本文選題：風險管理 + 組織�。� 參考：《清華大學》2014年碩士論文

【摘要】：目前在我國的建筑市場上,工程項目建設的主要組織形式是設計承包加施工總承包形式。施工總承包方項目部在工程建設過程中的組織方式,對施工總承包合同目標的實現(xiàn),起重要作用。目前國內(nèi)對項目部組織風險的研究,理論和實踐上均比較匱乏。本文綜合運用現(xiàn)代項目管理尤其是風險管理的理論和知識,通過分析ZP工程,歸納出施工總承包項目部內(nèi)部、外部所存在的常見組織風險,并進行了組織風險管理。主要包括以下內(nèi)容:1、項目部組建階段組織風險管理。針對組建項目部過程中以及開工時業(yè)主所提供的施工條件所存在的組織風險,采用利害關系人調(diào)查法進行風險識別和評估,得到按風險危害程度排序的風險清單。針對風險清單,通過SWOT分析,分別確定應對策略,采取應對措施。2、項目部運行階段組織風險管理。分析項目部存在的主要組織關系,建立項目部組織目標層次體系,構建項目部運行模型,為該階段組織風險管理做準備。在組織風險識別時,針對運行階段風險種類多的特點,結構上采取對關鍵績效指標逐一排查的方法,識別方法采用頭腦風暴法、工作結構(WBS)分解法、管理流程分析法等,得出風險種類清單。在對各種風險進行評價時,使用主觀評分法,得出各風險影響值評分,依據(jù)該風險評分的高低,依次安排施工資源,進行風險應對。最后對風險進行了監(jiān)控。3、項目部調(diào)整階段組織風險管理。業(yè)主變更等組織環(huán)境的變化促使項目部進行組織調(diào)整,對其調(diào)整的機制和主要的組織關系進行了分析。該階段對組織目標的實現(xiàn)影響重大,風險識別時在結構上對引起項目部組織調(diào)整的因素逐個進行分析,在分析方法上采用利害關系人調(diào)查法;對識別出的風險,采用了模糊綜合評價法進行評估,根據(jù)評估結果,分別制定應對措施;最后對風險進行了監(jiān)控。4、項目部組織風險管理的效果評價。從公司評價、業(yè)主評價兩個維度,進行了分析,分析結果證明對施工總承包項目部組織風險管理有效。本文分析了項目部的不同階段的主要組織關系、組織模型或組織機制;根據(jù)需要采取有針對性的風險識別技術,風險估計定性和定量相結合使風險能用數(shù)據(jù)衡量,按風險大小安排資源進行風險應對;對重要階段的風險進行監(jiān)控;對風險管理的效果進行評價。拋磚引玉,希望本文對其他工程組織的風險管理有借鑒價值。
[Abstract]:At present, in the construction market of our country, the main organizational form of engineering project construction is design contracting plus construction general contract.The organization mode of the project department of the general contractor in the construction process plays an important role in the realization of the target of the general contract of construction.At present, the research on the organization risk of the project department in our country is scarce in theory and practice.This paper synthetically applies the theory and knowledge of modern project management, especially risk management, through the analysis of ZP project, sums up the common organizational risks existing inside and outside the construction general contract project department, and carries on the organizational risk management.Mainly includes the following content: 1: 1, the organization risk management of the project department establishment stage.Aiming at the organizational risk of the construction conditions provided by the owner during the process of setting up the project department and the start of the project, the risk identification and evaluation are carried out by using the investigation method of the interested parties, and the risk list is obtained according to the degree of risk hazard.According to the risk list, through the SWOT analysis, respectively determine the coping strategy, take countermeasures. 2, the project department running phase organization risk management.This paper analyzes the main organizational relationships of the project department, establishes the level system of the project department's organizational objectives, and constructs the operational model of the project department, so as to prepare for the organizational risk management in this stage.In the process of organizational risk identification, in view of the characteristics of many kinds of risks in the operation phase, the method of checking key performance indicators one by one, the method of brainstorming, the decomposition of work structure and the method of management flow analysis are adopted.List the types of risks.In the evaluation of various risks, the subjective scoring method is used to get the scores of each risk impact value. According to the level of the risk score, construction resources are arranged in turn to deal with the risks.Finally, the risk is monitored. 3, the project department adjusts the stage of organizational risk management.The change of organizational environment, such as the change of owner, urges the project department to adjust its organization, and analyzes its adjustment mechanism and main organizational relationship.This stage has a great impact on the realization of organizational goals. In the process of risk identification, the factors that cause the organizational adjustment of the project department are analyzed one by one, and the method of stakeholder investigation is used in the analysis method.The fuzzy comprehensive evaluation method is used to evaluate, according to the evaluation results, the corresponding measures are worked out respectively. Finally, the risk monitoring. 4, the effectiveness evaluation of the project department organization risk management.The analysis is made from two dimensions of company evaluation and owner evaluation, and the results show that it is effective for the organizational risk management of the construction general contracting department.This paper analyzes the main organizational relationships, organizational models or organizational mechanisms in different stages of the project department, adopts targeted risk identification techniques as needed, and combines qualitative and quantitative risk estimation so that risk can be measured by data.Arrange the resources according to the risk size to deal with the risk; monitor the risk in the important stage; evaluate the effect of risk management.I hope this paper can be used for reference in risk management of other engineering organizations.
【學位授予單位】：清華大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：TU71

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相關期刊論文 前1條

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本文編號：1739838