AP1000核电主设备制造项目绩效管理研究

发布时间：2018-06-15 07:17

本文选题：核电主设备 + 项目绩效管理　；参考：《上海交通大学》2015年硕士论文

【摘要】：随着我国核电市场化改革的快速推进,项目管理模式正成为国内核电主设备制造企业结构转型升级的重要推动力,而项目团队绩效管理已成为企业培育竞争优势的重要战略举措。作为企业和员工之间的重要载体,项目团队承担着将企业战略目标进行合理分解与有效执行的重要作用。但是,目前大多数核电主设备制造企业仍然采用传统的职能型绩效管理方法,既缺乏对项目团队职责的清晰界定,又缺乏对项目团队绩效的合理评价与激励,造成企业的战略目标在项目执行过程中无法得到有效贯彻执行。所以建立一套从企业战略目标到项目团队成员的KPI分解模型和操作方法,通过梳理明确项目团队的职责分工,从质量、进度、技术和成本四个维度识别出企业的战略目标,以因果逻辑关系和平衡理念解析出项目层级关键绩效指标,再进一步分解出项目角色的关键绩效指标,形成完整的项目KPI体系,将具有十分重要的意义。本文从国内知名的核电主设备制造企业S公司在执行AP1000项目过程中的实际问题出发,参考相关的绩效管理研究成果,采用态势分析法、平衡计分卡、关键业绩指标法、质量功能展开法方法,来建立一套科学的可持续改进的AP1000核电主设备制造项目绩效管理体系模型。通过在AP1000项目上的实际应用,获得体系模型有效性的验证。
[Abstract]:With the rapid development of the market-oriented reform of nuclear power in China, the project management model is becoming an important driving force for the transformation and upgrading of the structure of domestic nuclear power main equipment manufacturing enterprises. Project team performance management has become an important strategic measure for enterprises to cultivate competitive advantages. As an important carrier between enterprises and employees, the project team plays an important role in the rational decomposition and effective implementation of enterprise strategic objectives. However, at present, most nuclear power equipment manufacturing enterprises still adopt the traditional functional performance management method, which is lack of clear definition of project team responsibility, and lack of reasonable evaluation and incentive to project team performance. As a result, the strategic objectives of the enterprise can not be effectively carried out in the process of project implementation. So establish a KPI decomposition model and operation method from enterprise strategic objectives to project team members, and identify the strategic objectives of the enterprise from four dimensions of quality, schedule, technology and cost by sorting out the division of responsibilities of the project team. It is of great significance to analyze the key performance indicators of the project level by using the concept of causality logic and balance, and further decompose the key performance indicators of the project role to form a complete project KPI system. In this paper, based on the practical problems in the process of implementing AP1000 project in S Company, a well-known nuclear power equipment manufacturing enterprise, and referring to the related research results of performance management, this paper adopts situation analysis method, balanced scorecard, key performance index method, The method of quality function expansion is used to establish a set of sustainable and sustainable AP1000 nuclear power equipment manufacturing project performance management system model. Through the practical application in AP1000 project, the validity of the system model is verified.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.23;F426.61

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