嘉红电化改造项目组织与团队管理研究

发布时间：2018-05-26 10:38

本文选题：铁路四电综合项目 + 嘉红电化改造项目　；参考：《西南交通大学》2012年硕士论文

【摘要】：项目管理的核心是使项目组织的各资源要素尤其是人力资源要素得到最佳配置。铁路“四电”大型综合项目是集通信、信号、电力供应及牵引供电于一体的复杂适应系统,往往具有涉及专业广、既有线作业、工期紧张、同区段多专业交叉作业频繁等工程特点,项目团队成员间及项目团队成员与项目利益相关方间产生摩擦在所难免。相对一般建设工程,铁路“四电”大型综合项目的组织与团队管理具有更大的挑战性,如何提高项目组织和团队管理绩效,培育良好的团队,发挥人的积极性、能动性,培育团队的归属感、自豪感、责任感,树立企业与项目团队形象,实现企业和员工的共赢是铁路“四电”大型综合项目管理所亟待解决的问题。本文采用理论分析与实证研究相结合的方法,以铁路“四电”大型综合项目——嘉红电化改造项目为案例,对铁路“四电”大型综合项目组织和团队管理进行研究,创新性地以和谐管理理论为基点,总结提炼出嘉红电化改造项目组织与团队和谐管理模式,并详细阐述其组织与团队和谐管理模式的实现路径。通过项目组织与团队和谐管理模式的顺利实施,嘉红电化改造项目在工期紧、条件恶劣、资源紧张等条件下,不仅高质、安全地完成项目目标,多次得到建设单位及企业集团的嘉奖,而且在保证项目效益的同时为集团公司培养输送了一批优秀人才和队伍。
[Abstract]:The core of project management is to optimize the allocation of the resource elements, especially the human resources elements of the project organization. The railway "four power" large-scale integrated project is a complex adaptive system that integrates communication, signal, power supply and traction power supply. It often involves a wide range of specialties, existing railway operations, and tight construction period. It is inevitable to have friction among the project team members and between the project team members and the project stakeholders. Compared with general construction projects, the organization and team management of railway "four power" large-scale integrated projects is more challenging. How to improve the performance of project organization and team management, cultivate a good team, give play to the enthusiasm and initiative of people, Cultivating the sense of belonging, pride and responsibility of the team, establishing the image of the enterprise and the project team, and realizing the win-win situation between the enterprise and the staff are the problems to be solved urgently in the management of the large-scale comprehensive project of the "four power companies". This paper adopts the method of combining theoretical analysis and empirical research, taking the "four power" large-scale comprehensive project-Jiahong electrified transformation project as an example, to study the organization and team management of the railway "four power" large-scale comprehensive project. Based on the theory of harmonious management, this paper summarizes and abstracts the harmonious management mode between the project organization and the team, and expounds in detail the way to realize the harmonious management mode between the organization and the team. Through the smooth implementation of the harmonious management mode between the project organization and the team, under the conditions of tight construction period, bad conditions and tight resources, the Jiahong Audio-visual Transformation Project not only completes the project objectives in high quality and safely, It has been awarded many times by construction units and enterprise groups, and at the same time, it has provided a group of excellent talents and teams for the group while ensuring the benefit of the project.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F532;F426.6;F272

【引证文献】