本文選題：兩河口水電站項(xiàng)目 + 監(jiān)理　； 參考：《電子科技大學(xué)》2015年碩士論文

【摘要】：工程項(xiàng)目是基于工程項(xiàng)目實(shí)施者和利益關(guān)系人緊密協(xié)作完成特定任務(wù)的過程,在此過程中必然涉及到工程項(xiàng)目利益關(guān)系人之間的分工協(xié)作。在多主體參與的項(xiàng)目管理中,由于各方利益訴求不同、工作方式不同、文化觀念不同,存在沖突是必然的。在建設(shè)工程中,參建主體主要有業(yè)主、設(shè)計(jì)、監(jiān)理和施工單位。在工程施工階段,業(yè)主是主導(dǎo)者,設(shè)計(jì)是龍頭,施工單位是執(zhí)行者。監(jiān)理在其中扮演了較為特殊的身份。對(duì)于業(yè)主,他是一個(gè)執(zhí)行者,對(duì)于設(shè)計(jì),他是一個(gè)合作者,而對(duì)于施工單位,他是一個(gè)領(lǐng)導(dǎo)者。在各參建主體發(fā)生沖突時(shí),業(yè)主往往擁有至高無上的權(quán)力,監(jiān)理往往由于自身的權(quán)限和地位,處于弱勢(shì),同時(shí)也給自身帶來更大的危害。因而,作者認(rèn)為為監(jiān)理尋求在沖突中規(guī)避風(fēng)險(xiǎn),保護(hù)自身的方法,是一項(xiàng)有挑戰(zhàn)性且有重要意義的事情。溝通是管理的靈魂,沒有溝通就沒有管理。溝通管理是項(xiàng)目管理的生命線,同樣也是項(xiàng)目管理的核心內(nèi)容和實(shí)質(zhì)。在多主體參與的項(xiàng)目管理中,溝通不僅是項(xiàng)目管理的基礎(chǔ),也是解決沖突的重要手段。對(duì)于監(jiān)理而言,在處于弱勢(shì)的情況下,如何做好溝通管理,用以解決項(xiàng)目沖突是項(xiàng)目管理的一項(xiàng)重要課題。本文以作者曾經(jīng)工作過的兩河口水電站工程建設(shè)為實(shí)例,進(jìn)行工程項(xiàng)目管理中存在的沖突問題,以及為解決沖突采取的相應(yīng)的溝通方法及思路進(jìn)行了探討和研究。對(duì)于監(jiān)理與其它參建主體存在沖突的類型、原因、危害進(jìn)行了闡述,對(duì)目前溝通現(xiàn)狀及缺點(diǎn)進(jìn)行了分析,對(duì)溝通的方式、技巧的優(yōu)化以及保障條件等方面提出了作者的看法。并就工程變更、合同索賠、質(zhì)量管理、進(jìn)度管理、安全管理等方面監(jiān)理工作過程中的沖突及溝通方案實(shí)例進(jìn)行了闡述,希望為今后工程建設(shè)中溝通管理工作提供借鑒。
[Abstract]:Engineering project is based on the project implementers and stakeholders to work closely to complete a specific task, in this process is bound to involve the division of labor and collaboration between stakeholders of the project. In multi-subject project management, conflicts are inevitable due to different interests, different working methods and different cultural concepts. In construction projects, the main participants are owners, design, supervision and construction units. In the construction stage, the owner is the leader, the design is the leader, and the construction unit is the executor. Supervision plays a special role in it. To the owner, he is an executor, to the design, he is a collaborator, and to the construction unit, he is a leader. When the main participants in the construction conflict, the owners often have the supreme power, supervision often because of their own authority and status, is in a weak position, but also to bring greater harm to themselves. Therefore, the author thinks that it is challenging and significant to seek ways to avoid risks and protect oneself for supervision. Communication is the soul of management, without communication there is no management. Communication management is the lifeline of project management, as well as the core content and essence of project management. Communication is not only the foundation of project management, but also an important means to resolve conflicts. In the case of supervision, how to manage communication and resolve project conflicts is an important subject in project management. Taking the construction of Lianghekou Hydropower Station as an example, this paper discusses and studies the conflict problems existing in project management, and the corresponding communication methods and ideas to resolve the conflicts. This paper expounds the types, causes and harms of the conflicts between the supervision and other participants in the construction, analyzes the present communication situation and shortcomings, and puts forward the author's views on the ways of communication, the optimization of the skills and the guarantee conditions and so on. The conflicts and communication schemes in the process of supervision such as engineering change, contract claim, quality management, schedule management, safety management, etc., are expounded in this paper. The author hopes to provide reference for the communication management work in the future construction.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：TV512

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本文編號(hào)：1912747