本文選題：工程項目管理 + 項目管理體系　； 參考：《吉林大學》2015年碩士論文

【摘要】：1998年，國務院下發(fā)“兩改一同價”即農(nóng)村電網(wǎng)改造、農(nóng)村電力管理體制改革和城鄉(xiāng)用電同網(wǎng)同價政策；2002年，國務院下發(fā)《電力體制改革方案》，提出“廠網(wǎng)分開、主輔分離、輸配分開、競價上網(wǎng)”的四大改革任務；2009年，國家電網(wǎng)公司提出智能電網(wǎng)發(fā)展計劃，哈爾濱地區(qū)電網(wǎng)的智能化改造工作開始實施。截止到2014年，縣級電業(yè)局基本將“兩改一同價”貫徹實施，“廠網(wǎng)分開”未能實現(xiàn)，至于智能電網(wǎng)工作，部分地區(qū)已經(jīng)實現(xiàn)。由此，可以分析出電力行業(yè)改革的困難重重，但是，近年來，呼聲越來越高，2014年3月的“兩會”也提出要“加快電力、油氣等體制改革。多渠道解決企業(yè)辦社會負擔和歷史遺留問題，保障職工合法權益。完善現(xiàn)代企業(yè)制度，改革和健全企業(yè)經(jīng)營者激勵約束機制”。電力企業(yè)改革迫在眉睫。隨著電力行業(yè)改革的深化，縣級供電企業(yè)面臨的壓力巨大，由自然壟斷轉向市場競爭的形勢迫在眉睫，盡快加強企業(yè)的綜合實力是必然之路。縣級供電企業(yè)必須考慮到在脫離了管控后，怎么實現(xiàn)自身的市場化，因此，供電企業(yè)自身企業(yè)管理能力的提高尤為重要。 本文以“XX市電業(yè)局集控設施改造工程”作為研究的對象，對項目的整體情況進行較為詳細的分析，構建了分析體系，作者結合了所學的工程管理相關理論和工作實踐，通過工程項目管理中的項目組織協(xié)調(diào)、合同管理、進度管理、成本管理、質(zhì)量管理、風險管理、信息管理和環(huán)境保護八個方面研究了集控設施改造工程管理的體系。隨后，評價分析了已完工的營城子和雙橋子工程帶來的社會經(jīng)濟效益，并對項目中存在都問題進行了描述，提出了相對應的策略。 作者通過對集控設施改造工程的分析，進一步提升縣級電力企業(yè)的管理能力。目前，，多數(shù)工程管理的研究都集中在工程管理的某一項的研究，例如，專門研究成本管理的文章，或者以質(zhì)量管理為主題的文章。本文作者主要是結合自己的實踐，通過對整個集控設施改造工程的整體項目管理體系的研究來全面提升管理技能，同時也結合自己的理論體系學習提高實踐能力。本文對于后續(xù)的集控設施改造工程有較大的實踐意義，同時也提供給很多電力工程項目全面管理提供了借鑒意義。
[Abstract]:In 1998, the State Council issued "two changes at the same price", that is, the reform of the rural power network, the reform of the rural electric power management system and the policy of the same price for urban and rural electricity use. In 2009, the State Grid Company put forward the smart grid development plan, and the intelligent transformation of the power grid in Harbin area began to be implemented. By 2014, the county electric power bureau will basically carry out "two changes to the same price", "plant and network separation" failed to achieve, as for the smart grid work, some regions have already achieved. Therefore, it is possible to analyze the difficulties in the reform of the power industry. However, in recent years, the voice is getting higher and higher. In March 2014, the "two sessions" also proposed to "accelerate the reform of power, oil and gas systems." Multiple channels to solve social burdens and historical legacy problems, to protect the legitimate rights and interests of workers. Improve the modern enterprise system, reform and improve the enterprise managers incentive and restraint mechanism. The reform of electric power enterprises is imminent. With the deepening of the reform of the electric power industry, the county-level power supply enterprises are facing enormous pressure. It is urgent to change the situation from natural monopoly to market competition. It is inevitable to strengthen the comprehensive strength of the enterprises as soon as possible. The county-level power supply enterprises must consider how to realize their own marketization after being out of control. Therefore, it is very important to improve the management ability of the power supply enterprises themselves. In this paper, "XX City Electric Power Bureau centralized control facility renovation project" as the object of study, the overall situation of the project is analyzed in detail, and the analysis system is constructed. The author combines the relevant theory and work practice of engineering management. Through the project organization coordination, contract management, schedule management, cost management, quality management, risk management, information management and environmental protection, the project management system of centralized control facility transformation is studied. Then, the social and economic benefits brought by the completed Yingcheng and Shuangqiao projects are analyzed, and the existing problems in the project are described, and the corresponding strategies are put forward. By analyzing the reconstruction project of centralized control facilities, the author further improves the management ability of county-level electric power enterprises. At present, most of the research on project management is focused on one item of project management, for example, articles specializing in cost management, or articles focused on quality management. The author of this paper mainly combines his own practice, through the study of the whole project management system of the central control facility transformation project, to improve the management skills, and at the same time, to improve the practical ability with the study of his own theory system. This paper is of great practical significance for the subsequent centralized control facility reconstruction project, and also provides a reference for the overall management of many electric power engineering projects.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：TM727

【引證文獻】

相關期刊論文 前1條

1 楊家正;;基于“5S”管理在電力工程施工的應用探討[J];低碳世界;2016年01期

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