【摘要】：在我國(guó),建筑施工企業(yè)通常意味著管理手段粗放、勞動(dòng)力密集程度高、所需技術(shù)含量低。近年來,由于對(duì)項(xiàng)目風(fēng)險(xiǎn)管理研究的逐漸深化,與建筑施工項(xiàng)目風(fēng)險(xiǎn)管理相關(guān)的研究步伐也同步跟進(jìn)并進(jìn)一步繁榮。相對(duì)于項(xiàng)目管理實(shí)踐的迫切需求,多數(shù)施工項(xiàng)目風(fēng)險(xiǎn)管理研究仍然較多的停留在理論研討與論證方面。為進(jìn)一步強(qiáng)化理論知識(shí)對(duì)施工企業(yè)項(xiàng)目風(fēng)險(xiǎn)管理實(shí)踐的指導(dǎo)作用,十分有必要結(jié)合特定企業(yè)的管理實(shí)際進(jìn)行項(xiàng)目風(fēng)險(xiǎn)管理的研究與論證。本文選取建筑企業(yè)“WY公司”做為研究對(duì)象,“WY公司”作為大型國(guó)有建筑企業(yè)集團(tuán),兼具有建筑施工企業(yè)管理行為的普遍性與特殊性。早期“WY公司”由于受計(jì)劃經(jīng)濟(jì)體制的天然束縛,致使其在組織機(jī)構(gòu)設(shè)置、風(fēng)險(xiǎn)識(shí)別、風(fēng)險(xiǎn)分析與評(píng)價(jià),風(fēng)險(xiǎn)防范機(jī)制構(gòu)建等方面缺乏認(rèn)知與制度安排。隨著市場(chǎng)機(jī)制的健全與完善,建筑行業(yè)競(jìng)爭(zhēng)日益加劇,強(qiáng)化內(nèi)部管控、防范項(xiàng)目風(fēng)險(xiǎn)已成為企業(yè)提高收益、持續(xù)健康發(fā)展的必由之路。以防范項(xiàng)目風(fēng)險(xiǎn)為核心,以規(guī)制企業(yè)管理行為為主線,從項(xiàng)目招投標(biāo)、合同簽訂、施工履約,過程監(jiān)督等一攬子機(jī)制的構(gòu)建與體系的完善是“WY公司”實(shí)施項(xiàng)目風(fēng)險(xiǎn)管理的根本方法。早期“WY公司”所面臨的困境與后期系列管理方式的轉(zhuǎn)變?cè)谡麄�(gè)建筑施工領(lǐng)域項(xiàng)目管理中具有一定的代表性,研究“WY公司”如何以項(xiàng)目風(fēng)險(xiǎn)管理為核心,實(shí)施機(jī)構(gòu)重組、流程優(yōu)化、制度創(chuàng)新,具有特殊的研究?jī)r(jià)值。
[Abstract]:In our country, construction enterprises usually mean extensive management means, high labor density and low technology content. In recent years, due to the deepening of the research on project risk management, the pace of research related to risk management of construction projects has also been followed up and further prosperous. Compared with the urgent need of project management, most of the research on risk management of construction project is still focused on theoretical research and demonstration. In order to further strengthen the guiding role of theoretical knowledge to the practice of project risk management in construction enterprises, it is necessary to study and demonstrate the project risk management in combination with the actual management of specific enterprises. This paper selects "WY Company" as the research object, and "WY Company" as a large state-owned construction enterprise group, which has the universality and particularity of the management behavior of the construction enterprise. The early "WY Company" was bound by the planned economy system, which resulted in its lack of cognition and institutional arrangement in organizational setup, risk identification, risk analysis and evaluation, risk prevention mechanism construction and so on. With the perfection and perfection of the market mechanism, the competition in the construction industry is becoming more and more serious. Strengthening the internal control and preventing the project risk have become the only way for the enterprises to improve their income and develop healthily. To prevent project risk as the core, to regulate the enterprise management behavior as the main line, from the project bidding, contract signing, construction performance, The construction of process supervision system and the perfection of system are the fundamental methods of implementing project risk management in WY Company. The difficulties faced by "WY Company" in the early period and the change of management mode in the later stage are representative of the whole construction project management. This paper studies how "WY Company" takes the project risk management as the core and implements the reorganization of the organization. Process optimization, system innovation, has special research value.
【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】：2015
【分類號(hào)】：TU71

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本文編號(hào)：2223157