本文關(guān)鍵詞：基于BSC的工程項(xiàng)目績(jī)效管理體系設(shè)計(jì)　出處：《天津大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 績(jī)效管理 平衡計(jì)分卡 關(guān)鍵績(jī)效指標(biāo) 網(wǎng)絡(luò)分析法

【摘要】：改革開放給中國的經(jīng)濟(jì)插上了騰飛的翅膀，加入WTO使得中國經(jīng)濟(jì)與國際市場(chǎng)逐步接軌，中國有一批已經(jīng)具備一定國際競(jìng)爭(zhēng)力的企業(yè)成功登陸國際市場(chǎng)。但在知識(shí)經(jīng)濟(jì)和信息化時(shí)代，以國際化的眼光來看中國經(jīng)濟(jì)發(fā)展，在很多方面還存在較大差距。對(duì)于參與國際競(jìng)爭(zhēng)的中國企業(yè)而言，這些差距主要體現(xiàn)在的盈利能力、資源配置能力、抗風(fēng)險(xiǎn)能力以及履約能力不足等方面。我們的企業(yè)要正視自身在運(yùn)營管理方面的不足，通過學(xué)習(xí)和應(yīng)用科學(xué)的方法工具來提升管理效能。 本文綜合應(yīng)用國內(nèi)外廣泛認(rèn)同的績(jī)效管理理論及相關(guān)方法，以T公司現(xiàn)行的績(jī)效管理實(shí)踐為切入點(diǎn)，優(yōu)化設(shè)計(jì)出一套改進(jìn)T公司工程項(xiàng)目績(jī)效管理的體系。 本文分為四個(gè)部分：第一章緒論，主要介紹T公司的發(fā)展及業(yè)務(wù)特點(diǎn)，，對(duì)其現(xiàn)行績(jī)效管理體系存在的問題進(jìn)行分析，進(jìn)而提出研究?jī)?nèi)容；第二章理論及方法概述，介紹了績(jī)效管理、平衡計(jì)分卡（BSC）和關(guān)鍵績(jī)效指標(biāo)（KPI）理論的相關(guān)內(nèi)容；第三章基于BSC的工程項(xiàng)目績(jī)效管理體系構(gòu)建，應(yīng)用網(wǎng)絡(luò)分析法（ANP）、PEST分析法、態(tài)勢(shì)分析法（SWOT）、DMAIC模型、魚骨圖分析法等方法工具，設(shè)計(jì)了以BSC為主體框架的工程項(xiàng)目績(jī)效管理體系；第四章實(shí)證分析，以T公司X項(xiàng)目為例對(duì)新設(shè)計(jì)的績(jī)效管理模式予以檢驗(yàn)。
[Abstract]:Reform and opening up to China's economy into the wings of the take-off, China's entry into the WTO makes China's economy and the international market gradually in line with. A number of Chinese enterprises with certain international competitiveness have successfully landed in the international market, but in the era of knowledge economy and information technology, China's economic development is viewed from an international perspective. There are still large gaps in many aspects. For Chinese enterprises participating in international competition, these gaps are mainly reflected in the profitability, the ability to allocate resources. Our enterprises should face up to their shortcomings in operation management and improve management efficiency by learning and applying scientific methods and tools. This article synthetically applies the performance management theory and the related method which is widely accepted at home and abroad, taking the current performance management practice of T Company as the breakthrough point, optimizes and designs a set of system to improve the project performance management of T Company. This paper is divided into four parts: the first chapter is introduction, mainly introduces the development and business characteristics of T Company, analyzes the existing problems of its current performance management system, and then puts forward the research content; The second chapter introduces the theory of performance management, balanced scorecard (BSCS) and key performance indicators (KPI). The third chapter is based on the construction of project performance management system based on BSC. The network analysis method is used to analyze the performance of engineering projects. The situation analysis method is used to analyze the DMAIC model. The performance management system of engineering project with BSC as the main frame is designed with the methods of fish bone chart analysis and other tools. Chapter 4th empirical analysis, take T Company X project as an example to test the newly designed performance management model.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.92;F272.92

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