本文關(guān)鍵詞：基于工程項(xiàng)目建設(shè)生命周期的沖突管理研究　出處：《沈陽建筑大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 工程項(xiàng)目 建設(shè)生命周期 沖突 表現(xiàn)強(qiáng)度 預(yù)警

【摘要】：隨著我國(guó)經(jīng)濟(jì)快速發(fā)展,每年都有大批項(xiàng)目開工建設(shè),項(xiàng)目建設(shè)是一項(xiàng)復(fù)雜的系統(tǒng)工程,而工程管理需要多視角、系統(tǒng)全面的協(xié)調(diào)多方利益。然而,在工程項(xiàng)目領(lǐng)域蓬勃發(fā)展的同時(shí),沖突也是工程項(xiàng)目建設(shè)生命周期中無法回避的問題。在工程項(xiàng)目建設(shè)生命周期的過程中,涉及的相關(guān)利益主體單位比較多,關(guān)系復(fù)雜,項(xiàng)目?jī)?nèi)部運(yùn)作起來往往會(huì)因項(xiàng)目目標(biāo)、工程質(zhì)量、進(jìn)度計(jì)劃、技術(shù)問題、資源分配、工程成本、管理程序等不協(xié)調(diào)而引發(fā)沖突,還有許多不確定因素也影響著工程項(xiàng)目的建設(shè),這些因素在項(xiàng)目的不同階段產(chǎn)生不同的作用并常以沖突事件的形式表現(xiàn)出來,從這個(gè)角度可以說工程管理就是沖突管理。 本論文以工程項(xiàng)目建設(shè)生命周期中發(fā)生的沖突為研究對(duì)象,結(jié)合相關(guān)的文獻(xiàn)研究,分析了工程項(xiàng)目建設(shè)生命周期中四個(gè)階段的主要沖突源并制定相應(yīng)的管理策略。以實(shí)際案例說明如何利用沖突的管理方法解決工程項(xiàng)目中發(fā)生的沖突。本文共分為六部分,第一部分簡(jiǎn)述了本研究的背景、目的、意義,國(guó)內(nèi)外研究現(xiàn)狀以及研究方法、框架結(jié)構(gòu)；第二部分介紹了沖突的界定及其發(fā)生的過程,工程項(xiàng)目中的沖突來源；第三部分介紹了工程項(xiàng)目建‘設(shè)生命周期的階段和特點(diǎn),分析了各階段中沖突的排序和表現(xiàn)形式；第四部分詳細(xì)分析了工程項(xiàng)目建設(shè)生命周期的四個(gè)階段中沖突產(chǎn)生的原因和管理對(duì)策；第五部分結(jié)合案例分析了發(fā)生在工程項(xiàng)目生命周期中的沖突管理；第六部分給出了本文的研究結(jié)論和創(chuàng)新點(diǎn),最后對(duì)未來的研究進(jìn)行展望。 本論文通過對(duì)工程項(xiàng)目建設(shè)生命周期中發(fā)生的沖突事件在項(xiàng)目各階段表現(xiàn)強(qiáng)度以及各階段沖突事件累積效應(yīng)對(duì)工程項(xiàng)目所帶來的影響和沖突事件在項(xiàng)目中整體分布狀態(tài)的分析,揭示了沖突事件在工程項(xiàng)目中的表現(xiàn)規(guī)律。了解和掌握沖突事件在工程項(xiàng)目建設(shè)生命周期中各階段的主次關(guān)系,加強(qiáng)對(duì)工程項(xiàng)目建設(shè)生命周期中沖突的認(rèn)識(shí),對(duì)項(xiàng)目管理者在工程實(shí)際中預(yù)測(cè)沖突、把握全局、提高項(xiàng)目管理水平,指導(dǎo)項(xiàng)目負(fù)責(zé)人在實(shí)際工作中有效地處理發(fā)生的沖突發(fā)揮重要的作用。本論文有以下創(chuàng)新點(diǎn)：基于工程項(xiàng)目建設(shè)生命周期的沖突管理是從人與事兩方面綜合思考沖突管理問題。對(duì)沖突從被動(dòng)管理到主動(dòng)管理,實(shí)現(xiàn)工程項(xiàng)目的實(shí)施過程中對(duì)沖突事件的預(yù)警�；诠こ添�(xiàng)目的建設(shè)周期,思考項(xiàng)目經(jīng)理在不同階段對(duì)項(xiàng)目管理的預(yù)警管理,而不是被動(dòng)的處理。在工程項(xiàng)目實(shí)施階段的沖突管理中增加了從工程倫理的角度思考項(xiàng)目管理中的沖突的解決方法。
[Abstract]:With the rapid economic development of our country, a large number of projects start construction every year. Project construction is a complex system engineering, and project management needs multi-perspective, systematic and comprehensive coordination of various interests. At the same time, conflict is an unavoidable problem in the construction life cycle of engineering projects. In the process of construction life cycle of engineering projects, there are more relevant stakeholders involved. The internal operation of the project often causes conflicts because of the incoordination of project objectives, project quality, schedule, technical issues, resource allocation, engineering costs, management procedures, etc. There are many uncertain factors also affect the construction of engineering projects, these factors in different stages of the project have different roles and often in the form of conflict events. From this angle, it can be said that project management is conflict management. This paper takes the conflicts in the construction life cycle of engineering project as the research object, and combines the related literature research. This paper analyzes the main conflict sources in the four stages of the construction life cycle of engineering project and formulates the corresponding management strategy. The paper illustrates how to use the conflict management method to solve the conflicts in the engineering project. Six parts. The first part briefly describes the background, purpose, significance, domestic and foreign research status, research methods, framework structure; The second part introduces the definition of the conflict and its occurrence process, the source of the conflict in the project; The third part introduces the stages and characteristics of the life cycle of the project construction, and analyzes the ranking and manifestation of the conflicts in each stage. Part 4th analyzes the causes and management countermeasures of the conflicts in the four phases of the construction life cycle of the project in detail. Part 5th analyzes the conflict management in the life cycle of engineering project by case study. In the 6th part, the conclusion and innovation of this paper are given. Finally, the future research is prospected. Through the analysis of the intensity of conflict events in each stage of the project, the impact of the cumulative effect of the conflict events in each stage on the project and the overall impact of the conflict events in the project, the thesis makes an analysis of the impact of the conflict events in the construction life cycle of the project. Analysis of the distribution state. This paper reveals the rules of conflict events in engineering projects, understands and grasps the principal and secondary relationships of conflict events in each stage of the construction life cycle of engineering projects, and strengthens the understanding of conflicts in the construction life cycle of engineering projects. The project manager can predict the conflict in the project practice, grasp the overall situation and improve the project management level. Instructing the project leader to play an important role in dealing with conflicts effectively in practical work. This paper has the following innovations:. The conflict management based on the construction life cycle of engineering project is to think about the conflict management from the two aspects of people and things, from passive management to active management. Based on the construction cycle of the project, the project manager thinks about the early warning management of the project management in different stages. Instead of passively dealing with the conflict management in the implementation stage of the project, the author adds the solution to the conflict in the project management from the point of view of engineering ethics.
【學(xué)位授予單位】：沈陽建筑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TU71

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