平安城市项目干系人沟通管理研究

发布时间：2017-12-27 14:47

本文关键词：平安城市项目干系人沟通管理研究　出处：《北京邮电大学》2015年硕士论文　论文类型：学位论文

【摘要】：沟通是不同主体之间信息的正确传递。无数项目实践证明,项目管理人员一天中所花费时间最多的活动就是沟通-----从正式的开会到吃饭时的闲聊,从电话询问到电子邮件的回复,从办公室的正式商谈到私下里的问寒问暖等等。沟通活动占据了项目经理人员大部分工作时间。也正是由于沟通,才有了组织活动的正常维系,而且,良好的沟通更是建立人际关系,实现跨职能整合的最重要的润滑剂。本文以当前全国正在如火如荼实施的平安城市项目为背景,通过文献阅读法、同行评议法、案例研究法等对蚌埠平安城市项目进行了具体的分析,指出了二期项目的主要问题是没有在项目中去识别划分干系人,并针对不同类型的干系人制定不同的沟通管理策略,使得项目失去了控制,并就这些问题提出了平安城市项目干系人沟通管理的方法论：首先要对项目的干系人进行识别,再将这些干系人分别归为公司内部、项目内部和项目外部分别制定沟通管理策略,最终通过将该套方法带入实际项目检验评估实际效果。在公司内部,项目经理通过建立同公司高层沟通渠道,公司项目组内部沟通制度以及跨部门的沟通协调机制来获取项目所需资源,解决项目问题；在项目内部,通过树立正确的沟通文化,建立正式的沟通渠道,引导非正式的沟通,确认和规范不同阶段的沟通内容来推进项目各项工作的展开；在项目的外部,通过组织好项目内部工作来规避外部强势人物的介入,建立好外部沟通渠道来处理和项目有利益关系的干系人。本文所提出的项目沟通管理机制对平安城市项目具有可参考性,能够为该类型项目的参与方提供一定的指导作用。
[Abstract]:Communication is the correct transmission of information between different subjects. Proof of numerous project practice, the project management personnel in the day time spent most of the activity is communication - from a formal meeting to talk at the dinner table, from the telephone to e-mail reply, from formal talks to the office secretly Wenhanwennuan etc.. Communication activities take up most of the work time of the project manager. It is due to communication that normal organization activities are maintained. Moreover, good communication is the most important lubricant to establish interpersonal relationships and achieve cross functional integration. Based on the background of the current national implementation is like a raging fire safe city project, through the literature reading method, peer review method, case study method and make a concrete analysis of Bengbu city peace project, points out the main problems of the two phase of the project is not in the project to identify division of stakeholders, and to develop different strategies of communication management for different types of stakeholders, the project lost control, and on these issues and puts forward the method of safe city project communication management theory: first of all to the project stakeholders are identified, then these stakeholders are classified into internal and external projects, project internal communication management strategies were developed. Finally through the set of methods to evaluate the actual effect of the actual project inspection. The project manager in the company, through the establishment of high-level communication channels with the company, the company project team internal communication system and inter departmental communication and coordination mechanism to obtain project resources required to solve the project problem; inside the project, to establish a correct communication culture, establish formal channels of communication, informal communication, communication content confirmation specification and different stages of the expansion project to promote the work of the project; in the external, through the organization of project internal work to avoid external powerful people involved, to establish good communication channels to external processing and project stakeholders have interests. The project communication management mechanism proposed in this paper is of reference to the safe city project, and can provide some guidance for the participants of this type of project.
【学位授予单位】：北京邮电大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F299.27

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