本文關(guān)鍵詞：M公司項(xiàng)目交付管理問(wèn)題研究　出處：《揚(yáng)州大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

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【摘要】：以項(xiàng)目為產(chǎn)品取代單一的產(chǎn)品已經(jīng)成為21世紀(jì)企業(yè)持續(xù)發(fā)展的一種方式,很多企業(yè)通過(guò)項(xiàng)目的實(shí)施來(lái)提升自身產(chǎn)品的實(shí)力,以保證其在激烈的市場(chǎng)競(jìng)爭(zhēng)中獲得有利的地位。如何對(duì)項(xiàng)目進(jìn)行管理,如何實(shí)施有效的項(xiàng)目管理,成為當(dāng)今研究的熱點(diǎn)問(wèn)題之一。當(dāng)今項(xiàng)目管理作為一門學(xué)科其應(yīng)用范圍在逐漸擴(kuò)大,項(xiàng)目進(jìn)度管理在各類工程項(xiàng)目中的應(yīng)用也正逐步得到加強(qiáng),但由于我國(guó)開展項(xiàng)目管理研究相對(duì)較晚,在實(shí)際項(xiàng)目中的應(yīng)用比例和取得的效果還與國(guó)際項(xiàng)目管理的先進(jìn)水平有一定的差距,我們需要在實(shí)際項(xiàng)目實(shí)施工作中結(jié)合項(xiàng)目管理的理論不斷的探索和實(shí)踐,總結(jié)出應(yīng)用項(xiàng)目管理的經(jīng)驗(yàn)和模式。本課題研究目標(biāo)設(shè)想為通過(guò)項(xiàng)目交付管理的研究,使得M公司項(xiàng)目群能夠?qū)崿F(xiàn)順利交付。項(xiàng)目群順利交付又緊密地圍繞著幾個(gè)結(jié)果指標(biāo)：項(xiàng)目及時(shí)交付、項(xiàng)目質(zhì)量合格、項(xiàng)目雙方盈利,最終客戶滿意。本文首先介紹了研究的背景、意義、文獻(xiàn)綜述、內(nèi)容、研究方法和創(chuàng)新點(diǎn)。然后是項(xiàng)目交付管理的理論,闡述了項(xiàng)目交付的關(guān)鍵要素、方法以及影響因素。接著分析了M公司項(xiàng)目交付管理存在項(xiàng)目群交付不及時(shí)、項(xiàng)目質(zhì)量欠佳、項(xiàng)目存在虧損等問(wèn)題,并透過(guò)這些存在問(wèn)題的背后分析了產(chǎn)生這些問(wèn)題的深層次原因。項(xiàng)目交付不及時(shí)主要原因首先是項(xiàng)目責(zé)任制未有效實(shí)施,項(xiàng)目實(shí)施沒(méi)有項(xiàng)目牽頭人,每個(gè)環(huán)節(jié)都是各自為政,部門墻嚴(yán)重,溝通協(xié)調(diào)困難；其次是售前體系不完善,合同存在較多漏洞和風(fēng)險(xiǎn)；再次是項(xiàng)目資源體系不健全,資源整體實(shí)力不高,而且匹配程度差。項(xiàng)目質(zhì)量欠佳原因主要是關(guān)鍵節(jié)點(diǎn)都存在一些問(wèn)題,例如合同質(zhì)量、設(shè)計(jì)質(zhì)量、采購(gòu)質(zhì)量、制造質(zhì)量、施工質(zhì)量等都有質(zhì)量問(wèn)題。項(xiàng)目虧損的原因是指導(dǎo)項(xiàng)目報(bào)價(jià)的預(yù)算經(jīng)常不及時(shí)、準(zhǔn)確；項(xiàng)目核算機(jī)制也不健全,實(shí)際發(fā)生的成本不能及時(shí)提供數(shù)據(jù)且準(zhǔn)確性存在問(wèn)題,經(jīng)常會(huì)誤導(dǎo)項(xiàng)目經(jīng)理的管控。為了解決這些問(wèn)題,需要完善M公司項(xiàng)目交付管理的模式,針對(duì)交付及時(shí)指標(biāo)需要建立項(xiàng)目全生命周期的流程節(jié)點(diǎn),嚴(yán)格把控每一關(guān)鍵點(diǎn)；其次是采用項(xiàng)目主計(jì)劃進(jìn)行檢查、跟蹤并采取有效關(guān)差措施。對(duì)于項(xiàng)目質(zhì)量管控需要建立合同保障體系和設(shè)計(jì)保障體系等；對(duì)于項(xiàng)目成本控制需要建立財(cái)務(wù)管控體系和能力、動(dòng)力保障體系等。本文試圖通過(guò)項(xiàng)目交付管理的研究,為M公司持續(xù)發(fā)展提供動(dòng)力,對(duì)類似的項(xiàng)目的管理工作具有一定參考意義。
[Abstract]:The project for the product to replace the single product in twenty-first Century has become a way of sustainable development of enterprises, many enterprises to enhance their product strength through the implementation of the project, to ensure its advantageous position in the fierce competition in the market. How to manage the project, how to implement effective project management, has become one of the hot issues in the current study. The project management as a discipline in its application scope gradually expanded, the application of project progress management in all kinds of engineering projects are also gradually strengthened, but because of China's management of the project starts relatively late, the advanced level of the proportion of application in the actual project and the result obtained with the international project management there is a certain gap, we need to implement continuous exploration and practice of project management theory combined with the work in the actual project, summarizes the application of project management Experience and model. The research objectives envisaged for delivery management research through the project, the M project group to achieve a smooth delivery. The successful delivery of project group closely around several outcome indicators: project delivery, project quality, project profitability, and ultimately customer satisfaction. This paper first introduces the research background. The significance, literature review, content, research methods and innovation points. Then the project delivery management theory, describes the key elements of project delivery, as well as the influence factor method. And then analyzes the M company project delivery management program delivery is not timely, the poor quality of project, project losses and other problems, and these problems behind the deep analysis of the causes of these problems. The project is not timely delivery of the first is the main reason for the responsibility system of the project without the effective implementation of project implementation, no entry Project lead, each link is lack of coordination, communication and Coordination Department wall serious difficulties; secondly it is the pre-sale contract system is not perfect, there are many loopholes and risks; again is the project resource system is not perfect, the overall strength of resources is not high, and the matching degree of difference. The main reason is the poor quality of the project key node has some problems for example, the quality of the contract, the quality of design, procurement quality, manufacturing quality, construction quality and other quality problems. The reasons of loss of projects to guide the project budget quotation is often not timely, accurate; project accounting system is not perfect, the actual cost can not be timely and accuracy problems, often mislead the project manager control. In order to solve these problems, the need to improve the M management mode for project delivery, delivery timely indicators of process node need to establish the project life cycle And strictly control every key point; second is the project master plan for inspection, tracking and take effective measures to close the difference of project quality control requires the establishment of contract guarantee system and guarantee system for design; project cost control needs to establish a financial management system and ability, dynamic security system. This article attempts to delivery management through the research project, provide the impetus for the sustainable development of M company, which has a certain reference significance to similar project management work.

【學(xué)位授予單位】：揚(yáng)州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.92;F406.7

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