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论文编号：	7339
作者编号：	2120132588
上传时间：	2015/6/6 8:22:13
中文题目：	HRBC公司PMO建设与多项目资源配置研究
英文题目：	The research of building the project management office and the allocation of resources in project portfolio management for HRBC company
指导老师：	程莉莉
中文关键字：	关键字：施工企业；PMO；多项目；资源配置
英文关键字：	Keywords: Construction enterprises；PMO；Multi-project management；The allocation of resources
中文摘要：	在不断发展的建筑业中，许多问题都被暴露出来，中国目前建筑行业实行的是单一的管理制度，已经无法适应建筑行业的发展。随着建筑行业的发展，对于多项目管理已经成为工程行业发展的必然需求，也成为诸多工程企业亟待学习和提高的项目管理方式。因此本文选择河北具有代表性的工程施工企业河北路桥集团有限公司作为研究对象展开研究。 河北路桥集团有限公司，前身为河北省交通厅公路工程局，成立于1950年，集团本部在河北省石家庄市，是国有大型道路工程专业施工企业，一直是河北省交通建设的龙头企业。然而近些年来,随着社会的发展,企业内外部环境的变化,企业实施的项目越来越多、项目规模和难度也越来越大，项目从原来的小规模单项目向着大规模项目经营，企业面临的挑战也越来越大。然而公司并没有对这些挑战给予足够的重视，从而导致产生了一系列的问题，其中最大的问题在于如何对多项目的协调控制以及对多项目的资源分配。 本文通过对HRBC公司现状进行分析，发现公司在项目管理和资源分配中存在的问题，提出了建立PMO以及优化资源配置模式来解决公司目前所面临的问题。论文在前人研究理论的基础上结合HRBC公司的实际情况，对于HRBC公司PMO建设的目标、设计和内容都进行了详细的描述。并且明确了PMO对公司战略决策、公司绩效评价体系建立以及对各项目之间协调沟通和项目经理的管理等方面的意义，从而可以有效的指导公司PMO建设的进程。另外，对于公司资源分配不协调的问题，本文通过对前人动态情况下对于多项目资源分配研究的结论的学习和总结，提出了多项目管理需要注意的事项和分配的原则从而为公司多项目资源分配提供相应的指导。
英文摘要：	In the construction of continuous development, many problems are exposed, China's construction industry is currently the single management system, has been unable to adapt to the development of construction industry.With the development of construction industry, for multi-project management has already become the inevitable demand of engineering industry development and become the way that many engineering enterprises to study and improve the way of project management.So this article choose hebei representative engineering construction enterprise in Hebei roads & bridges group co., LTD as the research object. Hebei roads & bridges group co., LTD., the predecessor was hebei province bureau of highway engineering.It was established in 1950,and the group headquarters in Shijiazhuang city, Hebei province. As a large state-owned road engineering construction enterprise, it has always been a traffic construction of leading enterprises in Hebei province. However, in recent years, with the development of the society, the enterprise internal and external environment changes, the enterprise to implement the project more and more, project size, and also more and more big, difficult project from the original small-scale single project towards large-scale project management, the challenge for the enterprises is becoming more and more big. But the company did not pay enough attention to the challenges, leading to produce a series of problems, one of the biggest question is how to coordinated control for multiple purposes and the allocation of resources for multiple purposes. In this article, through analysis of status quo HRBC company, found that companies in project management and the allocation of resources, the problems of establishing PMO and optimized resource configuration mode is presented to solve the problems of the company is now facing. Paper on the basis of predecessors' research theory combined with the actual situation, HRBC company for HRBC company goal, the design and content of the construction of the PMO is described in detail. And clear the PMO strategic decisions on the company, company performance evaluation system to establish and coordinate the communication between the project and the significance of the project manager's management, which can effectively guide the course of the construction of the PMO. In addition, the allocation of resources for company incongruous problem, based on the predecessors' dynamic cases for study of multi-project resource allocation research conclusion and summary, put forward the project management requires more attention matters and allocation to the principle of multi-project resource allocation for the company to provide the corresponding guidance.
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