【摘要】：隨著建筑業(yè)的近20年的快速發(fā)展，，總承包建設(shè)企業(yè)所承接的工程項目逐步向大型化、復(fù)雜化、跨地域化、多項目組織管理方向發(fā)展，總承包建設(shè)企業(yè)面臨多項目協(xié)調(diào)管理的難題。企業(yè)呈現(xiàn)出平均勞動生產(chǎn)率低、產(chǎn)值利潤率低下、協(xié)同效應(yīng)低，核心競爭力弱，因此本文旨在將組織級項目管理成熟度(OPM3)和項目管理辦公室(PMO)運用總承包建設(shè)企業(yè)管理中，識別影響多項目管理成熟度的因素，構(gòu)建成熟度的評價模型，通過模型得出提升措施，從而提升企業(yè)多項目組織管理能力和企業(yè)的核心競爭力。 首先對多項目管理、項目管理辦公室、項目管理成熟度及其評價方法等作了廣泛的文獻(xiàn)回顧，從管控模式、管理體系和生產(chǎn)要素三個方面對總承包建設(shè)企業(yè)多項目管理現(xiàn)狀進行了分析，結(jié)合總承包建設(shè)企業(yè)多項目管理的特點，構(gòu)建了項目管理辦公室的組織框架。其次，識別總承包建設(shè)企業(yè)多項目管理成熟度的影響因素，基于三方面假設(shè)，采用結(jié)構(gòu)方程模型構(gòu)建總承包建設(shè)企業(yè)多項目管理成熟度模型，并設(shè)計了調(diào)查問卷，共回收問卷237份，有效問卷202份；利用SPSS軟件對有效樣本進行描述性統(tǒng)計分析，構(gòu)建假設(shè)模型，運用AMOS軟件，輸入數(shù)據(jù)對假設(shè)模型進行擬合和修正，最后得到較為理想的修正模型。通過直接效應(yīng)、間接效應(yīng)和總效應(yīng)分析得出不同因素的影響程度；將各個因素的影響程度經(jīng)過歸一化處理后得到總承包建設(shè)企業(yè)多項目管理成熟度評價模型并對成熟度等級進行界定，為總承包建設(shè)企業(yè)的成熟度評價提供了方法和依據(jù)。最后將獲得的模型運用于實踐，作為案例。 研究結(jié)果表明：（1）項目管理維度是提升總承包建設(shè)企業(yè)成熟度的核心；（2）項目管理維度中，項目組合PMO的影響最大，其中項目組合PMO較大的影響因素是風(fēng)險預(yù)測與管理能力，項目群PMO較大的影響因素是協(xié)調(diào)管理能力，項目控制辦公室較大的影響因素是合同管理能力；（3）組織支持維度中最重要的因素為多項目管理工具及方法的運用能力；（4）信息化建設(shè)維度中最重要的影響因素是企業(yè)信息化應(yīng)用能力。 總之，本文所建立的總承包建設(shè)企業(yè)多項目成熟度評價模型能有效為總承包企業(yè)組織的轉(zhuǎn)變、信息化的建設(shè)和多項目管理成熟度的提升提供決策依據(jù)。
[Abstract]:With the rapid development of the construction industry in the past 20 years, the engineering projects undertaken by the general contracting construction enterprises have gradually developed towards the direction of large-scale, complex, cross-regional and multi-project organization and management. The general contracting construction enterprise faces the difficult problem of multi-project coordination management. The enterprise presents low average labor productivity, low profit rate of output value, low synergy effect and weak core competitiveness. Therefore, this paper aims to apply the organizational level Project Management maturity (OPM3) and the Project Management Office (PMO) to the construction of enterprise management by general contracting. The factors that affect the maturity of multi-project management are identified, the evaluation model of maturity is constructed, and the promotion measures are obtained through the model, so as to enhance the ability of multi-project organization and management of enterprises and the core competitiveness of enterprises. First of all, it reviews the literature of multi-project management, project management office, project management maturity and its evaluation methods. This paper analyzes the present situation of multi-project management in general contracting construction enterprises from three aspects of management system and production elements, and constructs the organizational framework of project management office according to the characteristics of multi-project management in general contracting construction enterprises. Secondly, based on the three hypotheses, the multi-project management maturity model of general contracting construction enterprises is constructed by using structural equation model, and the questionnaire is designed, based on the identification of factors affecting the maturity of multi-project management in general contracting construction enterprises. A total of 237 questionnaires and 202 valid questionnaires were collected. Using SPSS software for descriptive statistical analysis of valid samples, a hypothetical model was constructed, and AMOS software was used to input data to fit and modify the hypothetical model. Finally, an ideal modified model is obtained. Through direct effect, indirect effect and total effect analysis, the influence degree of different factors is obtained. After normalizing the influence degree of each factor, the multi-project management maturity evaluation model of the general contracting construction enterprise is obtained and the maturity grade is defined, which provides the method and basis for the maturity evaluation of the general contracting construction enterprise. Finally, the obtained model is applied to practice as a case study. The results show that: (1) Project management dimension is the core of improving enterprise maturity, (2) in the project management dimension, the project portfolio PMO has the greatest influence, among which the risk forecasting and management ability is the most important factor of the project portfolio PMO. The most important factor in the PMO of project group is the ability to coordinate management and the ability of contract management in the project control office. (3) the ability of using multi-project management tools and methods is the most important factor in the dimension of organizational support. (4) the most important influencing factor in the dimension of informatization construction is enterprise informatization application ability. In a word, the multi-project maturity evaluation model established in this paper can effectively provide the decision basis for the transformation of the organization, the construction of information and the improvement of the maturity of multi-project management.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F224;F284

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