本文選題：項(xiàng)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(chǎng)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(xiàng)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(xiàng)目管理對(duì)單個(gè)工程項(xiàng)目在進(jìn)度、質(zhì)量、成本等各方面能實(shí)現(xiàn)有效控制，但在新形勢(shì)下的不足也逐步凸顯。如何確保企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)，是項(xiàng)目管理體系亟需予以解決的重要問題。 項(xiàng)目集管理重點(diǎn)關(guān)注企業(yè)管理層戰(zhàn)略和項(xiàng)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(xiàng)目的管理實(shí)施；此外，網(wǎng)絡(luò)運(yùn)營商工程項(xiàng)目的價(jià)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(shí)現(xiàn)網(wǎng)絡(luò)價(jià)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(xiàng)目管理發(fā)展的一大熱點(diǎn)。 針對(duì)全壽命周期集成管理理論在工程項(xiàng)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(xiàng)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(xiàng)目的實(shí)施過程中，由于項(xiàng)目主辦部門的不同，往往各自強(qiáng)調(diào)所負(fù)責(zé)項(xiàng)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(shí)現(xiàn)，而傳統(tǒng)意義上的項(xiàng)目生命周期是以項(xiàng)目完工收尾為標(biāo)志，項(xiàng)目管理體系對(duì)后續(xù)運(yùn)營管理的支持力度不夠。 第二，針對(duì)上述兩大主要問題，引入“項(xiàng)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(xiàng)目集的概念、特點(diǎn)，闡述項(xiàng)目集管理在企業(yè)級(jí)多層次項(xiàng)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(shí)施階段”、“運(yùn)營階段”進(jìn)行有機(jī)整合； 3.提出了項(xiàng)目集經(jīng)理總負(fù)責(zé)的綜合管理模式，，即將“項(xiàng)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(xiàng)目管理體系中： 1)“項(xiàng)目集經(jīng)理主導(dǎo)”：為應(yīng)對(duì)關(guān)聯(lián)項(xiàng)目之間缺乏統(tǒng)籌管理，建立以項(xiàng)目集經(jīng)理為主導(dǎo)的管理團(tuán)隊(duì)，并負(fù)責(zé)對(duì)項(xiàng)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(píng)估體系，及時(shí)糾正戰(zhàn)略目標(biāo)和個(gè)體項(xiàng)目之間的偏差，并實(shí)現(xiàn)對(duì)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(xiàng)目集實(shí)施過程中實(shí)現(xiàn)不同項(xiàng)目之間的信息同步和資源合理調(diào)配，項(xiàng)目轉(zhuǎn)入運(yùn)營期后及時(shí)將運(yùn)維的意見建議進(jìn)行反饋，優(yōu)化在建工程的實(shí)施。 第三，結(jié)合企業(yè)具體項(xiàng)目NGB接入網(wǎng)改造建設(shè)工程的管理實(shí)踐，將上述兩個(gè)模式應(yīng)用于具體的實(shí)踐，從效果來看，不僅能確保并行的多個(gè)項(xiàng)目能有效地綜合利用各種資源，同時(shí)對(duì)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(yàn)證了今后項(xiàng)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(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F626

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 翟永俊;陸惠民;;基于工程項(xiàng)目全壽命的集成化風(fēng)險(xiǎn)管理[J];建筑管理現(xiàn)代化;2007年02期

2 高志強(qiáng);;建設(shè)項(xiàng)目全壽命周期之實(shí)施階段成本管理[J];建筑管理現(xiàn)代化;2007年05期

3 何清華,陳發(fā)標(biāo);建設(shè)項(xiàng)目全壽命周期集成化管理模式的研究[J];重慶建筑大學(xué)學(xué)報(bào);2001年04期

4 管隨珍;;企業(yè)研發(fā)項(xiàng)目成本管理研究[J];科技情報(bào)開發(fā)與經(jīng)濟(jì);2009年32期

5 楊廣學(xué),廖延輝,張洪亮;電信運(yùn)營企業(yè)實(shí)施項(xiàng)目管理的思考[J];科技與管理;2004年04期

6 段毅浩;電信企業(yè)發(fā)展與管理對(duì)策思考[J];市場(chǎng)經(jīng)濟(jì)研究;2003年03期

7 黃安;;電力全壽命周期管理方法探討[J];商業(yè)文化(下半月);2011年05期

8 侍文庚;王希泉;張陽;;基于項(xiàng)目群管理的企業(yè)戰(zhàn)略實(shí)施研究[J];統(tǒng)計(jì)與決策;2009年04期

9 司亞清;;通信運(yùn)營企業(yè)的項(xiàng)目管理[J];項(xiàng)目管理技術(shù);2004年05期

10 石一辰;陳宏麗;楊愛華;;基于項(xiàng)目集管理的收益管理研究[J];項(xiàng)目管理技術(shù);2009年09期

相關(guān)博士學(xué)位論文 前1條

1 馬璐;企業(yè)戰(zhàn)略性績效評(píng)價(jià)系統(tǒng)研究[D];華中科技大學(xué);2004年

相關(guān)碩士學(xué)位論文 前1條

1 邵永軍;工程項(xiàng)目管理效果的綜合評(píng)價(jià)研究[D];西安科技大學(xué);2003年

本文編號(hào)：2030527