X項目中技術(shù)支持團(tuán)隊的溝通管理研究
發(fā)布時間：2018-09-11 10:23
【摘要】：古往至今,我們身邊大大小小的事情都可以追溯成為一個“項目”的建立與完成,人們有條不絮地管理著自己的事情,并完成此事情。傳統(tǒng)的項目管理模式中,人們耗費(fèi)著大量的人力、物力、財力來實現(xiàn)項目的最終目標(biāo)。而隨著現(xiàn)代項目的規(guī)模越來越大,投入的資本也越來越多,項目目標(biāo)所涉及的專業(yè)越來越廣泛,項目內(nèi)部關(guān)系越來越繁瑣、復(fù)雜,項目資本回收周期越來越短等等,傳統(tǒng)的項目管理模式已經(jīng)難以完美詮釋目標(biāo)的實現(xiàn),從而引出了現(xiàn)代項目管理模式�，F(xiàn)代項目管理是為了實現(xiàn)項目的既定目標(biāo)而對項目各方面所進(jìn)行的計劃、組織、指揮、協(xié)調(diào)和控制等的管理活動。美國項目管理學(xué)會PMI(Project Management Institution)出版的項目管理知識體系指南將項目管理劃分為九大知識領(lǐng)域:溝通管理、項目綜合管理、范圍管理、時間管理、費(fèi)用管理、質(zhì)量管理、采購管理、風(fēng)險管理及人力資源管理。我們運(yùn)用這九大管理體系科學(xué)地計劃、組織、指揮、協(xié)調(diào)和控制項目的實施過程并高水平的實現(xiàn)項目目標(biāo)。從這九個方面我們不難看出,溝通管理可以說是正常運(yùn)轉(zhuǎn)其余八個環(huán)節(jié)的基礎(chǔ),我們通過有效的項目溝通掌握項目的實際需求與目標(biāo)、把握項目的實施周期、控制與協(xié)調(diào)項目的成本費(fèi)用、實時監(jiān)控項目的實施質(zhì)量。在項目實施過程中參與其項目的每個人都須使用項目“語言”進(jìn)行溝通,而其溝通的效果將影響著項目的整體,所以我們說有效的項目溝通是實現(xiàn)項目目標(biāo)的基石。文章將以X工程項目為例,從項目本身出發(fā)對工程項目中技術(shù)團(tuán)隊的項目溝通管理進(jìn)行研究。通過實證研究深入分析技術(shù)支持團(tuán)隊在項目溝通過程中存在的問題、原因及如何改進(jìn)技術(shù)支持團(tuán)隊的項目溝通機(jī)制,提高溝通有效性,從而高效實現(xiàn)項目目標(biāo),提高項目績效水平。
[Abstract]:Since ancient times, the big and small things around us can be traced back to the establishment and completion of a "project". In the traditional project management mode, people spend a lot of manpower, material resources and financial resources to achieve the final goal of the project. As the scale of modern projects becomes larger and larger, more and more capital is invested, the project objectives involve more and more extensive specialties, the internal relations of the projects become more and more complicated, the project capital recovery cycle becomes shorter and shorter, and so on. The traditional project management mode has been difficult to explain the realization of the goal perfectly, which leads to the modern project management mode. Modern project management is the planning, organizing, directing, coordinating and controlling of all aspects of the project in order to achieve its stated objectives. The Project Management knowledge system Guide published by the American Institute of Project Management (PMI (Project Management Institution) divides project management into nine areas of knowledge: communication management, integrated project management, scope management, time management, cost management, quality management, procurement management. Risk management and human resources management. We use these nine management systems to scientifically plan, organize, direct, coordinate and control the project implementation process and achieve the project objectives at a high level. It is not difficult to see from these nine aspects that communication management can be said to be the basis for the other eight links of normal operation. Through effective project communication, we can grasp the actual needs and objectives of the project and grasp the implementation cycle of the project. Control and coordinate the cost of the project and monitor the implementation quality of the project in real time. In the process of project implementation, everyone involved in the project must communicate with the "language" of the project, and the effect of communication will affect the whole of the project, so we say that effective project communication is the cornerstone of achieving the goal of the project. Taking X project as an example, this paper studies the project communication management of the technical team in the engineering project from the point of view of the project itself. Through the empirical research, this paper analyzes the problems and causes of the technical support team in the process of project communication, and how to improve the project communication mechanism of the technical support team to improve the effectiveness of communication, so as to achieve the project objectives efficiently. Improve project performance.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F273.1;F426.92
本文編號：2236420
[Abstract]:Since ancient times, the big and small things around us can be traced back to the establishment and completion of a "project". In the traditional project management mode, people spend a lot of manpower, material resources and financial resources to achieve the final goal of the project. As the scale of modern projects becomes larger and larger, more and more capital is invested, the project objectives involve more and more extensive specialties, the internal relations of the projects become more and more complicated, the project capital recovery cycle becomes shorter and shorter, and so on. The traditional project management mode has been difficult to explain the realization of the goal perfectly, which leads to the modern project management mode. Modern project management is the planning, organizing, directing, coordinating and controlling of all aspects of the project in order to achieve its stated objectives. The Project Management knowledge system Guide published by the American Institute of Project Management (PMI (Project Management Institution) divides project management into nine areas of knowledge: communication management, integrated project management, scope management, time management, cost management, quality management, procurement management. Risk management and human resources management. We use these nine management systems to scientifically plan, organize, direct, coordinate and control the project implementation process and achieve the project objectives at a high level. It is not difficult to see from these nine aspects that communication management can be said to be the basis for the other eight links of normal operation. Through effective project communication, we can grasp the actual needs and objectives of the project and grasp the implementation cycle of the project. Control and coordinate the cost of the project and monitor the implementation quality of the project in real time. In the process of project implementation, everyone involved in the project must communicate with the "language" of the project, and the effect of communication will affect the whole of the project, so we say that effective project communication is the cornerstone of achieving the goal of the project. Taking X project as an example, this paper studies the project communication management of the technical team in the engineering project from the point of view of the project itself. Through the empirical research, this paper analyzes the problems and causes of the technical support team in the process of project communication, and how to improve the project communication mechanism of the technical support team to improve the effectiveness of communication, so as to achieve the project objectives efficiently. Improve project performance.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F273.1;F426.92
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