy in the energy proportion increases, thus creating favorable conditions for energy diversification and sustainable development. Conforming to national policy guidance, many companies have jumped out of the constraints of its original domain, seeking proactively for development in new energy construction field. This prompts fierce competition in the new energy construction market and therefore, the enterprise profit from the market shrinks substantially. Many enterprises have realized that: the days of high profitability gained only by leading in a sole new energy field have gone forever. In order to avoid the impact of cutthroat competition and those caused by changes in market weathercock, many enterprises have embarked on a development road through efforts such as internal integration of enterprises and endeavors to broaden the field of new energy market. However, new problems emerge alongside these efforts. Questions like ‘How to ensure the effective support of enterprise strategy development planning and vision by these numerous project contracts? How to maximize the benefit for the company, especially with limited resources?’ start to call for our serious deliberation and analysis so that they, when combined with the actual construction of new energy sources, could hopefully establish a model for performance management that is more practicable and applicable to current market scenarios. As new energy construction enterprises relying on many project implementations in order to survive and progress, the trend for future development lies in project portfolio management. A reliable, effective performance management will play an important role in project portfolio management. As we all know, project performance is crucial to the success of the project. But when faced with many components in the project portfolio, it is a very important work to decide how to assess performance and what to do with the index. At present, many enterprises lack the corresponding theory and method and are still using the model for single project management for multi-project management. What is of a fatal gravity is that the project objectives often diverge from the enterprise strategic target, severely restricting the development of the company. Therefore, the application of performance management in the project portfolio is significant in that it has, on one hand, expanded the applicable scope of performance management, and on the other hand, has improved the portfolio theory. Based on the reference and absorption of the previous research results, the paper deliberates on the basic concept and theory of project portfolio and the performance assessment, and a distinction has been made between large-scale construction project management or multi-project management, and project portfolio management in the paper; design the framework of project portfolio performance evaluation based on the Balanced Scorecard. Fully considering the research object features and contingency factors and using analytic hierarchy process, the paper constructs the project portfolio management performance evaluation index system. In order to prove the effectiveness of the index system, the performance evaluation index system was applied to the New Energy Company. The performance management of new energy project portfolio from the perspective of vision and strategic plan, expected performance (target) formulation. Design the project portfolio according to expected performance and establish process benchmark and result benchmark. In the implementation process, compared with the actual index and process benchmark, we can determine whether the combination implementation is good. If the combined operation of the problem is relatively small, start the emergency plan for rectification; if the problem of the combined operation is relatively large, the system needs to be changed or change the combination of reference; even the combination is partly suspended or terminated. Implementation results are combined with results of reference for comparison to determine whether to redo the project portfolio or to punish the related personnel. If the implementation results of portfolio is consistent with results of reference, compare the final results with expected performance benchmarks, if consistent, the portfolio is a success; if both are inconsistent, then the portfolio is a failure. Portfolio performance management of new energy projects is based on the characteristics of enterprises, industry development prospects and the current development of the industry situation. It combines a number of new energy projects of the enterprises into a project portfolio. The strategic goals of enterprise development are realized through the implementation of the project portfolio performance management. Through the application of performance appraisal index system, enterprises improve in its profits and the performance management. With the changes in the external market environment and the construction industry, project portfolio management concept will be highly valued by enterprises. But a good management model must match performance system; only in this way can we play to the full advantage of project portfolio management, enterprise strategy and economic objectives. The current project portfolio performance management is still in the exploration stage, and time is still needed to liberate the construction enterprises from the traditional management idea. However, with the rapid development of China's new energy field, it will enable the accumulation of a wealth of management experience in many construction enterprises. The days are coming for China's outstanding construction enterprises to go out of the country to promote the development of new energy around the globe, with an ever popularized and promoted advanced management theory such as project portfolio performance management.
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