CR公司K项目管理案例研究

发布时间：2018-03-12 16:57

本文选题：项目管理　切入点：质量管理　出处：《中国地质大学(北京)》2017年硕士论文　论文类型：学位论文

【摘要】：在当今社会快速、高效、可持续化地发展背景下,传统建筑行业项目管理工作正在面临着新的机遇与挑战,特别是中小型民营企业受到冲击与影响更为显著。项目管理是一种动态、可变、未知的过程控制,由于种种不确定因素,作为企业的一名项目管理者需要结合项目的不同特性及公司战略发展布局进行统筹全面协调。依据CR公司实际发生案例,在项目管理过程中主要遇到质量、进度等各种问题,通过K项目中质量、进度所暴露的具体问题,运用PDCA模型、CPM方法,分别绘制帕雷托图进行深入分析研究,得出影响质量主因依次是岗位职责分工、项目主要管理人员业务能力、公司约束与激励机制、公司管理人员薪金构成比例及材料供货水平等五项因素;影响进度主因依次是公司约束与激励机制、公司人员薪金构成比例、岗位职责分工、原材料供应、项目管理人员团结协作及施工作业队伍选择六项因素。在获得以上主因的基础上进行研判分析、对比汇总并研究之间的关系,分析出现质量与进度等问题的原因主要体现在外部因素K项目管理问题和内部因素CR公司绩效激励管理制度不健全与缺失。对K项目进行质量循环PDCA四步骤工艺流程图优化、原进度甘特图重新绘制为网络图并优化,对比进度优化前后不同之处。由CR公司绩效激励体系制度的不足着手,提出绩效与激励机制的建立,并进一步明确采用可变薪酬的模式与适当的比例进行员工激励,采用建立员工薪金保证措施、动态调整机制与方法等保证措施,促使绩效激励制度持续性。最后,通过CR公司K项目管理研究,得出中小建筑民企在加强企业员工管理的同时,更要对企业内部绩效与激励制度的完善与不足进行动态化的调整与优化,制定适合企业自身发展的绩效激励制度是关键,运用多种方法调动员工主观能动性最大化为企业创造更多价值。同时,中小型民企应重视和加强项目团队人力资源管理,要投入更多的资金和人力进行管理与完善,保持绩效激励机制动态连贯性,引领企业正常化运转。
[Abstract]:In today's society, the rapid and efficient, sustainable development under the background of project management, the traditional construction industry is facing new opportunities and challenges, especially small and medium-sized private enterprises by the impact is more significant. Project management is a dynamic, variable, unknown process control, due to various uncertain factors, layout the strategy of development of different characteristics and company as a business project managers need to combine with the project plan and overall coordination. On the basis of CR company's actual case, in the process of project management mainly encountered various problems such as quality, schedule, quality through the K project, the specific problems of progress, the use of PDCA model, CPM method. The Pareto diagram were drawn in depth analysis of the main reason is that in turn affect the quality of job descriptions, business ability of project management personnel, the company incentive and constraint mechanism, The company management staff salaries and the proportion of material supply level of the five factors are main cause; affect the progress of the company incentive and restriction mechanism, the proportion of company staff salaries, job descriptions, raw material supply, project management and construction team unity and cooperation to choose six factors. The main reason is based upon the above judgment analysis the relationship between research and summary, comparison, analysis of causes of quality problems and progress is mainly embodied in the incentive management system of external factors and internal factors of K project management problems of CR company's performance is not perfect and lack of quality. The process flow diagram of circulating PDCA four steps optimization of K project, the original schedule for re drawing network diagram and Gantt chart before and after the optimization, optimization of contrast schedule differences. System performance incentive system by CR company to establish the performance and incentive mechanism Further, and explicitly adopt variable compensation mode of employee motivation and proper proportion, the establishment of employee salary guarantee measures, dynamic adjustment mechanism and methods to ensure that measures to promote performance incentive system continuity. Finally, through the study on project management of K company CR, the construction of small and medium private enterprises in strengthening the management of employees at the same time, more to the enterprise performance and incentive system and the lack of the adjustment and optimization of dynamic, suitable for enterprise development performance incentive system is the key, using a variety of methods to mobilize the enthusiasm of the staff initiative to maximize and create more value for the enterprise. At the same time, small and medium-sized private enterprises should pay attention to and strengthen the project team to human resource management. To invest more money and manpower and improve management performance, maintain coherence dynamic incentive mechanism, leading the enterprise normal operation.

【学位授予单位】：中国地质大学(北京)
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92

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