本文選題：建筑　切入點(diǎn)：項(xiàng)目管理　出處：《武漢大學(xué)》2015年博士論文

【摘要】：總結(jié)本論調(diào)查研究的主目的是對(duì)比研究建筑項(xiàng)目管理對(duì)中國(guó)和巴林建設(shè)項(xiàng)目控制的影響并與主要目標(biāo)是研究項(xiàng)目管理(PM)如何加強(qiáng)對(duì)建設(shè)項(xiàng)目的管理控制。旨在指出為何民族文化在支持對(duì)建設(shè)項(xiàng)目的管理控制方面尤為重要。研究在中國(guó)和巴林采用了哪些項(xiàng)目管理工具和方法來(lái)加強(qiáng)對(duì)建筑行業(yè)項(xiàng)目的成本和時(shí)間的管理控制。研究組織結(jié)構(gòu)體系及其對(duì)兩國(guó)建設(shè)項(xiàng)目管理控制的影響。研究中國(guó)和巴林的項(xiàng)目管理的優(yōu)點(diǎn)與缺點(diǎn)。研究中國(guó)和巴林目前的項(xiàng)目管理情況。最后,研究招標(biāo)制度及其對(duì)中國(guó)和巴林管理制度的影響。管理控制旨在盡量減少項(xiàng)目成本,避免項(xiàng)目延誤,建設(shè)高質(zhì)量的項(xiàng)目,這點(diǎn)對(duì)于滿足項(xiàng)目業(yè)主的要求非常重要。在本研究中,比較研究了中國(guó)和巴林的建筑領(lǐng)域?qū)Τ杀尽r(shí)間及質(zhì)量的管理控制,同時(shí)也比較研究了中國(guó)和巴林的文化、項(xiàng)目管理、招標(biāo)制度和組織結(jié)構(gòu)。為使這項(xiàng)研究更清楚、更易理解,我們將本研究中的比較研究每一部分做出概況總結(jié),形成表格。本研究為中國(guó)建筑第三工程局有限公司(CCTEB)和巴林AL-ZAMEL國(guó)際承包公司(ZICC)兩家公司的組織結(jié)構(gòu)框架提出了建議,我們?cè)谘芯恐幸舶l(fā)現(xiàn)了中國(guó)和巴林這兩家大型公司的成本差異、時(shí)間差異和質(zhì)量管理標(biāo)準(zhǔn)差異。本研究的成果將有助于兩國(guó)工程師和項(xiàng)目經(jīng)理在建筑領(lǐng)域進(jìn)行項(xiàng)目管理,以及了解兩國(guó)當(dāng)前的項(xiàng)目管理情況。目標(biāo)：(1)研究項(xiàng)目管理(PM)如何加強(qiáng)對(duì)建設(shè)項(xiàng)目的管理控制。(2)旨在指出為何民族文化在支持對(duì)建設(shè)項(xiàng)目的管理控制方面尤為重要。(3)研究在中國(guó)和巴林采用了哪些項(xiàng)目管理工具和方法來(lái)加強(qiáng)對(duì)建筑行業(yè)項(xiàng)目的成本和時(shí)間的管理控制。(4)研究組織結(jié)構(gòu)體系及其對(duì)兩國(guó)建設(shè)項(xiàng)目管理控制的影響。(5)研究中國(guó)和巴林的項(xiàng)目管理的優(yōu)點(diǎn)與缺點(diǎn)。(6)研究中國(guó)和巴林目前的項(xiàng)目管理情況。(7)最后,研究招標(biāo)制度及其對(duì)中國(guó)和巴林管理制度的影響。管理控制旨在盡量減少項(xiàng)目成本,避免項(xiàng)目延誤,建設(shè)高質(zhì)量的項(xiàng)目,這點(diǎn)對(duì)于滿足項(xiàng)目業(yè)主的要求非常重要。在本研究中,比較研究了中國(guó)和巴林的建筑領(lǐng)域?qū)Τ杀尽r(shí)間及質(zhì)量的管理控制,同時(shí)也比較研究了中國(guó)和巴林的文化、項(xiàng)目管理、招標(biāo)制度和組織結(jié)構(gòu)。為使這項(xiàng)研究更清楚、更易理解,我們將本研究中的比較研究每一部分做出概況總結(jié),形成表格。研究方法：(1)本研究采用描述性研究的方法,從中國(guó)和巴林選取兩家大型企業(yè)公司作為模型,從文化、項(xiàng)目管理工具和技巧方法、管理制度、招標(biāo)過(guò)程和組織結(jié)構(gòu)方面開(kāi)展比較研究。(2)開(kāi)展了調(diào)查研究來(lái)收集數(shù)據(jù),并在巴林通過(guò)郵件問(wèn)卷調(diào)查形式收集數(shù)據(jù)。(3)從大量文章和以往研究中獲得二手?jǐn)?shù)據(jù),以便研究在時(shí)間、成本及質(zhì)量方面的差異,還從這兩家大型公司現(xiàn)有的項(xiàng)目中獲得了數(shù)據(jù)。結(jié)果：在本研究中,我們發(fā)現(xiàn)文化和文化差異是每個(gè)行業(yè)的每個(gè)企業(yè)組織要面臨的重要問(wèn)題,它會(huì)影響到對(duì)項(xiàng)目管理的控制,而項(xiàng)目管理可能會(huì)影響到對(duì)建設(shè)管理的控制。了解文化和項(xiàng)目管理(PM)可以加強(qiáng)對(duì)建設(shè)項(xiàng)目的成本、時(shí)間及質(zhì)量的管理控制。結(jié)論：本研究為中國(guó)建筑第三工程局有限公司(CCTEB)和巴林AL-ZAMEL國(guó)際承包公司(ZICC)兩家公司的組織結(jié)構(gòu)框架提出了建議,我們?cè)谘芯恐幸舶l(fā)現(xiàn)了中國(guó)和巴林這兩家大型公司的成本差異、時(shí)間差異和質(zhì)量管理標(biāo)準(zhǔn)差異。本研究的成果將有助于兩國(guó)工程師和項(xiàng)目經(jīng)理在建筑領(lǐng)域進(jìn)行項(xiàng)目管理,以及了解兩國(guó)當(dāng)前的項(xiàng)目管理情況。
[Abstract]:Objective to summarize the main research of this theory is a comparative study of the construction project management of China and Bahrain to control the construction project and the main goal is to study the project management (PM) how to strengthen the management of construction projects. To point out why in support of national culture is particularly important for construction project management research in Chinese and control. What Bahrain has adopted project management tools and methods to strengthen the cost and time of the construction industry project management control. Research on organization structure and its influence on the construction of the project management. The advantages and disadvantages of project management China and Bahrain. Chinese of Bahrain and the current situation of project management. Finally, research on bidding system and its influence on the management system of Chinese and Bahrain. Management control aims to minimize the cost of the project, to avoid project delays, the construction of high quality items This is very important, to meet the requirements of project owners. In this study, a comparative study of the China and Bahrain building area of cost, time and quality control management, but also the comparative study of the China and Bahrain culture, project management, bidding system and organization structure. In order to make the study more clearly. Easier to understand, we will compare the research of each part makes the summary form. This research is China Construction Third Engineering Bureau Limited (CCTEB) and Bahrain AL-ZAMEL international contract firms (ZICC) proposed organizational structure of the two companies, we also found that the difference between the cost of the two China and Bahrain large companies in the study, the different time and the different quality management standards. The results of this study will be helpful to both engineers and project managers in the field of construction project management, and about two In the current project management. Objectives: (1) research project management (PM) how to strengthen the management of construction projects. (2) aims to point out why the national culture in support of the construction project management control is particularly important. (3) study in China and Bahrain have adopted what project management tools and methods to strengthen the cost and time of the construction industry project management control. (4) research on the organization structure and its influence on the system of construction project management control. (5) the advantages and disadvantages of project management Chinese and Bahrain. (6) study China and Bahrain current project management. Finally, (7) study on bidding system and its influence on the management system of Chinese and Bahrain. Management control aims to minimize the cost of the project, to avoid project delays, construction of high quality project, it is very important to meet the requirements of project owners in this study, A comparative study of the Chinese and Bahrain building area of cost, time and quality control management, but also the comparative study of the China and Bahrain culture, project management, bidding system and organization structure. In order to make the study more clearly, more difficult to understand, we will compare the research in every part of the make of summary form. Research methods: (1) the descriptive method used in this study. From China and Bahrain from two large enterprises as a model, from culture, project management tools and techniques, management system, aspects of the bidding process and organizational structure to carry out comparative studies. (2) to carry out investigation to collect data. And, by mail questionnaire data collected in Bahrain. (3) obtained from a large number of articles and data used in previous studies, in order to study the differences in time, cost and quality, but also from the two big The company's existing project data. Results: in this study, we found that the culture and cultural differences is an important issue for each enterprise organization of each industry to face, it will affect the control of project management, and project management may affect the control of the construction management and project management (understand the culture. PM) can strengthen the construction project cost control management, time and quality. Conclusion: This study China Construction Third Engineering Bureau Limited (CCTEB) and Bahrain AL-ZAMEL international contract firms (ZICC) of the two companies organizational structure framework is proposed, we also found that the difference between the cost of China and the two big companies in Bahrain in the study, the different time and the different quality management standards. The results of this study will be helpful for project management in the construction field for both engineers and project managers, as well as the understanding of the two countries Current project management.

【學(xué)位授予單位】：武漢大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2015
【分類號(hào)】：TU71
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本文編號(hào)：1694893