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  本文關(guān)鍵詞：公司間多部門合作項目集管理研究　出處：《北京交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 項目管理 項目集管理 產(chǎn)品管理 溝通管理 成本管理 人力資源模型

【摘要】：隨著社會化分工的細(xì)化和各公司集中優(yōu)勢資源做自己所擅長、附加值高的業(yè)務(wù),企業(yè)和企業(yè)之間的合作越來越頻繁。項目管理也從過去的公司內(nèi)部單個項目管理轉(zhuǎn)變到公司間多部門合作的項目集管理,這種轉(zhuǎn)變給一向依據(jù)單個項目管理理論為指導(dǎo)依據(jù)的各企業(yè)提出了挑戰(zhàn)。如何確保一個跨公司多部門合作項目能夠達(dá)成預(yù)期目標(biāo),按范圍、按期、按質(zhì)量、按預(yù)算交付?如何確保在如此復(fù)雜的項目環(huán)境中將信息及時、準(zhǔn)確同步各方,確保各方準(zhǔn)確理解并達(dá)成一致?如何在人力成本飆升、人力成本占企業(yè)運(yùn)營總成本比重超過60%的情況下,確保項目按預(yù)算交付甚至通過提升項目成員飽和度來降低成本?如何將公司的項目與研發(fā)統(tǒng)籌規(guī)劃、項目成果與研發(fā)成果有機(jī)結(jié)合,從而提升效率和復(fù)用率?如何將項目成果納入知識管理體系?如果將項目集管理與公司發(fā)展戰(zhàn)略相結(jié)合?上述問題(后面簡述為“六大問題”),尚沒有一套方法進(jìn)行了綜合的回答,是本論文的創(chuàng)新點。能否成功回答上述問題,成為項目成敗的關(guān)鍵,甚至成為影響公司發(fā)展戰(zhàn)略及盈利情況的關(guān)鍵。 本論文主要針對公司間多部門合作項目集管理領(lǐng)域進(jìn)行研究,從實踐中去提煉項目集管理的方法,在回答了項目集管理方法的同時,解決項目集管理與企業(yè)產(chǎn)品管理、人力資源管理、知識管理、戰(zhàn)略管理如何對接,使項目集管理成為為企業(yè)整體運(yùn)營提供輸入、輸出的一環(huán)。 為了驗證方法在實際應(yīng)用中的適合程度,研究中設(shè)定了易于度量的評估指標(biāo),涉及需求變更率、項目延期率、人員利用率、團(tuán)隊滿意度、問題24小時解決率等指標(biāo)。通過在S公司(國內(nèi)最大的社交媒體平臺)與A公司(國內(nèi)最大的電子商務(wù)平臺)的戰(zhàn)略合作項目中實施該方法,推進(jìn)項目成功,來驗證該方法論在實際環(huán)境中具有實際參考意義。
[Abstract]:With the development of social division of labor and the company focused on the advantages of resources to do their own good, high value-added business enterprises and cooperation between enterprises become more and more frequent. Project management from the internal project management company to change the past, multi sectoral cooperation program management, this change brings challenges for always project management theory for the enterprise guidance. How to ensure a cross company multi sectoral cooperation projects to reach the expected goal, according to the scope, schedule, according to quality, according to the budget delivered? How to ensure the project in the information environment, so complex and timely, accurate synchronization of all parties, to ensure that the parties understand and agree to? In labor costs soared, labor costs accounted for the total cost of enterprises accounted for more than 60% of the cases, to ensure that the project on budget delivery even through the promotion of project members to saturation Reduce the cost? How will the project of the company research and development planning, the organic combination of project results and achievements, so as to enhance the efficiency and reusability? How will the project results into the knowledge management system? If the project development strategy and the management of company combination? These problems (behind the "six big problems"), there is no a set of methods to make a comprehensive answer, is the innovation in this paper. The success of the answers to the above questions, become the key to the success of the project, and even become a key development strategy and the profitability of the company.
This thesis focuses on the multi sectoral cooperation projects between companies in the field of management research methods, from practice to refine project management, the project management method in answer set at the same time, to solve the project management and product management in enterprises, human resource management, knowledge management, how to connect the strategic management, the project management has become a set the input to the whole enterprise operation, part of the output.
In order to verify the method suitability in the practical application of the research to set the evaluation index to measure the rate of change, involving demand project delay, rate, utilization rate, team satisfaction, 24 hours to solve the rate index. Through the S company (the largest social media platform) and A company (the largest the electronic commerce platform) to implement the method of strategic cooperation projects, to promote the success of the project, to validate the methodology has practical significance in the practical environment.

【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272

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本文編號：1417510