A公司北六联合站扩建工程项目团队建设研究

发布时间：2018-06-27 01:41

本文选题：工程项目 + 项目团队　；参考：《东北石油大学》2014年硕士论文

【摘要】：A公司是高速发展中的企业。目前，在其工程项目管理中主要采用项目团队化管理模式，，工程项目团队的整体素质对于企业发展来说至关重要。为适应市场的需要，该企业在管理中不断探索和创新，在工程项目管理中积累了丰富的经验，但同时也遇到了诸多问题，其中最主要的就是工程项目管理中的团队建设问题。如何加强工程项目团队建设，从而适应行业发展的快速变化，是A公司面临的重要难题。本文系统整理了国内外相关学者，关于工程项目团队管理的研究成果，并以此为基础，构建了本文的分析框架和研究重点。本文按提出问题、分析问题的逻辑展开。以A公司工程项目团队建设优化为研究对象和研究重点。文章选择以A公司北六联合站扩建工程项目团队为例，采取了调查问卷、专家咨询和个别访谈的形式的方法，从团队结构、绩效考核、成员沟通和成员培训等方面对工程项目团队管理中存在的问题及原因进行调研和分析，发现人员配置不合理、团队沟通不畅、团队考核与激励机制不合理等问题是当前A公司工程项目团队管理中遇到的普遍问题。并以此为基础，运用团队理论、激励理论等相关理论，提出了A公司工程项目团队建设进一步优化的措施。主要有优化组织结构、调整人员配置；进一步完善项目团队的沟通机制；在团队成员培训中应坚持“全员、全过程、全方位”的原则，既有利于员工个人的职业发展，又有利于该企业人力资源素质的提升；改变单一的考核模式，设计由直接考核、延伸考核和周边考核构成的考核体系；综合运用成就激励、能力激励、环境激励和物质激励等多种激励手段，丰富工程项目团队的激励形式。
[Abstract]:Company A is a high-speed developing enterprise. At present, the project team management mode is mainly adopted in the engineering project management, and the overall quality of the engineering project team is very important for the development of the enterprise. In order to meet the needs of the market, the enterprise has continuously explored and innovated in the management, accumulated rich experience in the engineering project management, but also encountered many problems, the most important of which is the team building problem in the engineering project management. How to strengthen the construction of engineering project team, so as to adapt to the rapid changes of industry development, is an important problem faced by company A. This paper systematically arranges the research results of project team management at home and abroad, and on the basis of this, constructs the analysis framework and research focus of this paper. In this paper, the logic of the problem is put forward and the logic of the problem is analyzed. To A company engineering project team construction optimization as the research object and research focus. Taking the project team of the North sixth Union Station of Company A as an example, the paper adopts the methods of questionnaire, expert consultation and individual interview, from the aspects of team structure, performance appraisal, etc. Through the investigation and analysis of the problems and reasons in the management of the engineering project team in the aspects of member communication and member training, it is found that the staffing is unreasonable and the communication of the team is not smooth. The unreasonable evaluation and incentive mechanism of the team is a common problem in the engineering project team management of company A at present. On the basis of this, the author puts forward some measures to optimize the construction of engineering project team in company A by using team theory, incentive theory and other relevant theories. It mainly includes optimizing the organizational structure, adjusting the staffing, further perfecting the communication mechanism of the project team, adhering to the principle of "all staff, the whole process and all directions" in the training of the team members, which is beneficial to the personal career development of the employees. It is also conducive to the improvement of the quality of human resources of the enterprise; changing the single assessment mode, designing an examination system composed of direct assessment, extended assessment and peripheral assessment; synthetically using achievement incentive, ability incentive, Environmental incentives and material incentives, such as a variety of incentives to enrich the project team incentive form.
【学位授予单位】：东北石油大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F284

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