本文選題：施工項(xiàng)目 + 精細(xì)化管理�。� 參考：《浙江理工大學(xué)》2014年碩士論文

【摘要】：隨著我國經(jīng)濟(jì)發(fā)展方式的轉(zhuǎn)變，城市化水平的逐步提高和勞動力成本的不斷上升，建筑施工行業(yè)市場的競爭將不斷加劇，建筑施工企業(yè)粗放式的管理將難以為繼。作為建筑施工企業(yè)利潤來源的工程施工項(xiàng)目，越來越引起建筑施工企業(yè)的重視。如何提高工程施工項(xiàng)目管理水平，做好每一個中標(biāo)的項(xiàng)目，建立良好的社會聲譽(yù)，從而使自身的不斷壯大，是每個建筑施工企業(yè)必須要解決的首要問題。因此，施工項(xiàng)目精細(xì)化管理日益被施工企業(yè)所關(guān)注，大型建筑施工企業(yè)紛紛實(shí)施精細(xì)化管理，，以此提高項(xiàng)目的經(jīng)濟(jì)效益，提升企業(yè)的形象。國內(nèi)多數(shù)專家學(xué)者也紛紛對工程施工項(xiàng)目精細(xì)化管理進(jìn)行了研究。 本文在系統(tǒng)分析工程施工項(xiàng)目管理理論和精細(xì)化管理理論的基礎(chǔ)上，結(jié)合DK公司工程施工項(xiàng)目管理實(shí)際和作者自身的工程施工項(xiàng)目管理實(shí)踐，構(gòu)建了以“八項(xiàng)目管理”和“三個階段”為核心內(nèi)容的DK公司工程施工項(xiàng)目精細(xì)化管理體系，并闡述了體系實(shí)施的要點(diǎn)，提出了工程施工項(xiàng)目精細(xì)化管理考核評價的原則、形式、方法和內(nèi)容，并在DK公司進(jìn)行了應(yīng)用，取得了較好的效果。 本文構(gòu)建的DK公司施工項(xiàng)目精細(xì)化管理體系立足于標(biāo)準(zhǔn)化管理、持續(xù)改進(jìn)和全員參與的理念，強(qiáng)調(diào)了項(xiàng)目文化建設(shè)在施工項(xiàng)目管理中作用，具有一定的創(chuàng)新性；提煉出了施工項(xiàng)目精細(xì)化管理的八項(xiàng)管理和三個階段關(guān)鍵要素，涵蓋了施工項(xiàng)目管理的全方位和全過程，具有一定的科學(xué)性和普適性。DK公司施工項(xiàng)目精細(xì)化管理考核評價相關(guān)內(nèi)容也比較全面、合理、實(shí)用。雖然本次研究的深度有待進(jìn)一步深入和細(xì)化，在理論和實(shí)踐上還需進(jìn)一步深入，但是，本次研究對施工項(xiàng)目管理具有一定的實(shí)踐指導(dǎo)意義。
[Abstract]:With the change of our country's economic development mode, the gradual improvement of urbanization level and the rising of labor cost, the competition of construction industry market will be intensified, and the extensive management of construction enterprise will be difficult to sustain. As a source of profit for construction enterprises, construction projects have attracted more and more attention from construction enterprises. How to improve the management level of engineering construction projects, do a good job of each winning project, establish a good social reputation, so as to make their own continuous expansion, is the most important problem that every construction enterprise must solve. Therefore, the fine management of construction projects has been paid more and more attention by construction enterprises, and large construction enterprises have implemented meticulous management in order to improve the economic benefits of the projects and enhance the image of the enterprises. Most domestic experts and scholars have also studied the fine management of engineering construction projects. On the basis of systematic analysis of engineering construction project management theory and fine management theory, this paper combines the project management practice of DK Company and the author's own engineering construction project management practice. The detailed management system of construction project of DK Company is constructed with "eight project management" and "three stages" as the core content. The key points of implementation of the system are expounded, and the principles of fine management assessment and evaluation of engineering construction project are put forward. The form, method and content have been applied in DK Company, and good results have been obtained. The construction project fine management system of DK Company is based on the concept of standardization management, continuous improvement and full participation. It emphasizes the role of project culture construction in construction project management and has certain innovation. Eight key elements and three key elements of fine management of construction project are extracted, which cover the whole process of construction project management. It has certain scientific nature and universality. DK company construction project fine management appraisal related content is also relatively comprehensive, reasonable, practical. Although the depth of this study needs to be further deepened and refined, it needs to be further deepened in theory and practice, but this study has some practical significance for construction project management.
【學(xué)位授予單位】：浙江理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：TU71

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