基于OPM3-PMO总承包建设企业多项目管理成熟度研究
发布时间：2018-08-27 19:14
【摘要】：随着建筑业的近20年的快速发展，，总承包建设企业所承接的工程项目逐步向大型化、复杂化、跨地域化、多项目组织管理方向发展，总承包建设企业面临多项目协调管理的难题。企业呈现出平均劳动生产率低、产值利润率低下、协同效应低，核心竞争力弱，因此本文旨在将组织级项目管理成熟度(OPM3)和项目管理办公室(PMO)运用总承包建设企业管理中，识别影响多项目管理成熟度的因素，构建成熟度的评价模型，通过模型得出提升措施，从而提升企业多项目组织管理能力和企业的核心竞争力。 首先对多项目管理、项目管理办公室、项目管理成熟度及其评价方法等作了广泛的文献回顾，从管控模式、管理体系和生产要素三个方面对总承包建设企业多项目管理现状进行了分析，结合总承包建设企业多项目管理的特点，构建了项目管理办公室的组织框架。其次，识别总承包建设企业多项目管理成熟度的影响因素，基于三方面假设，采用结构方程模型构建总承包建设企业多项目管理成熟度模型，并设计了调查问卷，共回收问卷237份，有效问卷202份；利用SPSS软件对有效样本进行描述性统计分析，构建假设模型，运用AMOS软件，输入数据对假设模型进行拟合和修正，最后得到较为理想的修正模型。通过直接效应、间接效应和总效应分析得出不同因素的影响程度；将各个因素的影响程度经过归一化处理后得到总承包建设企业多项目管理成熟度评价模型并对成熟度等级进行界定，为总承包建设企业的成熟度评价提供了方法和依据。最后将获得的模型运用于实践，作为案例。 研究结果表明：（1）项目管理维度是提升总承包建设企业成熟度的核心；（2）项目管理维度中，项目组合PMO的影响最大，其中项目组合PMO较大的影响因素是风险预测与管理能力，项目群PMO较大的影响因素是协调管理能力，项目控制办公室较大的影响因素是合同管理能力；（3）组织支持维度中最重要的因素为多项目管理工具及方法的运用能力；（4）信息化建设维度中最重要的影响因素是企业信息化应用能力。 总之，本文所建立的总承包建设企业多项目成熟度评价模型能有效为总承包企业组织的转变、信息化的建设和多项目管理成熟度的提升提供决策依据。
[Abstract]:With the rapid development of the construction industry in the past 20 years, the engineering projects undertaken by the general contracting construction enterprises have gradually developed towards the direction of large-scale, complex, cross-regional and multi-project organization and management. The general contracting construction enterprise faces the difficult problem of multi-project coordination management. The enterprise presents low average labor productivity, low profit rate of output value, low synergy effect and weak core competitiveness. Therefore, this paper aims to apply the organizational level Project Management maturity (OPM3) and the Project Management Office (PMO) to the construction of enterprise management by general contracting. The factors that affect the maturity of multi-project management are identified, the evaluation model of maturity is constructed, and the promotion measures are obtained through the model, so as to enhance the ability of multi-project organization and management of enterprises and the core competitiveness of enterprises. First of all, it reviews the literature of multi-project management, project management office, project management maturity and its evaluation methods. This paper analyzes the present situation of multi-project management in general contracting construction enterprises from three aspects of management system and production elements, and constructs the organizational framework of project management office according to the characteristics of multi-project management in general contracting construction enterprises. Secondly, based on the three hypotheses, the multi-project management maturity model of general contracting construction enterprises is constructed by using structural equation model, and the questionnaire is designed, based on the identification of factors affecting the maturity of multi-project management in general contracting construction enterprises. A total of 237 questionnaires and 202 valid questionnaires were collected. Using SPSS software for descriptive statistical analysis of valid samples, a hypothetical model was constructed, and AMOS software was used to input data to fit and modify the hypothetical model. Finally, an ideal modified model is obtained. Through direct effect, indirect effect and total effect analysis, the influence degree of different factors is obtained. After normalizing the influence degree of each factor, the multi-project management maturity evaluation model of the general contracting construction enterprise is obtained and the maturity grade is defined, which provides the method and basis for the maturity evaluation of the general contracting construction enterprise. Finally, the obtained model is applied to practice as a case study. The results show that: (1) Project management dimension is the core of improving enterprise maturity, (2) in the project management dimension, the project portfolio PMO has the greatest influence, among which the risk forecasting and management ability is the most important factor of the project portfolio PMO. The most important factor in the PMO of project group is the ability to coordinate management and the ability of contract management in the project control office. (3) the ability of using multi-project management tools and methods is the most important factor in the dimension of organizational support. (4) the most important influencing factor in the dimension of informatization construction is enterprise informatization application ability. In a word, the multi-project maturity evaluation model established in this paper can effectively provide the decision basis for the transformation of the organization, the construction of information and the improvement of the maturity of multi-project management.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F224;F284
本文编号：2208188
[Abstract]:With the rapid development of the construction industry in the past 20 years, the engineering projects undertaken by the general contracting construction enterprises have gradually developed towards the direction of large-scale, complex, cross-regional and multi-project organization and management. The general contracting construction enterprise faces the difficult problem of multi-project coordination management. The enterprise presents low average labor productivity, low profit rate of output value, low synergy effect and weak core competitiveness. Therefore, this paper aims to apply the organizational level Project Management maturity (OPM3) and the Project Management Office (PMO) to the construction of enterprise management by general contracting. The factors that affect the maturity of multi-project management are identified, the evaluation model of maturity is constructed, and the promotion measures are obtained through the model, so as to enhance the ability of multi-project organization and management of enterprises and the core competitiveness of enterprises. First of all, it reviews the literature of multi-project management, project management office, project management maturity and its evaluation methods. This paper analyzes the present situation of multi-project management in general contracting construction enterprises from three aspects of management system and production elements, and constructs the organizational framework of project management office according to the characteristics of multi-project management in general contracting construction enterprises. Secondly, based on the three hypotheses, the multi-project management maturity model of general contracting construction enterprises is constructed by using structural equation model, and the questionnaire is designed, based on the identification of factors affecting the maturity of multi-project management in general contracting construction enterprises. A total of 237 questionnaires and 202 valid questionnaires were collected. Using SPSS software for descriptive statistical analysis of valid samples, a hypothetical model was constructed, and AMOS software was used to input data to fit and modify the hypothetical model. Finally, an ideal modified model is obtained. Through direct effect, indirect effect and total effect analysis, the influence degree of different factors is obtained. After normalizing the influence degree of each factor, the multi-project management maturity evaluation model of the general contracting construction enterprise is obtained and the maturity grade is defined, which provides the method and basis for the maturity evaluation of the general contracting construction enterprise. Finally, the obtained model is applied to practice as a case study. The results show that: (1) Project management dimension is the core of improving enterprise maturity, (2) in the project management dimension, the project portfolio PMO has the greatest influence, among which the risk forecasting and management ability is the most important factor of the project portfolio PMO. The most important factor in the PMO of project group is the ability to coordinate management and the ability of contract management in the project control office. (3) the ability of using multi-project management tools and methods is the most important factor in the dimension of organizational support. (4) the most important influencing factor in the dimension of informatization construction is enterprise informatization application ability. In a word, the multi-project maturity evaluation model established in this paper can effectively provide the decision basis for the transformation of the organization, the construction of information and the improvement of the maturity of multi-project management.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F224;F284
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