本文選題：項(xiàng)目管理 + 平衡計(jì)分卡��； 參考：《南京理工大學(xué)》2015年碩士論文

【摘要】：傳統(tǒng)的組織戰(zhàn)略執(zhí)行往往只停留在理論框架的階段。面對日新月異的市場需求,階層式的組織架構(gòu)早已無法滿足現(xiàn)有的要求。以項(xiàng)目導(dǎo)向?yàn)楹诵牡钠髽I(yè)體系,具有快速反應(yīng)的時效性和實(shí)時目標(biāo)執(zhí)行的決策能力。因而項(xiàng)目管理日漸成為目前企業(yè)管理的重中之重。然而,傳統(tǒng)的項(xiàng)目管理具有很大的局限性,僅著眼于個別項(xiàng)目或不同項(xiàng)目之間執(zhí)行工作的事務(wù)管理,在配合組織整體戰(zhàn)略發(fā)展目標(biāo)上始終缺少一套有效地管理衡量方法。為使組織能夠通過項(xiàng)目管理,積極應(yīng)對快速變化的內(nèi)外部環(huán)境,切實(shí)保障不同企業(yè)主體之間組織戰(zhàn)略的執(zhí)行情況,企業(yè)必須從多重構(gòu)面了解其執(zhí)行效果,拋棄以往項(xiàng)目管理的各種弊端,諸如,著眼于短期利益,或只提供項(xiàng)目管理監(jiān)控和處理等操作性功能的評估,才能深入探討其如何與組織戰(zhàn)略相結(jié)合,甚至達(dá)成組織長期目標(biāo)的目的。本研究試圖在項(xiàng)目管理的九大活動知識領(lǐng)域基礎(chǔ)上,綜合平衡計(jì)分卡作為績效發(fā)展的概念,建構(gòu)出一個企業(yè)項(xiàng)目管理平衡計(jì)分卡研究的基礎(chǔ)架構(gòu)。期望可以基于此基礎(chǔ)架構(gòu),將戰(zhàn)略執(zhí)行、項(xiàng)目管理及平衡計(jì)分卡做一個更深入的探討與研究,并結(jié)合開發(fā)出一套項(xiàng)目管理平衡計(jì)分卡。論文企圖透過多重個案研究的方法,實(shí)際探討出項(xiàng)目管理平衡計(jì)分卡的實(shí)用性,讓本研究的項(xiàng)目管理平衡計(jì)分卡能更切合組織需求,且更具彈性。
[Abstract]:The traditional implementation of organizational strategy is often confined to the stage of theoretical framework. Facing the ever-changing market demand, the hierarchical organizational structure has been unable to meet the existing requirements. The project-oriented enterprise system has the ability of quick response and decision-making of real-time target execution. As a result, project management is becoming the most important part of enterprise management. However, the traditional project management has great limitations, only focusing on the implementation of individual projects or between different projects of the transaction management, in line with the overall strategic development objectives of the organization has always lacked a set of effective management measurement method. In order to enable the organization to actively respond to the rapidly changing internal and external environment through project management, and to ensure the implementation of organizational strategy among different enterprises, the enterprise must understand the effect of the implementation from multiple reconstruction aspects. By abandoning the drawbacks of past project management, such as focusing on short-term benefits or providing only an assessment of operational functions such as project management monitoring and processing, how to integrate them with organizational strategies can be explored in depth. Even to achieve the long-term goals of the organization. On the basis of nine activity knowledge fields of project management, this study attempts to construct a basic framework for the research of balanced scorecard in enterprise project management by synthesizing the concept of balanced Scorecard as a concept of performance development. It is expected that based on this infrastructure, the strategy implementation, project management and balanced scorecard will be discussed and studied in depth, and a set of balanced scorecard for project management will be developed. This paper attempts to explore the practicability of the project management balanced scorecard through the method of multiple case studies, so that the project management balanced scorecard can meet the needs of the organization and be more flexible.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.5
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本文編號：1995429