本文選題：項(xiàng)目管理 + 績效管理　； 參考：《華北電力大學(xué)》2013年碩士論文

【摘要】：項(xiàng)目績效管理是項(xiàng)目組織與人力資源管理的重要組成部分,也是項(xiàng)目管理的重要內(nèi)容。但由于項(xiàng)目管理在我國發(fā)展較為滯后,相關(guān)的理論不夠成熟。而且相對于項(xiàng)目時(shí)間管理、項(xiàng)目風(fēng)險(xiǎn)管理、項(xiàng)目成本管理這些來說,對項(xiàng)目的人力資源管理不夠重視,項(xiàng)目的績效管理一直被忽視,使得很多項(xiàng)目的績效管理制度不夠完善,員工目標(biāo)不明確,工作積極性不高,嚴(yán)重影響了項(xiàng)目的進(jìn)度和質(zhì)量,這個(gè)問題在大唐國際的工程建設(shè)項(xiàng)目的管理中尤其明顯。 本文為解決此問題,在對國內(nèi)外文獻(xiàn)研究的基礎(chǔ)上,借鑒國內(nèi)外已有的成熟項(xiàng)目績效管理成果,并結(jié)合大唐的實(shí)際工作內(nèi)容,設(shè)計(jì)出了一套設(shè)計(jì)了適用于大唐國際的科學(xué)的、系統(tǒng)的項(xiàng)目績效管理體系。該體系由四分部組成,分別是制定績效計(jì)劃、績效溝通與輔導(dǎo)、績效考核與反饋、績效診斷與提高。其中績效計(jì)劃既是績效管理的開端,也是關(guān)鍵一步,在這一部分著重設(shè)計(jì)了績效考核指標(biāo),確定了指標(biāo)權(quán)重,在項(xiàng)目考核的指標(biāo)設(shè)計(jì)上,重點(diǎn)考察了項(xiàng)目進(jìn)度管理、項(xiàng)目成本管理、項(xiàng)目質(zhì)量管理、項(xiàng)目安全管理及社會(huì)關(guān)系管理并使用了普遍應(yīng)用的層次分析法來確定權(quán)重。 最后以內(nèi)蒙古大唐國際察右后旗紅牧風(fēng)電場建設(shè)項(xiàng)目的項(xiàng)目負(fù)責(zé)人績效管理為例來介紹該績效考核體系的應(yīng)用。診斷應(yīng)用結(jié)果,分析該考核體系存在的問題,并提出改進(jìn)措施,提高績效管理水平。
[Abstract]:Project performance management is an important part of project organization and human resource management, and also an important part of project management. However, due to the lagging development of project management in China, the relevant theory is not mature enough. Compared with the project time management, the project risk management and the project cost management, the human resource management of the project is not paid enough attention to, and the performance management of the project has been neglected, which makes the performance management system of many projects not perfect enough. The lack of clear goal and enthusiasm of the staff seriously affects the progress and quality of the project, which is especially obvious in the management of the construction project of Datang International. In order to solve this problem, based on the research of domestic and foreign literature, this paper draws lessons from the existing mature project performance management results at home and abroad, and combines the actual work content of Datang, designs a set of scientific design suitable for Datang International. System of project performance management system. The system consists of four parts: performance planning, performance communication and guidance, performance evaluation and feedback, performance diagnosis and improvement. The performance plan is not only the beginning of performance management, but also a key step. In this part, the performance appraisal index is designed and the index weight is determined. Project cost management, project quality management, project safety management and social relationship management are used to determine the weight. Finally, this paper introduces the application of the performance appraisal system by taking the performance management of the project leader of the Red Pastoral Farm Construction Project of Datang International in Inner Mongolia as an example. The results of diagnosis and application, the problems existing in the evaluation system are analyzed, and the improvement measures are put forward to improve the performance management level.
【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92

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