發(fā)布時(shí)間：2018-06-19 13:48

  本文選題：保障房 + 項(xiàng)目管理　； 參考：《云南大學(xué)》2014年碩士論文

【摘要】：隨著經(jīng)濟(jì)和社會的發(fā)展,我國的保障房建設(shè)項(xiàng)目呈現(xiàn)出數(shù)量大、種類多樣、問題復(fù)雜的特點(diǎn)。傳統(tǒng)的建設(shè)模式由于其滯后性和局限性,已經(jīng)不能滿足現(xiàn)階段保障房投資建設(shè)的需求,弊端越來越顯著。因而政府開始借鑒國內(nèi)外先進(jìn)的建設(shè)模式,探索推行保障房代建管理模式,但是到目前為止,保障房代建管理仍然在發(fā)展探索中,在全國還沒有統(tǒng)一的規(guī)范,在實(shí)際推行過程中凸顯了很多問題,如：委托方和代建單位之間的職責(zé)不清、不合理；代建合同內(nèi)容不明確、不全面；代建相關(guān)法律法規(guī)不健全,市場管理制度不完善；委托單位、代建單位、施工單位、監(jiān)理單位以及各相關(guān)行業(yè)主管部門對項(xiàng)目代建制的理解觀念不一、思想認(rèn)識程度不同；政府部門、委托方和代建單位各自所追求的目的不同以及利益沖突等。保障房項(xiàng)目建設(shè)是重要的民生工程,對云南建工集團(tuán)代建管理策略進(jìn)行研究,對于充實(shí)代建制和項(xiàng)目管理的理論研究,優(yōu)化保障房代建管理模式,進(jìn)而促進(jìn)保障房項(xiàng)目的快速有效運(yùn)行具有重要的理論和現(xiàn)實(shí)意義。 本文基于云南建工集團(tuán)保障房代建管理存在許多問題的客觀事實(shí),本著理論與實(shí)際相結(jié)合的研究方法,在實(shí)踐中提出問題,在理論研究中解決實(shí)際問題。以保障房作為研究對象,并以此為切入點(diǎn),系統(tǒng)的研究了代建制有關(guān)的理論文獻(xiàn),客觀的分析了云南建工集團(tuán)代建管理的優(yōu)勢以及存在的問題和原因,揭示了保障房代建管理的運(yùn)行機(jī)制和管理框架,并在此基礎(chǔ)上設(shè)計(jì)了云南建工集團(tuán)保障房代建管理的績效評價(jià)體系,最后提出了云南建工集團(tuán)保障房代建管理具體的優(yōu)化對策。通過研究,筆者認(rèn)為云南建工集團(tuán)保障房代建管理有競爭機(jī)制、約束機(jī)制等方面的相對優(yōu)勢,也存在著資產(chǎn)管理不完善、合同文本管理不規(guī)范、權(quán)利保障不到位等問題。因此,必須要明確保障房代建管理的過程、激勵和約束機(jī)制,完善保障房代建的管理框架,建立一套行之有效的績效評估體系,加強(qiáng)資產(chǎn)管理和權(quán)利保障建設(shè),同時(shí)也要規(guī)范合同文本,確保保障房代建管理的有效運(yùn)行。
[Abstract]:With the development of economy and society, the construction projects of our country's guarantee house are characterized by large number, variety and complex problem. The traditional construction model has been unable to meet the needs of the investment and construction of the present stage because of its lag and limitation, so the government began to draw on the advanced construction models at home and abroad. So far, there is still no unified standard in the whole country, and there are many problems in the actual implementation process, such as: the responsibilities between the principal and the construction unit are not clear and unreasonable; the construction contract is not clear and comprehensive; The relevant laws and regulations are not perfect, the market management system is not perfect; the understanding concept of the project agent system is different in the principal, the construction unit, the construction unit, the supervision unit and the relevant departments, and the ideological understanding degree is different; the government departments, the principal and the construction units each pursue the different purposes and the conflicts of interest. And so on. The construction of the guarantee housing project is an important livelihood project. It is of theoretical and practical significance to study the construction management strategy of the construction group of Yunnan construction industry group, to enrich the theoretical research of the construction system and project management, to optimize the management mode of the house construction, and to promote the rapid and effective operation of the housing project.
This article is based on the objective fact that there are many problems in the construction management of Yunnan construction group, and in line with the research method combining theory with reality, put forward problems in practice and solve practical problems in theoretical research. This paper analyzes the advantages and existing problems and reasons of the construction management of Yunnan construction industry group, reveals the operating mechanism and management framework of the construction management of the guarantee house, and then designs the performance evaluation system of the construction management of the Yunnan construction group, and finally puts forward the concrete management of the construction management of the Yunnan construction group. Through the study, the author thinks that the construction management of Yunnan Construction Group has the relative advantages of the competition mechanism, the restriction mechanism and so on. There are also some problems, such as the imperfect management of assets, the unstandardized management of the contract text, the inadequate protection of the rights and so on. Therefore, it is necessary to ensure the process, incentive and restraint mechanism of the house construction management. We should improve the management framework of housing construction, establish an effective system of performance evaluation, strengthen the construction of asset management and rights protection, and also standardize the text of the contract to ensure the effective operation of the house construction management.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.92;F299.23

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 杜永林;;政府投資代建制理論與實(shí)踐的初步探討[J];中國工程咨詢;2005年11期

2 錢家澤;;對“代建制”管理辦法的幾點(diǎn)建議[J];中國工程咨詢;2005年11期

3 吳明先;雷耀軍;王建軍;;淺談“代建制”亟待解決的幾個(gè)問題[J];中國工程咨詢;2006年03期

4 林立祥;;政府投資項(xiàng)目推行“代建制”實(shí)踐中的若干問題探討[J];中國工程咨詢;2006年08期

5 李煥林;我國代建制發(fā)展的制約因素及解決對策[J];改革與戰(zhàn)略;2005年09期

6 付世勇;;淺析代建工程的項(xiàng)目管理[J];工程與建設(shè);2008年02期

7 陳武新;王建聲;;政府投資項(xiàng)目推行代建制的問題與建議[J];建筑管理現(xiàn)代化;2005年06期

8 黃遠(yuǎn)智;;政府投資項(xiàng)目代建制度特征及實(shí)踐問題的研究[J];建筑管理現(xiàn)代化;2007年02期

9 楊明宇;王建聲;楊永卿;;政府投資項(xiàng)目代建制推行中的問題淺析[J];基建優(yōu)化;2006年02期

10 張愛志;黃達(dá)海;徐志祥;;我國現(xiàn)行“代建制”運(yùn)作模式的幾點(diǎn)探討[J];基建優(yōu)化;2006年05期

，

本文編號：2040090