本文選題：項(xiàng)目管理　切入點(diǎn)：團(tuán)隊(duì)溝通　出處：《中央民族大學(xué)》2015年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：建筑業(yè)是國(guó)民經(jīng)濟(jì)的重要組成部分,建筑工程中的項(xiàng)目管理工作歷來(lái)為人們所重視。一方面有關(guān)項(xiàng)目管理方法的介紹和理論闡述在中外相關(guān)著作中已浩如煙海；另一方面隨著先進(jìn)建筑材料,機(jī)具和施工工藝的逐漸使用及推廣,使得人們對(duì)工程項(xiàng)目管理提出了比以往更高的要求。建筑業(yè)的顯著特征是協(xié)作,完成協(xié)作的重要手段是溝通,多方位,長(zhǎng)時(shí)間,目標(biāo)明確的溝通需要管理。目前,人們普遍把一項(xiàng)建設(shè)工作看作一個(gè)工程項(xiàng)目進(jìn)行管理。在實(shí)際工作中除建設(shè)方(甲方)和承建方(乙方)之外,通常還會(huì)引入第三方(管理方)提供專(zhuān)業(yè)的施工工程管理服務(wù)以應(yīng)對(duì)投資規(guī)模大、施工工藝復(fù)雜和施工生產(chǎn)建設(shè)周期長(zhǎng)的工程項(xiàng)目。在外資公司投資的建設(shè)項(xiàng)目中,甲方一般會(huì)由實(shí)際使用單位、行政管理部門(mén)、采購(gòu)部門(mén)組成。以上三個(gè)甲方部門(mén)績(jī)效考核的KPI各不相同,因此在實(shí)際工作中的工作重點(diǎn)也各不相同；乙方一般會(huì)由總包單位,甲方指定分包單位和物業(yè)部門(mén)指定施工單位等三大類(lèi)構(gòu)成。由于總包單位還會(huì)由一些分包單位加入,因此實(shí)際工作中需要參與項(xiàng)目溝通的單位可能由十幾家甚至更多。如何在既能達(dá)到本建設(shè)項(xiàng)目按計(jì)劃完成的既定目標(biāo)的同時(shí),協(xié)調(diào)好以上所有項(xiàng)目關(guān)聯(lián)方的工作關(guān)系,兼顧各方利益是項(xiàng)目管理方團(tuán)隊(duì)的重要職責(zé)和首要任務(wù)。溝通管理是項(xiàng)目管理中極其重要的一個(gè)方面,是完成其它項(xiàng)目管理工作的前提和保障。這也是本文著眼于項(xiàng)目管理中溝通管理研究的主要原因。本文以V建設(shè)項(xiàng)目為例,通過(guò)分析解讀BJJ公司V工程項(xiàng)目管理團(tuán)隊(duì)在V項(xiàng)目實(shí)例中的溝通管理工作上存在的問(wèn)題,結(jié)合項(xiàng)目管理理論、溝通理論提出切實(shí)可行的建議。本文的工作方法是先以中小型建筑項(xiàng)目的一般項(xiàng)目發(fā)展過(guò)程為基礎(chǔ),把一個(gè)完整的建設(shè)項(xiàng)目細(xì)分成不同的項(xiàng)目建設(shè)階段,再以項(xiàng)目建設(shè)各個(gè)階段中需要參與項(xiàng)目溝通工作的不同項(xiàng)目干系人為目標(biāo),在規(guī)范溝通標(biāo)準(zhǔn)、健全溝通管理機(jī)制等方面提出有針對(duì)性的建議。
[Abstract]:The construction industry is an important part of the national economy, and the project management work in the construction engineering has always been attached importance to. On the one hand, the introduction and theoretical elaboration of the project management methods have become a huge number of related works at home and abroad. On the other hand, with the gradual use and popularization of advanced building materials, tools and construction techniques, people have put forward higher requirements for engineering project management than ever before. Multi-directional, long-time, targeted communication needs to be managed. At present, people generally regard a construction work as a project to manage. In the actual work, in addition to the constructor (Party A) and the contractor (Party B), Third parties (management) are also usually introduced to provide professional construction engineering management services to deal with projects with large investments, complex construction processes and long construction production cycles. Party A will generally be composed of actual use units, administrative departments and purchasing departments. The KPI of the above three departments of Party A will be different, so the emphasis of work in the actual work will be different; Party B will generally be by the general contracting unit. Party A designates subcontracting units and property departments designate construction units, etc. Since the total contracting units will also be joined by some subcontractors, Therefore, in practical work, the units that need to participate in project communication may consist of a dozen or more. How to coordinate the working relationship of all the related parties of the above projects while meeting the established objectives of the construction project as planned, Taking into account the interests of all parties is an important responsibility and primary task of the project management team. Communication management is an extremely important aspect of project management. It is the premise and guarantee of other project management work. This is also the main reason that this paper focuses on communication management research in project management. This paper takes V construction project as an example, By analyzing and interpreting the problems existing in the communication and management of V project management team in BJJ Company, combining with the project management theory, The working method of this paper is to subdivide a complete construction project into different construction stages based on the general project development process of small and medium-sized construction projects. Then take the different project stakeholders who need to participate in the project communication work in each stage of the project construction as the goal, put forward the targeted suggestions in standardizing the communication standard, perfecting the communication management mechanism and so on.
【學(xué)位授予單位】：中央民族大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：TU712;F426.92

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