本文選題：JHRL公司 + 動態(tài)多元化��； 參考：《華東理工大學》2015年碩士論文

【摘要】：隨著市場份額的不斷縮小,企業(yè)競爭殘酷程度不斷提升,多元化戰(zhàn)略成為企業(yè)戰(zhàn)略的重要的選擇,同時隨著企業(yè)項目的不斷增多,項目管理成為實施公司戰(zhàn)略的業(yè)務(wù)工具。本文以JHRL公司為案例,基于項目多元化戰(zhàn)略的研究視角,研究項目組合管理應(yīng)用問題,并創(chuàng)新性提出項目組合導向型的動態(tài)多元化實施模式。 本文研究主要分為以下幾個部分：第一章緒論,闡述本文的研究背景、研究的目的和意義、研究內(nèi)容、國內(nèi)外相關(guān)的文獻綜述、確定研究方法與技術(shù)路線。第二章項目組合管理基本理論,對項目組合管理的概念、項目組合管理的起源和發(fā)展、項目組合管理的應(yīng)用與優(yōu)勢、項目組合管理的模型與流程進行了闡述。第三章企業(yè)多元化戰(zhàn)略與項目組合管理,進行企業(yè)項目多元化戰(zhàn)略的理論綜述,包含分析了企業(yè)多元化戰(zhàn)略與經(jīng)濟績效的關(guān)系,探索企業(yè)多元化戰(zhàn)略成敗原因,分析項目組合管理在項目多樣化戰(zhàn)略中的適用性；SPO-項目多樣化戰(zhàn)略下進行項目組合管理的組織方式：對戰(zhàn)略項目辦公室(SPO)進行定義,分析戰(zhàn)略項目辦公室的項目組合管理職能；基于企業(yè)項目多樣化戰(zhàn)略的項目組合管理流程及方法：探索基于多元化戰(zhàn)略的項目組合管理動態(tài)流程、基于多元化戰(zhàn)略的項目組合管理的方法。第四章JHRL公司多元化戰(zhàn)略下項目組合管理應(yīng)用研究,對JHRL公司、公司戰(zhàn)略進行概況；項目組合選擇與評價：確定建立項目組合選擇的基本原則、項目組合選擇方法、項目優(yōu)先級評價；進行項目組合資源配置；分析動態(tài)項目組合管理的實施及成效,提出項目組合導向型的動態(tài)多元化實施模式；進行項目組合風險管理的深化研究,提出了項目組合風險的特點,多元化戰(zhàn)略中項目組合風險識別與評價,并構(gòu)建多元化戰(zhàn)略下項目組合風險管理模型。第五章結(jié)論與展望。
[Abstract]:With the shrinking of market share and the increasing cruelty of enterprise competition, diversification strategy has become an important choice of enterprise strategy, and project management has become a business tool to implement corporate strategy with the increasing number of enterprise projects. This paper takes JHRL Corporation as a case, based on the research perspective of project diversification strategy, studies the application of portfolio management, and innovatively proposes a project-oriented dynamic diversification implementation model. The research of this paper is divided into the following parts: the first chapter is introduction, which describes the research background, the purpose and significance of the research, the research content, the literature review at home and abroad, and determines the research method and technical route. The second chapter describes the basic theory of portfolio management, the concept of portfolio management, the origin and development of portfolio management, the application and advantages of portfolio management, the model and process of portfolio management. The third chapter summarizes the theory of enterprise diversification strategy and project portfolio management, including the analysis of the relationship between enterprise diversification strategy and economic performance, and explores the reasons for the success or failure of enterprise diversification strategy. Analysis of the applicability of portfolio management in the project diversification strategy / SPO- organizational approach to portfolio management under the project diversification strategy: definition of the Strategic Project Office (SPO), and analysis of the portfolio management functions of the Strategic Project Office (SPO); The project portfolio management process and method based on enterprise project diversification strategy: to explore the dynamic process of project portfolio management based on diversification strategy and the method of project portfolio management based on diversification strategy. The fourth chapter is the research on the application of portfolio management under the diversification strategy of JHRL Company, the general situation of JHRL Company and Company Strategy, the selection and evaluation of project portfolio, the determination of the basic principles of establishing portfolio selection, the method of portfolio selection, Project priority evaluation; allocation of project portfolio resources; analysis of the implementation and effectiveness of dynamic portfolio management; put forward a project portfolio oriented dynamic diversification implementation model; carry out in-depth research on portfolio risk management, The characteristics of portfolio risk, the identification and evaluation of portfolio risk in diversification strategy, and the model of portfolio risk management under diversification strategy are put forward. Chapter V conclusions and prospects.
【學位授予單位】：華東理工大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272;F416.6

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