本文選題：風(fēng)險(xiǎn)管理 + 組織��； 參考：《清華大學(xué)》2014年碩士論文

【摘要】：目前在我國(guó)的建筑市場(chǎng)上,工程項(xiàng)目建設(shè)的主要組織形式是設(shè)計(jì)承包加施工總承包形式。施工總承包方項(xiàng)目部在工程建設(shè)過(guò)程中的組織方式,對(duì)施工總承包合同目標(biāo)的實(shí)現(xiàn),起重要作用。目前國(guó)內(nèi)對(duì)項(xiàng)目部組織風(fēng)險(xiǎn)的研究,理論和實(shí)踐上均比較匱乏。本文綜合運(yùn)用現(xiàn)代項(xiàng)目管理尤其是風(fēng)險(xiǎn)管理的理論和知識(shí),通過(guò)分析ZP工程,歸納出施工總承包項(xiàng)目部?jī)?nèi)部、外部所存在的常見(jiàn)組織風(fēng)險(xiǎn),并進(jìn)行了組織風(fēng)險(xiǎn)管理。主要包括以下內(nèi)容:1、項(xiàng)目部組建階段組織風(fēng)險(xiǎn)管理。針對(duì)組建項(xiàng)目部過(guò)程中以及開工時(shí)業(yè)主所提供的施工條件所存在的組織風(fēng)險(xiǎn),采用利害關(guān)系人調(diào)查法進(jìn)行風(fēng)險(xiǎn)識(shí)別和評(píng)估,得到按風(fēng)險(xiǎn)危害程度排序的風(fēng)險(xiǎn)清單。針對(duì)風(fēng)險(xiǎn)清單,通過(guò)SWOT分析,分別確定應(yīng)對(duì)策略,采取應(yīng)對(duì)措施。2、項(xiàng)目部運(yùn)行階段組織風(fēng)險(xiǎn)管理。分析項(xiàng)目部存在的主要組織關(guān)系,建立項(xiàng)目部組織目標(biāo)層次體系,構(gòu)建項(xiàng)目部運(yùn)行模型,為該階段組織風(fēng)險(xiǎn)管理做準(zhǔn)備。在組織風(fēng)險(xiǎn)識(shí)別時(shí),針對(duì)運(yùn)行階段風(fēng)險(xiǎn)種類多的特點(diǎn),結(jié)構(gòu)上采取對(duì)關(guān)鍵績(jī)效指標(biāo)逐一排查的方法,識(shí)別方法采用頭腦風(fēng)暴法、工作結(jié)構(gòu)(WBS)分解法、管理流程分析法等,得出風(fēng)險(xiǎn)種類清單。在對(duì)各種風(fēng)險(xiǎn)進(jìn)行評(píng)價(jià)時(shí),使用主觀評(píng)分法,得出各風(fēng)險(xiǎn)影響值評(píng)分,依據(jù)該風(fēng)險(xiǎn)評(píng)分的高低,依次安排施工資源,進(jìn)行風(fēng)險(xiǎn)應(yīng)對(duì)。最后對(duì)風(fēng)險(xiǎn)進(jìn)行了監(jiān)控。3、項(xiàng)目部調(diào)整階段組織風(fēng)險(xiǎn)管理。業(yè)主變更等組織環(huán)境的變化促使項(xiàng)目部進(jìn)行組織調(diào)整,對(duì)其調(diào)整的機(jī)制和主要的組織關(guān)系進(jìn)行了分析。該階段對(duì)組織目標(biāo)的實(shí)現(xiàn)影響重大,風(fēng)險(xiǎn)識(shí)別時(shí)在結(jié)構(gòu)上對(duì)引起項(xiàng)目部組織調(diào)整的因素逐個(gè)進(jìn)行分析,在分析方法上采用利害關(guān)系人調(diào)查法;對(duì)識(shí)別出的風(fēng)險(xiǎn),采用了模糊綜合評(píng)價(jià)法進(jìn)行評(píng)估,根據(jù)評(píng)估結(jié)果,分別制定應(yīng)對(duì)措施;最后對(duì)風(fēng)險(xiǎn)進(jìn)行了監(jiān)控。4、項(xiàng)目部組織風(fēng)險(xiǎn)管理的效果評(píng)價(jià)。從公司評(píng)價(jià)、業(yè)主評(píng)價(jià)兩個(gè)維度,進(jìn)行了分析,分析結(jié)果證明對(duì)施工總承包項(xiàng)目部組織風(fēng)險(xiǎn)管理有效。本文分析了項(xiàng)目部的不同階段的主要組織關(guān)系、組織模型或組織機(jī)制;根據(jù)需要采取有針對(duì)性的風(fēng)險(xiǎn)識(shí)別技術(shù),風(fēng)險(xiǎn)估計(jì)定性和定量相結(jié)合使風(fēng)險(xiǎn)能用數(shù)據(jù)衡量,按風(fēng)險(xiǎn)大小安排資源進(jìn)行風(fēng)險(xiǎn)應(yīng)對(duì);對(duì)重要階段的風(fēng)險(xiǎn)進(jìn)行監(jiān)控;對(duì)風(fēng)險(xiǎn)管理的效果進(jìn)行評(píng)價(jià)。拋磚引玉,希望本文對(duì)其他工程組織的風(fēng)險(xiǎn)管理有借鑒價(jià)值。
[Abstract]:At present, in the construction market of our country, the main organizational form of engineering project construction is design contracting plus construction general contract.The organization mode of the project department of the general contractor in the construction process plays an important role in the realization of the target of the general contract of construction.At present, the research on the organization risk of the project department in our country is scarce in theory and practice.This paper synthetically applies the theory and knowledge of modern project management, especially risk management, through the analysis of ZP project, sums up the common organizational risks existing inside and outside the construction general contract project department, and carries on the organizational risk management.Mainly includes the following content: 1: 1, the organization risk management of the project department establishment stage.Aiming at the organizational risk of the construction conditions provided by the owner during the process of setting up the project department and the start of the project, the risk identification and evaluation are carried out by using the investigation method of the interested parties, and the risk list is obtained according to the degree of risk hazard.According to the risk list, through the SWOT analysis, respectively determine the coping strategy, take countermeasures. 2, the project department running phase organization risk management.This paper analyzes the main organizational relationships of the project department, establishes the level system of the project department's organizational objectives, and constructs the operational model of the project department, so as to prepare for the organizational risk management in this stage.In the process of organizational risk identification, in view of the characteristics of many kinds of risks in the operation phase, the method of checking key performance indicators one by one, the method of brainstorming, the decomposition of work structure and the method of management flow analysis are adopted.List the types of risks.In the evaluation of various risks, the subjective scoring method is used to get the scores of each risk impact value. According to the level of the risk score, construction resources are arranged in turn to deal with the risks.Finally, the risk is monitored. 3, the project department adjusts the stage of organizational risk management.The change of organizational environment, such as the change of owner, urges the project department to adjust its organization, and analyzes its adjustment mechanism and main organizational relationship.This stage has a great impact on the realization of organizational goals. In the process of risk identification, the factors that cause the organizational adjustment of the project department are analyzed one by one, and the method of stakeholder investigation is used in the analysis method.The fuzzy comprehensive evaluation method is used to evaluate, according to the evaluation results, the corresponding measures are worked out respectively. Finally, the risk monitoring. 4, the effectiveness evaluation of the project department organization risk management.The analysis is made from two dimensions of company evaluation and owner evaluation, and the results show that it is effective for the organizational risk management of the construction general contracting department.This paper analyzes the main organizational relationships, organizational models or organizational mechanisms in different stages of the project department, adopts targeted risk identification techniques as needed, and combines qualitative and quantitative risk estimation so that risk can be measured by data.Arrange the resources according to the risk size to deal with the risk; monitor the risk in the important stage; evaluate the effect of risk management.I hope this paper can be used for reference in risk management of other engineering organizations.
【學(xué)位授予單位】：清華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TU71

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相關(guān)期刊論文 前1條

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本文編號(hào)：1739838