本文選題：鐵路四電綜合項目 + 嘉紅電化改造項目　； 參考：《西南交通大學》2012年碩士論文

【摘要】：項目管理的核心是使項目組織的各資源要素尤其是人力資源要素得到最佳配置。鐵路“四電”大型綜合項目是集通信、信號、電力供應及牽引供電于一體的復雜適應系統(tǒng),往往具有涉及專業(yè)廣、既有線作業(yè)、工期緊張、同區(qū)段多專業(yè)交叉作業(yè)頻繁等工程特點,項目團隊成員間及項目團隊成員與項目利益相關方間產生摩擦在所難免。相對一般建設工程,鐵路“四電”大型綜合項目的組織與團隊管理具有更大的挑戰(zhàn)性,如何提高項目組織和團隊管理績效,培育良好的團隊,發(fā)揮人的積極性、能動性,培育團隊的歸屬感、自豪感、責任感,樹立企業(yè)與項目團隊形象,實現(xiàn)企業(yè)和員工的共贏是鐵路“四電”大型綜合項目管理所亟待解決的問題。 本文采用理論分析與實證研究相結合的方法,以鐵路“四電”大型綜合項目——嘉紅電化改造項目為案例,對鐵路“四電”大型綜合項目組織和團隊管理進行研究,創(chuàng)新性地以和諧管理理論為基點,總結提煉出嘉紅電化改造項目組織與團隊和諧管理模式,并詳細闡述其組織與團隊和諧管理模式的實現(xiàn)路徑。通過項目組織與團隊和諧管理模式的順利實施,嘉紅電化改造項目在工期緊、條件惡劣、資源緊張等條件下,不僅高質、安全地完成項目目標,多次得到建設單位及企業(yè)集團的嘉獎,而且在保證項目效益的同時為集團公司培養(yǎng)輸送了一批優(yōu)秀人才和隊伍。
[Abstract]:The core of project management is to optimize the allocation of the resource elements, especially the human resources elements of the project organization. The railway "four power" large-scale integrated project is a complex adaptive system that integrates communication, signal, power supply and traction power supply. It often involves a wide range of specialties, existing railway operations, and tight construction period. It is inevitable to have friction among the project team members and between the project team members and the project stakeholders. Compared with general construction projects, the organization and team management of railway "four power" large-scale integrated projects is more challenging. How to improve the performance of project organization and team management, cultivate a good team, give play to the enthusiasm and initiative of people, Cultivating the sense of belonging, pride and responsibility of the team, establishing the image of the enterprise and the project team, and realizing the win-win situation between the enterprise and the staff are the problems to be solved urgently in the management of the large-scale comprehensive project of the "four power companies". This paper adopts the method of combining theoretical analysis and empirical research, taking the "four power" large-scale comprehensive project-Jiahong electrified transformation project as an example, to study the organization and team management of the railway "four power" large-scale comprehensive project. Based on the theory of harmonious management, this paper summarizes and abstracts the harmonious management mode between the project organization and the team, and expounds in detail the way to realize the harmonious management mode between the organization and the team. Through the smooth implementation of the harmonious management mode between the project organization and the team, under the conditions of tight construction period, bad conditions and tight resources, the Jiahong Audio-visual Transformation Project not only completes the project objectives in high quality and safely, It has been awarded many times by construction units and enterprise groups, and at the same time, it has provided a group of excellent talents and teams for the group while ensuring the benefit of the project.
【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F532;F426.6;F272

【引證文獻】

相關期刊論文 前1條

1 湯中蘭;;淺析市政項目工程施工管理問題的考核評價體系[J];金田;2013年01期

，

本文編號：1936918