本文關鍵詞： 建筑 項目 業(yè)主方 風險 管理　出處：《華南理工大學》2015年碩士論文　論文類型：學位論文

【摘要】：在建筑工程項目管理過程中,業(yè)主方采取的項目管理模式會與其將要承擔的風險程度密切相連。對于采取工程總承包模式的項目,項目業(yè)主方大多扮演一種“甩手掌柜”的角色,認為業(yè)主方只需要注重與承包商的合同管理即可,不需要對項目的風險進行全面的監(jiān)控與管理。但在實際工作和生活中,如果承包商無法如約完成合同約定的條款內(nèi)容,即使業(yè)主方加強合同管理,在損失發(fā)生后對承包商進行索賠以避免或者減輕損失,這也是事后補救的無奈之舉,對業(yè)主方的損失及影響,不僅僅限于經(jīng)濟方面,對于業(yè)主的聲譽、企業(yè)戰(zhàn)略規(guī)劃等方面都有影響。與其亡羊補牢,不如未雨綢繆。所以,即使采用的是工程總承包模式,業(yè)主方也不能對工程項目的風險管理放任不管。G校“師生共融生活區(qū)”項目采用的是工程總承包模式,即業(yè)主方將項目的設計深化、建材采購、建筑施工等工作交給總承包商,并讓其全面負責承包工程的質量、安全等問題,在預設的工程造價范圍中,負責完成業(yè)主預期的項目進度。本文基于該項目管理模式,從業(yè)主方的角度,對該項目風險管理進行了全面的研究。首先,本文創(chuàng)新性地確定了在工程總承包模式下,業(yè)主方需在不同階段進行的風險管理。本文以“一個中心(風險管理)、兩個基本點(工程總承包模式、業(yè)主方)、三個環(huán)節(jié)(風險識別、風險評析、風險控制處理)、四個階段(項目立項階段、項目規(guī)劃階段、項目實施階段、項目收尾階段)”為系統(tǒng)思考框架進行業(yè)主方的風險管理研究;其次,對G校“師生共融生活區(qū)”項目的現(xiàn)狀進行了深入的了解,對項目現(xiàn)狀進行分析,存在問題及成因進行了解,采用頭腦風暴法、專家意見法及調(diào)查問卷法等方法,大致歸納本類建筑工程項目的風險因素,再結合專家意見及項目實際,將該項目的各種風險因素分階段、分類型列出;再次,結合該項目的實際情況,采用財務指標分析法及敏感性分析法分析了該項目的可行性問題,同時也采用層次分析法、綜合評分法等定量方法,建立風險評價模型及風險判斷矩陣,對各類風險因素進行有效的評析;再根據(jù)收集到的信息,對照項目建設過程中的實際情況,針對存在的不同問題采取各種風險處理手段;最后,在項目管理的各個階段,對風險進行實時監(jiān)控,適時采取預警機制或者糾偏的處理措施,使項目的整體情況始終在業(yè)主方的風險管理計劃之內(nèi)。
[Abstract]:In the process of construction project management, the project management mode adopted by the owner will be closely related to the degree of risk to be borne by the owner. Most of the owners of the project play the role of "freeing the hands of the owner". They think that the owner only needs to pay attention to the contract management with the contractor, and does not need to carry out comprehensive monitoring and management of the risks of the project. However, in the actual work and life, If the contractor is unable to complete the terms of the contract as agreed, even if the employer strengthens the contract management and claims the contractor after the loss has occurred to avoid or mitigate the loss, it is also an afterthought to remedy it. The loss and impact on the owner is not only limited to the economic aspect, but also has an impact on the reputation of the owner, the strategic planning of the enterprise, and so on. Nor can the owner allow the project risk management to be carried out regardless of the project. The project of "Teacher-student inclusive living area" adopted the general contracting mode of the project, that is, the owner will hand over to the general contractor the work of deepening the design of the project, purchasing the building materials, and building construction, etc. And let it be responsible for the quality and safety of the contracted project, and be responsible for the completion of the project schedule expected by the owner in the preset project cost range. This paper based on the project management model, from the owner's point of view, The risk management of the project is studied comprehensively. Firstly, this paper creatively determines that under the general contracting mode, This paper uses "one center" (risk management), two basic points (general contracting mode of project, owner side), three links (risk identification, risk assessment, etc.). Risk control processing, four stages (project establishment stage, project planning stage, project implementation stage, project closing stage) "for the systematic thinking framework of the risk management of the owner; second, This paper makes a deep understanding of the present situation of the project of "Teacher-student inclusive living area" in G School, analyzes the present situation of the project, analyzes the existing problems and causes, and adopts the methods of brainstorming, expert opinion and questionnaire, etc. Sum up the risk factors of this kind of construction project roughly, combine the expert opinion and the project reality, divide the various risk factors of the project into stages and type list; again, combine the actual situation of the project, The feasibility of the project is analyzed by means of financial index analysis and sensitivity analysis. At the same time, a risk assessment model and a risk judgment matrix are established by using quantitative methods such as AHP and comprehensive scoring method. Then according to the information collected, according to the actual situation in the process of project construction, we take various risk treatment methods to deal with the different problems. Finally, in each stage of project management, The risk is monitored in real time, and the early warning mechanism or corrective measures are taken in time, so that the overall situation of the project is always within the risk management plan of the owner.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：TU712

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本文編號：1534108