發(fā)布時(shí)間：2017-12-27 14:47

  本文關(guān)鍵詞：平安城市項(xiàng)目干系人溝通管理研究　出處：《北京郵電大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 平安城市 干系人 溝通管理 信息

【摘要】：溝通是不同主體之間信息的正確傳遞。無數(shù)項(xiàng)目實(shí)踐證明,項(xiàng)目管理人員一天中所花費(fèi)時(shí)間最多的活動(dòng)就是溝通-----從正式的開會到吃飯時(shí)的閑聊,從電話詢問到電子郵件的回復(fù),從辦公室的正式商談到私下里的問寒問暖等等。溝通活動(dòng)占據(jù)了項(xiàng)目經(jīng)理人員大部分工作時(shí)間。也正是由于溝通,才有了組織活動(dòng)的正常維系,而且,良好的溝通更是建立人際關(guān)系,實(shí)現(xiàn)跨職能整合的最重要的潤滑劑。本文以當(dāng)前全國正在如火如荼實(shí)施的平安城市項(xiàng)目為背景,通過文獻(xiàn)閱讀法、同行評議法、案例研究法等對蚌埠平安城市項(xiàng)目進(jìn)行了具體的分析,指出了二期項(xiàng)目的主要問題是沒有在項(xiàng)目中去識別劃分干系人,并針對不同類型的干系人制定不同的溝通管理策略,使得項(xiàng)目失去了控制,并就這些問題提出了平安城市項(xiàng)目干系人溝通管理的方法論：首先要對項(xiàng)目的干系人進(jìn)行識別,再將這些干系人分別歸為公司內(nèi)部、項(xiàng)目內(nèi)部和項(xiàng)目外部分別制定溝通管理策略,最終通過將該套方法帶入實(shí)際項(xiàng)目檢驗(yàn)評估實(shí)際效果。在公司內(nèi)部,項(xiàng)目經(jīng)理通過建立同公司高層溝通渠道,公司項(xiàng)目組內(nèi)部溝通制度以及跨部門的溝通協(xié)調(diào)機(jī)制來獲取項(xiàng)目所需資源,解決項(xiàng)目問題；在項(xiàng)目內(nèi)部,通過樹立正確的溝通文化,建立正式的溝通渠道,引導(dǎo)非正式的溝通,確認(rèn)和規(guī)范不同階段的溝通內(nèi)容來推進(jìn)項(xiàng)目各項(xiàng)工作的展開；在項(xiàng)目的外部,通過組織好項(xiàng)目內(nèi)部工作來規(guī)避外部強(qiáng)勢人物的介入,建立好外部溝通渠道來處理和項(xiàng)目有利益關(guān)系的干系人。本文所提出的項(xiàng)目溝通管理機(jī)制對平安城市項(xiàng)目具有可參考性,能夠?yàn)樵擃愋晚?xiàng)目的參與方提供一定的指導(dǎo)作用。
[Abstract]:Communication is the correct transmission of information between different subjects. Proof of numerous project practice, the project management personnel in the day time spent most of the activity is communication - from a formal meeting to talk at the dinner table, from the telephone to e-mail reply, from formal talks to the office secretly Wenhanwennuan etc.. Communication activities take up most of the work time of the project manager. It is due to communication that normal organization activities are maintained. Moreover, good communication is the most important lubricant to establish interpersonal relationships and achieve cross functional integration. Based on the background of the current national implementation is like a raging fire safe city project, through the literature reading method, peer review method, case study method and make a concrete analysis of Bengbu city peace project, points out the main problems of the two phase of the project is not in the project to identify division of stakeholders, and to develop different strategies of communication management for different types of stakeholders, the project lost control, and on these issues and puts forward the method of safe city project communication management theory: first of all to the project stakeholders are identified, then these stakeholders are classified into internal and external projects, project internal communication management strategies were developed. Finally through the set of methods to evaluate the actual effect of the actual project inspection. The project manager in the company, through the establishment of high-level communication channels with the company, the company project team internal communication system and inter departmental communication and coordination mechanism to obtain project resources required to solve the project problem; inside the project, to establish a correct communication culture, establish formal channels of communication, informal communication, communication content confirmation specification and different stages of the expansion project to promote the work of the project; in the external, through the organization of project internal work to avoid external powerful people involved, to establish good communication channels to external processing and project stakeholders have interests. The project communication management mechanism proposed in this paper is of reference to the safe city project, and can provide some guidance for the participants of this type of project.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F299.27

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本文編號：1342158