本文選題：組織級項目管理 + 項目過程管理�。� 參考：《西南交通大學(xué)》2014年碩士論文

【摘要】：項目管理已經(jīng)迅速成為一門重要的管理學(xué)科和技能,這是一門指導(dǎo)整個行業(yè)建設(shè)的統(tǒng)領(lǐng)性的科學(xué)管理技能。企業(yè)的管理人員掌握項目管理理論和技能已經(jīng)成為業(yè)務(wù)運轉(zhuǎn)的重點發(fā)展方向。然而項目的成功,更重要的是需要重視資源和資金的分配、風(fēng)險的識別與應(yīng)對、企業(yè)的內(nèi)部管理機制與流程、歷史項目實施的經(jīng)驗教訓(xùn)等。而對于組織的高層來說,當組織結(jié)構(gòu)較大且復(fù)雜,項目數(shù)比較多,項目和日常運營優(yōu)先級難以區(qū)分和控制,高級管理人員不能經(jīng)常的深入了解項目發(fā)展的情況,項目就可能失控。因此,企業(yè)必須建立一套組織結(jié)構(gòu)和流程,來確保達到戰(zhàn)略目標。組織級項目管理,有別于通常所說的項目管理應(yīng)運而生。論文首先對組織級項目管理體系進行綜述,分別闡述了項目管理、組織級項目管理、體系化組織級項目管理、以及PRINCE2全流程項目管理模型的發(fā)展歷程、基本概念和國內(nèi)的應(yīng)用。在此基礎(chǔ)上,本文通過對某金融機構(gòu)在2013-2014年度開展的組織級項目管理體系建設(shè)項目展開研究,對該金融機構(gòu)項目管理現(xiàn)狀及存在問題進行了深入剖析,指出了該金融機構(gòu)在實施項目管理上的癥結(jié)所在。針對這些問題,本文借鑒了國內(nèi)外組織級項目管理體系的建設(shè)經(jīng)驗并結(jié)合了金融行業(yè)的特點以及實際運用,從四個方面提出了實施組織級項目管理體系的相關(guān)對策：一是強化組織級項目管理架構(gòu),在組織內(nèi)落實項目管理方針、制度、辦法、經(jīng)驗知識的統(tǒng)一管理,形成分層次的組織級項目管理體系和矩陣式的管理；二是標準化、規(guī)范化項目過程管理,對項目生命周期進行明確定義,通過及時地信息收集實現(xiàn)項目過程的可視化,并且設(shè)計項目積分的核定與分配規(guī)則、監(jiān)督機制；三是加強項目經(jīng)理隊伍的建設(shè)與管理,提升項目經(jīng)理的知識與能力,強化項目經(jīng)理隊伍的管理,建立項目經(jīng)理的任命和項目責(zé)任書機制；四是流程化項目信息收集和匯總機制,通過對各類項目管理信息的整合實現(xiàn)對管理層的決策支持。
[Abstract]:Project management has rapidly become an important management discipline and skill, which is a leading scientific management skill to guide the construction of the whole industry.The management of enterprises has become the key development direction of business operation by mastering the theory and skills of project management.However, the success of the project needs to pay more attention to the allocation of resources and funds, the identification and response of risks, the internal management mechanism and process of the enterprise, the experience and lessons learned from the implementation of historical projects and so on.For the senior management of the organization, when the organizational structure is large and complex, the number of projects is more, the priority of project and daily operation is difficult to distinguish and control, the senior management can not often understand the development of the project in depth.The project could get out of hand.Therefore, enterprises must establish a set of organizational structure and processes to ensure that strategic objectives are achieved.Organizational level project management, different from the commonly called project management came into being.Firstly, the paper summarizes the project management system at the organizational level, including project management, project management at the organizational level, project management at the systematization level, and the development process, basic concepts and domestic applications of the PRINCE2 project management model.On this basis, through the research on the project management system construction project of a financial institution in 2013-2014, this paper analyzes the current situation and existing problems of the project management in the financial institution.Pointed out that the financial institution in the implementation of project management in the crux of the problem.Aiming at these problems, this paper draws lessons from the experience of the construction of the project management system at home and abroad, and combines the characteristics of the financial industry and its practical application.This paper puts forward the relevant countermeasures for implementing the project management system at the organizational level from four aspects: first, to strengthen the project management framework at the organizational level, and to implement the unified management of the project management policy, system, method, experience and knowledge within the organization.The second is to standardize and standardize the project process management, define the project life cycle clearly, and realize the visualization of the project process through timely information collection.Thirdly, strengthen the construction and management of the project manager team, enhance the knowledge and ability of the project manager, strengthen the management of the project manager team,Establish the mechanism of project manager's appointment and project responsibility letter; fourth, process project information collection and collection mechanism, through the integration of all kinds of project management information to achieve decision-making support to the management.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F832.3

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