本文選題：項目集管理 + 全壽命周期管理��； 參考：《上海交通大學(xué)》2012年碩士論文

【摘要】：隨著通信技術(shù)、應(yīng)用、市場的不斷發(fā)展，網(wǎng)絡(luò)運(yùn)營商的投資規(guī)模不斷增長，網(wǎng)絡(luò)建設(shè)工程項目數(shù)量成倍上升，所涉及的技術(shù)、管理復(fù)雜程度也日漸提高。傳統(tǒng)項目管理對單個工程項目在進(jìn)度、質(zhì)量、成本等各方面能實現(xiàn)有效控制，但在新形勢下的不足也逐步凸顯。如何確保企業(yè)戰(zhàn)略目標(biāo)的實現(xiàn)，是項目管理體系亟需予以解決的重要問題。 項目集管理重點關(guān)注企業(yè)管理層戰(zhàn)略和項目運(yùn)營之間的聯(lián)系，可以幫助企業(yè)進(jìn)行戰(zhàn)略決策，并指導(dǎo)具體工程項目的管理實施；此外，網(wǎng)絡(luò)運(yùn)營商工程項目的價值體現(xiàn)，是通過網(wǎng)絡(luò)運(yùn)行期向用戶提供的各類服務(wù)，從而實現(xiàn)網(wǎng)絡(luò)價值向業(yè)務(wù)營收的轉(zhuǎn)變。因此，強(qiáng)調(diào)全壽命周期的集成化管理，也是目前有線網(wǎng)絡(luò)運(yùn)營商項目管理發(fā)展的一大熱點。 針對全壽命周期集成管理理論在工程項目集管理中的應(yīng)用研究課題，本文所做的主要工作有： 第一，本文詳細(xì)分析了項目管理理論在通信網(wǎng)絡(luò)運(yùn)營企業(yè)中的應(yīng)用情況，并分析了所遇到的主要問題，包括： 1.在一組互相關(guān)聯(lián)的項目的實施過程中，由于項目主辦部門的不同，往往各自強(qiáng)調(diào)所負(fù)責(zé)項目的管理績效，缺乏整體綜合統(tǒng)籌，造成企業(yè)戰(zhàn)略利益的損失； 2.網(wǎng)絡(luò)運(yùn)營商的營收主要通過網(wǎng)絡(luò)運(yùn)行期向用戶提供的各種網(wǎng)絡(luò)服務(wù)予以實現(xiàn)，而傳統(tǒng)意義上的項目生命周期是以項目完工收尾為標(biāo)志，項目管理體系對后續(xù)運(yùn)營管理的支持力度不夠。 第二，針對上述兩大主要問題，引入“項目集管理”和“全壽命周期管理”的理念，并通過集成管理的思想將兩者進(jìn)行有機(jī)的結(jié)合。本部分工作所做的工作主要有： 1.介紹項目集的概念、特點，闡述項目集管理在企業(yè)級多層次項目管理體系和目標(biāo)中的地位； 2.提出了全壽命周期的統(tǒng)籌管理模式，即將集成管理的思想在全壽命周期的“決策階段”、“實施階段”、“運(yùn)營階段”進(jìn)行有機(jī)整合； 3.提出了項目集經(jīng)理總負(fù)責(zé)的綜合管理模式，，即將“項目集管理”和“全壽命周期集成管理”的思想運(yùn)用到有線網(wǎng)絡(luò)運(yùn)營商的工程項目管理體系中： 1)“項目集經(jīng)理主導(dǎo)”：為應(yīng)對關(guān)聯(lián)項目之間缺乏統(tǒng)籌管理，建立以項目集經(jīng)理為主導(dǎo)的管理團(tuán)隊，并負(fù)責(zé)對項目集的全壽命周期進(jìn)行跟蹤； 2)“決策變更糾偏”：通過周期性的評估體系，及時糾正戰(zhàn)略目標(biāo)和個體項目之間的偏差，并實現(xiàn)對決策的變更調(diào)整； 3)“運(yùn)營期反饋”：建立信息溝通機(jī)制，在項目集實施過程中實現(xiàn)不同項目之間的信息同步和資源合理調(diào)配，項目轉(zhuǎn)入運(yùn)營期后及時將運(yùn)維的意見建議進(jìn)行反饋，優(yōu)化在建工程的實施。 第三，結(jié)合企業(yè)具體項目NGB接入網(wǎng)改造建設(shè)工程的管理實踐，將上述兩個模式應(yīng)用于具體的實踐，從效果來看，不僅能確保并行的多個項目能有效地綜合利用各種資源，同時對網(wǎng)絡(luò)的長期運(yùn)營也能提供有力的支持，從而進(jìn)一步驗證了今后項目管理體系建設(shè)的發(fā)展方向。
[Abstract]:With the continuous development of communication technology, application and market, the investment scale of network operators is increasing, the number of network construction projects has risen exponentially. The technology involved and the complexity of management are increasing. The traditional project management can effectively control the progress, quality and cost of individual projects, but in the new situation, the new situation is in the new situation. How to ensure the realization of strategic objectives is an important problem that the project management system urgently needs to solve.
Project set management focuses on the relationship between enterprise management strategy and project operation, which can help enterprises to make strategic decisions and guide the management and implementation of specific engineering projects. In addition, the value of network operators project is a variety of services provided to users through the network operation period, thus realizing network value to business. Therefore, emphasizing the integrated management of life cycle is also a hot topic in the development of cable network operators' project management.
Aiming at the application research of integrated life cycle management theory in project portfolio management, the main work of this paper is as follows:
Firstly, this paper analyzes the application of project management theory in communication network operation enterprises in detail, and analyzes the main problems encountered, including:
1. in the implementation process of a group of interrelated projects, the management performance of the projects responsible for the project is often emphasized, and the overall overall planning is lacking, resulting in the loss of the strategic interests of the enterprise.
2. the revenue of the network operators is mainly realized through various network services provided by the network operation period to the users, while the traditional project life cycle is marked by the completion of the project completion, and the project management system has insufficient support for the follow-up operation management.
Second, in view of the above two major problems, the concept of "project set management" and "life cycle management" is introduced, and the idea of integrated management is used to combine the two organically. The main work of this part is as follows:
1. introduces the concept and characteristics of itemsets, and expounds the position of project management in enterprise level multilevel project management system and objectives.
2. the overall management mode of life cycle is put forward, and the idea of integrated management is integrated in the "decision stage", "implementation stage" and "operation stage" in the whole life cycle.
3. the comprehensive management model of project manager is put forward, and the idea of "project set management" and "whole life cycle integrated management" is applied to the engineering project management system of cable network operators.
1) "project manager led": in order to cope with the lack of overall management between related projects, a management team led by the project set manager is set up, and the whole life cycle of the project set is tracked.
2) "decision change correction": through the periodic evaluation system, correct the deviation between the strategic target and the individual project in time, and realize the change and adjustment of the decision.
3) "operation period feedback": establish information communication mechanism, realize the information synchronization and resource allocation between different projects during the project set implementation process. After the project is transferred into the operation period, the suggestion of transportation and maintenance is fed back in time to optimize the implementation of the construction project.
Third, combined with the management practice of the construction project of NGB access network, the above two models are applied to concrete practice. From the effect, it can not only ensure that many parallel projects can effectively utilize all kinds of resources, but also provide strong support for the long term operation of the network, thus further verifying the present The development direction of post project management system construction.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F626

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