建设工程业主方多项目管理研究
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摘要
随着建设工程规模的不断扩大,越来越多的建设工程开始以项目组合与项目集的多项目形式出现,传统的单项目管理方法已不能满足多项目管理的要求,多项目管理日益成为建设工程领域关注的热点,同时也成为众多建设工程业主方最为关心的问题,但由于多项目管理研究在国内还处于起步阶段,导致实际应用中不断出现亟待解决的组织结构僵化、资源配置不合理、供应链管理混乱等问题。因此,加强建设工程业主方多项目管理的研究,尤其是加快多项目管理中的组织管理、资源配置、供应链管理等核心问题的研究显得非常迫切而必要。
针对上述问题,本论文以项目管理理论、组织理论、资源配置及供应链管理理论为基础,消化吸收国内外多项目管理研究和应用的成果,结合建设工程多项目管理的特点和我国业主方多项目管理的现状,运用绩效评价法、动态规划法等方法,构建了建设工程业主方多项目管理模式和资源优化配置模型,提出了业主方多项目管理组织成熟度评价指标体系和供应链优化管理模式。
论文的创新之处主要体现在以下方面：
1.提出了两种适用不同范围的建设工程多项目管理模式——咨询式和代建式。在充分分析已有的项目管理组织模式的基础上,针对多项目管理组织需求具有范围广、因素多、变化快、要求高的特点,从业主内部项目组织架构深入,设计了两种多项目管理模式,提出了不同管理模式的适用范围。
2.提出了建设工程业主方多项目管理组织成熟度评价指标体系。从多项目管理实际和业主方组织运行特点入手,构建了业主方多项目管理组织成熟度模型的三维结构,借鉴平衡计分卡的指标设置思路将评价指标划分为组织能力水平、组织关系管理、组织内部过程管理、学习与成长四大类一级指标和其相应的二级指标,形成了业主方多项目管理组织成熟度评价指标体系,为科学评价业主方多项目管理组织成熟度提供了理论依据。
3.构建了业主方多项目人力资源、材料设备、资金三类资源优化配置模型。从多项目的资源需求存在共享与冲突两面性特征入手,应用动态规划法,分别构建了业主方多项目人力资源、材料设备、资金三类资源优化配置模型,并通过实证分析,验证了动态规划方法解决业主方多项目材料与设备优化配置模型的适用性,为实现多目标、多种类、多层次特点的多项目资源优化配置提供了解决办法。
4.提出了基于建设工程多项目的业主方供应链优化管理模式。通过分析多项目供应链的结构与环节,提出了多项目供应链一体化运作内容,在比较不同采购方式以及不同集中采购模式下物流与结算管理的基础上,提出了基于多项目的业主方供应链优化管理模式,并通过实例验证了该模式的优越性,为多项目管理业主方优化供应链管理提供了参考。
With the continuous expansion of the scale of construction projects, more and more projects began to emerge in the form of multi-project including project portfolio or project program. Traditional single-project management methods can not meet the needs of multi-project management, and multi-project management is becoming the focus of attention by the owner in the field of construction engineering. However, research on multi-project management in China is still in the initial stage, and it shows a lot of management problems that need to be dealt with urgently, such as rigid organizational structure, irrational allocation of resources, chaotic supply chain management and so on. So it is urgent and important to resolve the core problems of multi-project management through study and discussion.
To solve these problems, the disseration is written under the guidance of theoretical methods including project management theory, organizational theory, and the resource allocation and supply chain management theory. Also based on the research results of multi-project management domestic and overseas, characteristics of multi-project management and current situation of owner's multi-project management in China, multi-project management mode of owner's and optimal resource allocation models are established, besides evaluation indexes of multi-project management organizational maturity and optimal management mode of supply chain are put forward.
In this paper, the main innovation points are as follows.
1. Two different modes of multi-project management are built up.One is consultative multi-project management service mode and the other is agent constructing multi-project management service mode. Based on internal project organization structure of owner and analysis of owner's project management modes, the methods and ideas of establishing multi-project management organization of owner and two modes of multi-project management are indicated. Relying on these conclusions and analysis of relationship among participants of owners, the game analysis model between owner and project management agency in the bidding period and construction period is built. Nash equilibrium analysis and incentive and restraint mechanisms are put forward, too.
2. The owner's multi-project management organizational maturity evaluation index system is put forward. According to the reality of multi-project management and organizational running characteristics of owner, the3D structure of owner's organization maturity model on multi-project management is built. Based on the BSC idea, evaluation indexes are divided into four major categories with secondary indexes including level of organizational capacity, organization relationship management, and process management within the organization, learning and growth. The owner's multi-project management organizational maturity evaluation index system is formed and it can successfully evaluate organizational maturity scientifically.
3. Three optimal allocation models of human resource, material equipment and funds are established. Relying on the feature of resource allocation of multi-project management with two sides of sharing and conflict, optimal allocation models of human resource, material equipment and funds are built respectively by using the method of dynamic planning.And empirical analysis is also made to verify the applicability of the method of dynamic planning. It provides a solution to achieve resource optimal allocation with characteristics of multi-objective, multi-species, multi-level.
4. Optimal management method of supply chain about owner's construction multi-project is elaborated. On the basis of comparing the differences among procurement methods, as well as the differences of logistics and accounts settling under different centralized procurement mode, the method is elaborated. And then the superiority of centralized procurement in supply chain management is verified by empirical analysis. It can provide a reference for owner's multi-project management on optimizing supply chain management.
针对上述问题,本论文以项目管理理论、组织理论、资源配置及供应链管理理论为基础,消化吸收国内外多项目管理研究和应用的成果,结合建设工程多项目管理的特点和我国业主方多项目管理的现状,运用绩效评价法、动态规划法等方法,构建了建设工程业主方多项目管理模式和资源优化配置模型,提出了业主方多项目管理组织成熟度评价指标体系和供应链优化管理模式。
论文的创新之处主要体现在以下方面：
1.提出了两种适用不同范围的建设工程多项目管理模式——咨询式和代建式。在充分分析已有的项目管理组织模式的基础上,针对多项目管理组织需求具有范围广、因素多、变化快、要求高的特点,从业主内部项目组织架构深入,设计了两种多项目管理模式,提出了不同管理模式的适用范围。
2.提出了建设工程业主方多项目管理组织成熟度评价指标体系。从多项目管理实际和业主方组织运行特点入手,构建了业主方多项目管理组织成熟度模型的三维结构,借鉴平衡计分卡的指标设置思路将评价指标划分为组织能力水平、组织关系管理、组织内部过程管理、学习与成长四大类一级指标和其相应的二级指标,形成了业主方多项目管理组织成熟度评价指标体系,为科学评价业主方多项目管理组织成熟度提供了理论依据。
3.构建了业主方多项目人力资源、材料设备、资金三类资源优化配置模型。从多项目的资源需求存在共享与冲突两面性特征入手,应用动态规划法,分别构建了业主方多项目人力资源、材料设备、资金三类资源优化配置模型,并通过实证分析,验证了动态规划方法解决业主方多项目材料与设备优化配置模型的适用性,为实现多目标、多种类、多层次特点的多项目资源优化配置提供了解决办法。
4.提出了基于建设工程多项目的业主方供应链优化管理模式。通过分析多项目供应链的结构与环节,提出了多项目供应链一体化运作内容,在比较不同采购方式以及不同集中采购模式下物流与结算管理的基础上,提出了基于多项目的业主方供应链优化管理模式,并通过实例验证了该模式的优越性,为多项目管理业主方优化供应链管理提供了参考。
With the continuous expansion of the scale of construction projects, more and more projects began to emerge in the form of multi-project including project portfolio or project program. Traditional single-project management methods can not meet the needs of multi-project management, and multi-project management is becoming the focus of attention by the owner in the field of construction engineering. However, research on multi-project management in China is still in the initial stage, and it shows a lot of management problems that need to be dealt with urgently, such as rigid organizational structure, irrational allocation of resources, chaotic supply chain management and so on. So it is urgent and important to resolve the core problems of multi-project management through study and discussion.
To solve these problems, the disseration is written under the guidance of theoretical methods including project management theory, organizational theory, and the resource allocation and supply chain management theory. Also based on the research results of multi-project management domestic and overseas, characteristics of multi-project management and current situation of owner's multi-project management in China, multi-project management mode of owner's and optimal resource allocation models are established, besides evaluation indexes of multi-project management organizational maturity and optimal management mode of supply chain are put forward.
In this paper, the main innovation points are as follows.
1. Two different modes of multi-project management are built up.One is consultative multi-project management service mode and the other is agent constructing multi-project management service mode. Based on internal project organization structure of owner and analysis of owner's project management modes, the methods and ideas of establishing multi-project management organization of owner and two modes of multi-project management are indicated. Relying on these conclusions and analysis of relationship among participants of owners, the game analysis model between owner and project management agency in the bidding period and construction period is built. Nash equilibrium analysis and incentive and restraint mechanisms are put forward, too.
2. The owner's multi-project management organizational maturity evaluation index system is put forward. According to the reality of multi-project management and organizational running characteristics of owner, the3D structure of owner's organization maturity model on multi-project management is built. Based on the BSC idea, evaluation indexes are divided into four major categories with secondary indexes including level of organizational capacity, organization relationship management, and process management within the organization, learning and growth. The owner's multi-project management organizational maturity evaluation index system is formed and it can successfully evaluate organizational maturity scientifically.
3. Three optimal allocation models of human resource, material equipment and funds are established. Relying on the feature of resource allocation of multi-project management with two sides of sharing and conflict, optimal allocation models of human resource, material equipment and funds are built respectively by using the method of dynamic planning.And empirical analysis is also made to verify the applicability of the method of dynamic planning. It provides a solution to achieve resource optimal allocation with characteristics of multi-objective, multi-species, multi-level.
4. Optimal management method of supply chain about owner's construction multi-project is elaborated. On the basis of comparing the differences among procurement methods, as well as the differences of logistics and accounts settling under different centralized procurement mode, the method is elaborated. And then the superiority of centralized procurement in supply chain management is verified by empirical analysis. It can provide a reference for owner's multi-project management on optimizing supply chain management.
引文
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