全寿命周期集成管理在工程项目集管理中的应用研究

发布时间：2018-06-17 09:17

本文选题：项目集管理 + 全寿命周期管理　；参考：《上海交通大学》2012年硕士论文

【摘要】：随着通信技术、应用、市场的不断发展，网络运营商的投资规模不断增长，网络建设工程项目数量成倍上升，所涉及的技术、管理复杂程度也日渐提高。传统项目管理对单个工程项目在进度、质量、成本等各方面能实现有效控制，但在新形势下的不足也逐步凸显。如何确保企业战略目标的实现，是项目管理体系亟需予以解决的重要问题。项目集管理重点关注企业管理层战略和项目运营之间的联系，可以帮助企业进行战略决策，并指导具体工程项目的管理实施；此外，网络运营商工程项目的价值体现，是通过网络运行期向用户提供的各类服务，从而实现网络价值向业务营收的转变。因此，强调全寿命周期的集成化管理，也是目前有线网络运营商项目管理发展的一大热点。针对全寿命周期集成管理理论在工程项目集管理中的应用研究课题，本文所做的主要工作有：第一，本文详细分析了项目管理理论在通信网络运营企业中的应用情况，并分析了所遇到的主要问题，包括： 1.在一组互相关联的项目的实施过程中，由于项目主办部门的不同，往往各自强调所负责项目的管理绩效，缺乏整体综合统筹，造成企业战略利益的损失； 2.网络运营商的营收主要通过网络运行期向用户提供的各种网络服务予以实现，而传统意义上的项目生命周期是以项目完工收尾为标志，项目管理体系对后续运营管理的支持力度不够。第二，针对上述两大主要问题，引入“项目集管理”和“全寿命周期管理”的理念，并通过集成管理的思想将两者进行有机的结合。本部分工作所做的工作主要有： 1.介绍项目集的概念、特点，阐述项目集管理在企业级多层次项目管理体系和目标中的地位； 2.提出了全寿命周期的统筹管理模式，即将集成管理的思想在全寿命周期的“决策阶段”、“实施阶段”、“运营阶段”进行有机整合； 3.提出了项目集经理总负责的综合管理模式，，即将“项目集管理”和“全寿命周期集成管理”的思想运用到有线网络运营商的工程项目管理体系中： 1)“项目集经理主导”：为应对关联项目之间缺乏统筹管理，建立以项目集经理为主导的管理团队，并负责对项目集的全寿命周期进行跟踪； 2)“决策变更纠偏”：通过周期性的评估体系，及时纠正战略目标和个体项目之间的偏差，并实现对决策的变更调整； 3)“运营期反馈”：建立信息沟通机制，在项目集实施过程中实现不同项目之间的信息同步和资源合理调配，项目转入运营期后及时将运维的意见建议进行反馈，优化在建工程的实施。第三，结合企业具体项目NGB接入网改造建设工程的管理实践，将上述两个模式应用于具体的实践，从效果来看，不仅能确保并行的多个项目能有效地综合利用各种资源，同时对网络的长期运营也能提供有力的支持，从而进一步验证了今后项目管理体系建设的发展方向。
[Abstract]:With the continuous development of communication technology, application and market, the investment scale of network operators is increasing, the number of network construction projects has risen exponentially. The technology involved and the complexity of management are increasing. The traditional project management can effectively control the progress, quality and cost of individual projects, but in the new situation, the new situation is in the new situation. How to ensure the realization of strategic objectives is an important problem that the project management system urgently needs to solve.
Project set management focuses on the relationship between enterprise management strategy and project operation, which can help enterprises to make strategic decisions and guide the management and implementation of specific engineering projects. In addition, the value of network operators project is a variety of services provided to users through the network operation period, thus realizing network value to business. Therefore, emphasizing the integrated management of life cycle is also a hot topic in the development of cable network operators' project management.
Aiming at the application research of integrated life cycle management theory in project portfolio management, the main work of this paper is as follows:
Firstly, this paper analyzes the application of project management theory in communication network operation enterprises in detail, and analyzes the main problems encountered, including:
1. in the implementation process of a group of interrelated projects, the management performance of the projects responsible for the project is often emphasized, and the overall overall planning is lacking, resulting in the loss of the strategic interests of the enterprise.
2. the revenue of the network operators is mainly realized through various network services provided by the network operation period to the users, while the traditional project life cycle is marked by the completion of the project completion, and the project management system has insufficient support for the follow-up operation management.
Second, in view of the above two major problems, the concept of "project set management" and "life cycle management" is introduced, and the idea of integrated management is used to combine the two organically. The main work of this part is as follows:
1. introduces the concept and characteristics of itemsets, and expounds the position of project management in enterprise level multilevel project management system and objectives.
2. the overall management mode of life cycle is put forward, and the idea of integrated management is integrated in the "decision stage", "implementation stage" and "operation stage" in the whole life cycle.
3. the comprehensive management model of project manager is put forward, and the idea of "project set management" and "whole life cycle integrated management" is applied to the engineering project management system of cable network operators.
1) "project manager led": in order to cope with the lack of overall management between related projects, a management team led by the project set manager is set up, and the whole life cycle of the project set is tracked.
2) "decision change correction": through the periodic evaluation system, correct the deviation between the strategic target and the individual project in time, and realize the change and adjustment of the decision.
3) "operation period feedback": establish information communication mechanism, realize the information synchronization and resource allocation between different projects during the project set implementation process. After the project is transferred into the operation period, the suggestion of transportation and maintenance is fed back in time to optimize the implementation of the construction project.
Third, combined with the management practice of the construction project of NGB access network, the above two models are applied to concrete practice. From the effect, it can not only ensure that many parallel projects can effectively utilize all kinds of resources, but also provide strong support for the long term operation of the network, thus further verifying the present The development direction of post project management system construction.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F626

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