國際承包工程管理模式優(yōu)化研究
發(fā)布時間：2018-11-22 08:51
【摘要】：近年來，我國對外承包工程業(yè)務(wù)取得了長足的發(fā)展，表現(xiàn)為業(yè)務(wù)規(guī)模不斷擴(kuò)大，市場區(qū)域多元化，不斷拓寬合作領(lǐng)域，承包的項目大型化，大型對外承包企業(yè)實力增強(qiáng)。中國承包商在國際工程承包市場上越來越受關(guān)注，國際承包工程已成為我國實施“走出去”戰(zhàn)略的主要形式之一。 雖然當(dāng)前中國企業(yè)越來越多參與到國際承包工程中，但是在工程管理方面經(jīng)驗和能力還不夠，要通過對質(zhì)量、進(jìn)度、成本三要素的控制，，來不斷提高工程質(zhì)量、加快工程進(jìn)度、降低工程成本，最終實現(xiàn)提高承包工程管理的效率和增強(qiáng)企業(yè)在市場中競爭能力的目的。隨著國際承包市場的競爭越來越激烈，中國的承包工程企業(yè)一定要修煉內(nèi)功，把大量先進(jìn)的管理知識運用到工程項目的質(zhì)量、進(jìn)度、成本的管理實踐中，響應(yīng)國家“走出去”的號召，把企業(yè)做大做強(qiáng)。 本文首先介紹研究背景、研究意義、研究內(nèi)容和研究方法。其次介紹相關(guān)理論基礎(chǔ)，包括介紹國際承包工程特點和中國對外承包工程發(fā)展概述，介紹了國際承包工程項目管理核心要素：工程質(zhì)量、工程進(jìn)度、工程成本三要素管理在國際承包工程管理中所起的作用，以及它們之間的相互關(guān)系。再次介紹現(xiàn)有國際承包工程管理模式分類和我國企業(yè)現(xiàn)有國際承包工程管理模式，對我國企業(yè)現(xiàn)有國際承包工程管理中存在的主要問題及產(chǎn)生這些問題的原因進(jìn)行了分析，并結(jié)合一些失敗的案例加以分類說明。然后提出了優(yōu)化我國企業(yè)國際承包工程管理模式的措施，有效改善承包工程中的質(zhì)量、進(jìn)度、成本管理，減少風(fēng)險，達(dá)到項目預(yù)期目標(biāo)。之后針對目前的問題，進(jìn)一步給出了提高我國企業(yè)國際承包工程管理水平的對策。最后是總結(jié)與展望。
[Abstract]:In recent years, China's foreign contracting project business has made great progress, which is shown by the continuous expansion of business scale, diversification of market areas, continuous expansion of cooperation fields, large-scale projects contracted, and the strength of large-scale foreign contracting enterprises. Chinese contractors have been paid more and more attention to in the international engineering contracting market, and international contracting has become one of the main forms of "going out" strategy in our country. Although more and more Chinese enterprises are participating in international contracting projects at present, their experience and ability in project management are not enough. It is necessary to continuously improve the quality of the projects and speed up the progress of the projects through the control of the three elements of quality, progress and cost. Finally, it can improve the efficiency of contracting project management and enhance the competitiveness of enterprises in the market. With the increasingly fierce competition in the international contracting market, Chinese contracting engineering enterprises must practice internal work and apply a large amount of advanced management knowledge to the management practice of project quality, schedule and cost. In response to the country's call to "go out," make enterprises bigger and stronger. This paper first introduces the research background, research significance, research content and research methods. Secondly, it introduces the relevant theoretical basis, including the characteristics of international contracting projects and the development of China's foreign contracting projects, and introduces the core elements of project management of international contracting projects: project quality, project progress, The function of project cost management in international contracting project management and the relationship between them. This paper introduces the classification of the existing international contracting project management mode and the existing international contract project management mode of our country's enterprises, and analyzes the main problems existing in the existing international contract project management of our country's enterprises and the causes of these problems. Combined with some failed cases to be classified to illustrate. Then the paper puts forward some measures to optimize the management mode of international contracting project in our country, effectively improve the quality, schedule, cost management, reduce the risk, and achieve the expected goal of the project. Then, in view of the current problems, the countermeasures to improve the management level of international contracting project of Chinese enterprises are put forward. Finally is the summary and the prospect.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F284;F746.18
本文編號：2348757
[Abstract]:In recent years, China's foreign contracting project business has made great progress, which is shown by the continuous expansion of business scale, diversification of market areas, continuous expansion of cooperation fields, large-scale projects contracted, and the strength of large-scale foreign contracting enterprises. Chinese contractors have been paid more and more attention to in the international engineering contracting market, and international contracting has become one of the main forms of "going out" strategy in our country. Although more and more Chinese enterprises are participating in international contracting projects at present, their experience and ability in project management are not enough. It is necessary to continuously improve the quality of the projects and speed up the progress of the projects through the control of the three elements of quality, progress and cost. Finally, it can improve the efficiency of contracting project management and enhance the competitiveness of enterprises in the market. With the increasingly fierce competition in the international contracting market, Chinese contracting engineering enterprises must practice internal work and apply a large amount of advanced management knowledge to the management practice of project quality, schedule and cost. In response to the country's call to "go out," make enterprises bigger and stronger. This paper first introduces the research background, research significance, research content and research methods. Secondly, it introduces the relevant theoretical basis, including the characteristics of international contracting projects and the development of China's foreign contracting projects, and introduces the core elements of project management of international contracting projects: project quality, project progress, The function of project cost management in international contracting project management and the relationship between them. This paper introduces the classification of the existing international contracting project management mode and the existing international contract project management mode of our country's enterprises, and analyzes the main problems existing in the existing international contract project management of our country's enterprises and the causes of these problems. Combined with some failed cases to be classified to illustrate. Then the paper puts forward some measures to optimize the management mode of international contracting project in our country, effectively improve the quality, schedule, cost management, reduce the risk, and achieve the expected goal of the project. Then, in view of the current problems, the countermeasures to improve the management level of international contracting project of Chinese enterprises are put forward. Finally is the summary and the prospect.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F284;F746.18
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本文編號：2348757
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