ZP工程施工总承包方项目部组织风险管理研究

发布时间：2018-04-12 12:53

本文选题：风险管理 + 组织　；参考：《清华大学》2014年硕士论文

【摘要】：目前在我国的建筑市场上,工程项目建设的主要组织形式是设计承包加施工总承包形式。施工总承包方项目部在工程建设过程中的组织方式,对施工总承包合同目标的实现,起重要作用。目前国内对项目部组织风险的研究,理论和实践上均比较匮乏。本文综合运用现代项目管理尤其是风险管理的理论和知识,通过分析ZP工程,归纳出施工总承包项目部内部、外部所存在的常见组织风险,并进行了组织风险管理。主要包括以下内容:1、项目部组建阶段组织风险管理。针对组建项目部过程中以及开工时业主所提供的施工条件所存在的组织风险,采用利害关系人调查法进行风险识别和评估,得到按风险危害程度排序的风险清单。针对风险清单,通过SWOT分析,分别确定应对策略,采取应对措施。2、项目部运行阶段组织风险管理。分析项目部存在的主要组织关系,建立项目部组织目标层次体系,构建项目部运行模型,为该阶段组织风险管理做准备。在组织风险识别时,针对运行阶段风险种类多的特点,结构上采取对关键绩效指标逐一排查的方法,识别方法采用头脑风暴法、工作结构(WBS)分解法、管理流程分析法等,得出风险种类清单。在对各种风险进行评价时,使用主观评分法,得出各风险影响值评分,依据该风险评分的高低,依次安排施工资源,进行风险应对。最后对风险进行了监控。3、项目部调整阶段组织风险管理。业主变更等组织环境的变化促使项目部进行组织调整,对其调整的机制和主要的组织关系进行了分析。该阶段对组织目标的实现影响重大,风险识别时在结构上对引起项目部组织调整的因素逐个进行分析,在分析方法上采用利害关系人调查法;对识别出的风险,采用了模糊综合评价法进行评估,根据评估结果,分别制定应对措施;最后对风险进行了监控。4、项目部组织风险管理的效果评价。从公司评价、业主评价两个维度,进行了分析,分析结果证明对施工总承包项目部组织风险管理有效。本文分析了项目部的不同阶段的主要组织关系、组织模型或组织机制;根据需要采取有针对性的风险识别技术,风险估计定性和定量相结合使风险能用数据衡量,按风险大小安排资源进行风险应对;对重要阶段的风险进行监控;对风险管理的效果进行评价。抛砖引玉,希望本文对其他工程组织的风险管理有借鉴价值。
[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.
【学位授予单位】：清华大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TU71

【参考文献】