醫(yī)院工程變更管理案例分析
發(fā)布時間：2018-11-11 10:56
【摘要】：近年來,隨著我國醫(yī)療事業(yè)的改革逐漸深入,為了滿足人民群眾的醫(yī)療需求,為了改變現(xiàn)狀不平衡的醫(yī)療資源,全社會對醫(yī)院建筑的需求越來越大,很多醫(yī)院建設工程項目應運而生。隨著這些項目的實施,大家逐漸發(fā)現(xiàn)這些醫(yī)院工程建設存在許多問題,如進展緩慢,工期延誤;成本失控,超概嚴重;醫(yī)療使用功能未實現(xiàn);參建人員發(fā)生違規(guī)違紀的現(xiàn)象。種種情況說明現(xiàn)狀的醫(yī)院工程項目管理還存在較大的問題,而這些問題的直接原因就是工程變更太多。醫(yī)院工程建設區(qū)別于其他民用建筑,有復雜、專業(yè)多、要求高、影響大等特點。同樣,醫(yī)院工程的項目管理也有自身的特點,管理難度大,協(xié)調(diào)多、標準高等。由于目前我國醫(yī)院工程的項目管理仍存在管理經(jīng)費少,管理人員短缺,專業(yè)能力不足,制度不健全等問題,導致醫(yī)院工程的項目管理還比較混亂,實際效果不理想。文中以某保健基地項目為主,某門急診樓項目為輔,對醫(yī)院建設過程中發(fā)生的變更管理案例進行了整理、歸納、分析和研究,通過統(tǒng)計分析和與業(yè)內(nèi)相關的專家及從業(yè)人員進行訪談交流,得出變更發(fā)生的主要原因及主要專業(yè),找出變更的高發(fā)區(qū)域以及對造價影響最明顯的變更種類,為變更管理特別是變更預控指引方向。同時通過有針對性地選擇十五個具體變更案例,對其管理過程及結(jié)果進行了分析。通過這些案例以及對整個項目變更管理進行的后評估,總結(jié)變更管理的得與失。后評估分別從四個方面開展:設計管理、施工管理、監(jiān)理管理以及業(yè)主協(xié)調(diào)。前面三個主要是體現(xiàn)工程管理中的設計、施工、監(jiān)理的三條主線。特別加上業(yè)主協(xié)調(diào),是針對醫(yī)院項目管理中業(yè)主的意識對項目的影響太大,能否做好業(yè)主的溝通協(xié)調(diào)工作是最后項目管理成敗的關鍵。最后通過案例的分析以及后評估,找到一些成功的變更管理辦法和有效的變更管理措施。為今后醫(yī)院工程的變更管理提供一些借鑒和參考。
[Abstract]:In recent years, with the deepening of medical reform in our country, in order to meet the medical needs of the people and to change the unbalanced medical resources, the whole society needs more and more hospital buildings. Many hospital construction projects came into being. With the implementation of these projects, it is gradually found that there are many problems in the construction of these hospital projects, such as slow progress, delay of construction period, out-of-control cost, serious overrun, unrealized function of medical use, and the phenomenon of violation of rules and regulations by participants. The situation shows that there are still some problems in hospital project management, and the direct cause of these problems is too many engineering changes. Hospital engineering construction is different from other civil buildings. It is complex, professional, demanding and influential. Similarly, the project management of hospital engineering also has its own characteristics, the management is difficult, the coordination is much, the standard is high. At present, there are still some problems in the project management of hospital engineering in our country, such as the shortage of management funds, the shortage of management personnel, the insufficiency of professional ability and the unsound system, which leads to the confusion of project management of hospital engineering, and the actual effect is not ideal. Based on a health base project and an emergency building project, this paper collates, summarizes, analyzes and studies the case of change management in the course of hospital construction. Through statistical analysis and interviews with relevant experts and practitioners in the industry, the main reasons for the change and the major specialties are obtained, and the areas of high incidence of changes and the types of changes that have the most obvious impact on the cost are found. Guide the direction of change management, especially change control. At the same time, the management process and results are analyzed by selecting 15 specific change cases. Through these cases and the post-evaluation of change management of the whole project, the gains and losses of change management are summarized. Post-evaluation is carried out from four aspects: design management, construction management, supervision management and owner coordination. The first three are the three main lines of design, construction and supervision in engineering management. Especially, the owner coordination is the key to the success or failure of the final project management, because the consciousness of the owner has too much influence on the project, and the communication and coordination of the owner is the key to the success or failure of the final project management. Finally, through case analysis and post-evaluation, we find some successful change management methods and effective change management measures. To provide some reference and reference for the change management of hospital engineering in the future.
【學位授予單位】：清華大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：R197.38
本文編號：2324618
[Abstract]:In recent years, with the deepening of medical reform in our country, in order to meet the medical needs of the people and to change the unbalanced medical resources, the whole society needs more and more hospital buildings. Many hospital construction projects came into being. With the implementation of these projects, it is gradually found that there are many problems in the construction of these hospital projects, such as slow progress, delay of construction period, out-of-control cost, serious overrun, unrealized function of medical use, and the phenomenon of violation of rules and regulations by participants. The situation shows that there are still some problems in hospital project management, and the direct cause of these problems is too many engineering changes. Hospital engineering construction is different from other civil buildings. It is complex, professional, demanding and influential. Similarly, the project management of hospital engineering also has its own characteristics, the management is difficult, the coordination is much, the standard is high. At present, there are still some problems in the project management of hospital engineering in our country, such as the shortage of management funds, the shortage of management personnel, the insufficiency of professional ability and the unsound system, which leads to the confusion of project management of hospital engineering, and the actual effect is not ideal. Based on a health base project and an emergency building project, this paper collates, summarizes, analyzes and studies the case of change management in the course of hospital construction. Through statistical analysis and interviews with relevant experts and practitioners in the industry, the main reasons for the change and the major specialties are obtained, and the areas of high incidence of changes and the types of changes that have the most obvious impact on the cost are found. Guide the direction of change management, especially change control. At the same time, the management process and results are analyzed by selecting 15 specific change cases. Through these cases and the post-evaluation of change management of the whole project, the gains and losses of change management are summarized. Post-evaluation is carried out from four aspects: design management, construction management, supervision management and owner coordination. The first three are the three main lines of design, construction and supervision in engineering management. Especially, the owner coordination is the key to the success or failure of the final project management, because the consciousness of the owner has too much influence on the project, and the communication and coordination of the owner is the key to the success or failure of the final project management. Finally, through case analysis and post-evaluation, we find some successful change management methods and effective change management measures. To provide some reference and reference for the change management of hospital engineering in the future.
【學位授予單位】：清華大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：R197.38
【參考文獻】
相關期刊論文 前10條
1 樊相民;;工程項目管理模式下工程變更風險控制的探討[J];工程經(jīng)濟;2013年10期
2 周軍泉;;設計變更與工程簽證在施工管理中的重要性[J];江西建材;2013年01期
3 趙奇?zhèn)b;寧占國;;醫(yī)院建設項目中的工程變更管理[J];中國醫(yī)院建筑與裝備;2013年01期
4 崔曉蕓;;醫(yī)院建設項目對工程變更的造價控制[J];科技信息;2012年30期
5 安麗華;蔣建民;鮑延安;;淺談如何做好醫(yī)院基本建設管理工作[J];中小企業(yè)管理與科技(上旬刊);2012年04期
6 趙玉秀;宋金華;楊琦;;淺議工程變更管理程序[J];山西建筑;2011年05期
7 馬天平;;建筑工程管理中的工程變更管理[J];甘肅科技;2008年01期
8 韓文勝;;淺談醫(yī)院建筑的特點[J];中國醫(yī)院建筑與裝備;2007年01期
9 孟慶鈞;;建筑工程管理中的工程變更管理[J];基建管理優(yōu)化;2005年04期
10 張蓉輝,翁代新;建設單位工程變更管理現(xiàn)狀及對策[J];中國工程咨詢;2005年09期
相關碩士學位論文 前4條
1 龐珩;恩澤醫(yī)院建筑工程項目中的變更控制管理研究[D];東華大學;2014年
2 孫艷;建設項目工程變更中的風險控制與管理[D];北京郵電大學;2010年
3 劉健一;工程變更管理[D];北京交通大學;2007年
4 吳書安;工程變更管理的研究[D];東南大學;2006年
，本文編號：2324618
本文鏈接：http://sikaile.net/guanlilunwen/xiangmuguanli/2324618.html
最近更新
教材專著
