本文選題：項(xiàng)目前期工作 + 進(jìn)度管理��； 參考：《電子科技大學(xué)》2014年碩士論文

【摘要】：項(xiàng)目前期工作是大型國(guó)有企業(yè)開(kāi)展一個(gè)完整工程項(xiàng)目的第一個(gè)環(huán)節(jié),立項(xiàng)規(guī)劃工作則是前期工作中的第一步。立項(xiàng)規(guī)劃工作的最終交付物是一份得到企業(yè)管理層認(rèn)可的項(xiàng)目建議方案報(bào)告,這份報(bào)告不僅決定了項(xiàng)目的立與廢,也初步?jīng)Q定了項(xiàng)目的建設(shè)運(yùn)作模式。從項(xiàng)目管理的角度進(jìn)行分析,立項(xiàng)規(guī)劃工作自身也可以視為一類性質(zhì)較為特殊的項(xiàng)目。由于大型國(guó)有企業(yè)內(nèi)部組織機(jī)構(gòu)龐大,權(quán)力、利益、責(zé)任關(guān)系錯(cuò)綜復(fù)雜,項(xiàng)目建議方案報(bào)告在企業(yè)內(nèi)部得到廣泛認(rèn)可較為困難。在實(shí)際工作中,立項(xiàng)規(guī)劃項(xiàng)目的進(jìn)度一般會(huì)落后于計(jì)劃并出現(xiàn)延期。影響項(xiàng)目進(jìn)度的因素很多,立項(xiàng)規(guī)劃工作的進(jìn)度管理問(wèn)題也具有一定的特殊性,并不能被傳統(tǒng)的項(xiàng)目進(jìn)度管理工具直接有效解決。本文通過(guò)綜合分析后發(fā)現(xiàn),對(duì)立項(xiàng)規(guī)劃工作影響最大的是企業(yè)內(nèi)部各職能機(jī)構(gòu)對(duì)項(xiàng)目的期望差異。所以對(duì)立項(xiàng)規(guī)劃項(xiàng)目而言,項(xiàng)目的進(jìn)度管理與溝通管理問(wèn)題是密不可分的。論文運(yùn)用了干系人管理理論,使用OBS、WBS、進(jìn)度計(jì)劃管理等工具,結(jié)合了溝通管理中常見(jiàn)的沖突處理應(yīng)對(duì)辦法。通過(guò)在企業(yè)內(nèi)部的不同利益群體間有針對(duì)性的采取溝通技巧,最終達(dá)成對(duì)建議方案最大程度上的廣泛認(rèn)可,使得立項(xiàng)規(guī)劃工作的進(jìn)度得到保證。本文結(jié)合國(guó)有企業(yè)一個(gè)無(wú)線數(shù)據(jù)傳輸系統(tǒng)建設(shè)的立項(xiàng)規(guī)劃項(xiàng)目,做了一些探索性的理論研究和實(shí)際應(yīng)用,為其它項(xiàng)目管理者和企業(yè)提供了借鑒。
[Abstract]:The preliminary work of the project is the first link of a large state-owned enterprise to carry out a complete project. The project is the first step in the early work. The final delivery of the project is a project proposal report approved by the management level of the enterprise. This report not only determines the establishment and waste of the project, but also the preliminary decision. The construction and operation mode of the project is determined. From the point of view of project management, the project can be regarded as a special kind of project itself. Because the internal organization of the large state-owned enterprise is huge, the power, the interests and the responsibility are complex, the project proposal report is widely accepted in the enterprise. In the actual work, the progress of the project planning project will generally lag behind the plan and the delay. There are many factors affecting the progress of the project. The progress management of the project is also special, and it can not be solved directly and effectively by the traditional project schedule management tool. The biggest impact of the planning work is the expectation difference between the various functional organizations within the enterprise. So the project progress management and communication management are inseparable. The thesis uses the stakeholder management theory, uses the tools such as OBS, WBS, schedule management and other tools, and combines the common conflicts in the communication management. By adopting communication skills among different groups of interest groups within the enterprise, the maximum degree of acceptance of the proposed proposal is reached, and the progress of the project is guaranteed. This paper has done some exploration in connection with the project of the project of the construction of a wireless data transmission system of the state-owned enterprises. The theoretical research and practical application of sex provide reference for other project managers and enterprises.

【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TU722;TE4

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 張寧;韓允磊;趙利坤;;淺析環(huán)境規(guī)劃中的干系人參與[J];資源開(kāi)發(fā)與市場(chǎng);2011年05期

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本文編號(hào)：1843645