【摘要】：PW公司是國內(nèi)一家著名的水處理公司,其公司規(guī)模在行業(yè)內(nèi)也首屈一指,因該公司歷來重視項目管理體系的建設,再加上該公司的企業(yè)文化為“寓藝于工”,對工程質(zhì)量異常重視,所以在項目質(zhì)量、項目進度以及客戶滿意度方面在行業(yè)內(nèi)有非常高的聲譽。但長期以來,公司對項目的成本以及利潤率控制效果不佳,公司的競爭力嚴重受損。另外,在績效考核方面,公司一直使用統(tǒng)一的適用于公司全體員工的考核體系,缺乏對項目團隊進行有針對性的考核體系,導致了項目團隊成員工作效率不高、為了完成任務不計成本及缺乏激勵等問題的產(chǎn)生。本文認為,PW公司這樣的水處理企業(yè),因業(yè)務模式以EPC項目的形式進行,所以必須要制定適合EPC項目團隊的考核方法,在考核體系的優(yōu)化過程中,采取定量的考核辦法,各個項目團隊以降低成本和提高項目的凈利潤率作為主要考核指標,將這兩項的考核結(jié)果直接與獎勵掛鉤。另外,針對項目各個子團隊的特殊性,分別制定相應的定性的考核辦法,引導和規(guī)范項目成員在項目中表現(xiàn)。本文首先闡述了績效考核及EPC項目管理方面的國內(nèi)外相關研究成果,之后,介紹了PW公司的基本情況及考核體系現(xiàn)狀,指出了存在的主要問題如原有考核體系籠統(tǒng)、靜態(tài)及不全面等,分析其產(chǎn)生原因在于原有體系沒有考慮到項目團隊的運作考核,另外,原有企業(yè)文化過度倚重質(zhì)量而缺乏對成本控制的考核。根據(jù)分析成因,結(jié)合項目范圍管理及集成項目管理理論,有針對性的進行了改進和增加了項目團隊的考核體系。希望本文的研究對水處理企業(yè)進行項目團隊考核時有所參考。
[Abstract]:PW Company is a famous water treatment company in China, its scale is also the first in the industry, because the company has always attached importance to the construction of project management system, and the company's corporate culture is "combining art with industry". Great emphasis on engineering quality, so has a high reputation in the industry in terms of project quality, project schedule and customer satisfaction. But for a long time, the cost and profit margin of the project have not been well controlled, and the competitiveness of the company has been seriously damaged. In addition, in the aspect of performance appraisal, the company has been using a unified assessment system applicable to all the employees of the company, and the lack of a targeted appraisal system for the project team has led to the inefficient work of the members of the project team. In order to complete the task regardless of cost and lack of incentives and other issues arising. This paper holds that water treatment enterprises such as PW, because the business model is carried out in the form of EPC project, must formulate the examination method suitable for the EPC project team, and adopt the quantitative assessment method in the process of optimizing the appraisal system. Each project team takes the cost reduction and the net profit rate of the project as the main evaluation index, and directly links the results of these two items to the reward. In addition, according to the particularity of each sub-team of the project, the corresponding qualitative assessment methods are developed to guide and standardize the performance of the project members in the project. This paper first describes the research results of performance appraisal and EPC project management at home and abroad, then introduces the basic situation of PW company and the current situation of the evaluation system, points out the main problems such as the original evaluation system is general. Static and incomplete, the reason is that the original system does not take into account the operation of the project team, in addition, the original corporate culture is too dependent on quality and lack of assessment of cost control. According to the analysis of the causes, combined with the project scope management and integrated project management theory, targeted improvement and increase of the project team assessment system. I hope the study of this paper for water treatment enterprises in the project team assessment of reference.
【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】：F272.92;F299.24

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