本文選題：市場開發(fā) + 中東區(qū)域��； 參考：《山東財經(jīng)大學》2015年碩士論文

【摘要】：目前,在競爭日益激烈的情況下,工程類公司組織在從事項目市場開發(fā)的過程中,已經(jīng)不能夠在長時間內(nèi)只在個別項目上投入資源,需要越來越多地同時進行多個項目的市場開發(fā),以求獲得盡可能多的機會。如果將單個項目的市場開發(fā)行為本身視為項目執(zhí)行,則需要工程類公司組織具備同時管理多個項目的能力,也就是項目群管理。項目群管理則運用各種方法和工具,對具有某一特質(zhì)的多個項目進行協(xié)同管理,幫助組織實現(xiàn)項目與組織戰(zhàn)略相結(jié)合。近年來,隨著我國“走出去”發(fā)展戰(zhàn)略的實施,中國工程公司越來越多的參與到國際工程項目的建設(shè)中去,尤其是電力工程建設(shè)。在工程獲取,也就是市場開發(fā)方面,雖然也進入了多個市場,獲得了若干項目,但與之前一直在國際工程承包市場占據(jù)優(yōu)勢地位的歐美和日韓公司相比,即便是在市場開發(fā)階段,中國工程公司的差距仍然很大,還不能完全適應國際高端EPC項目市場開發(fā)的管理需求,多數(shù)情況下只能靠低價,或者是投融資來帶動項目中標。具體到中東區(qū)域,該地區(qū)情況復雜,社會和經(jīng)濟環(huán)境多變;手握石油美元,對項目要求高;長期受西方國家影響,各種程序的執(zhí)行較為嚴格。針對這一區(qū)域的市場開發(fā)的思考對于項目群管理的分析、研究很有代表意義。本文以從事國際電力工程建設(shè)的SDE公司在中東市場開發(fā)的實例出發(fā),針對市場開發(fā)活動的全過程,運用項目管理、風險管理、資源優(yōu)化配置、協(xié)同管理等有關(guān)知識和管理工具,結(jié)合區(qū)域內(nèi)多個項目市場開發(fā)的全過程,對適應區(qū)域性國際項目市場開發(fā)的項目群管理活動進行系統(tǒng)性的分析,對適應復雜環(huán)境下項目群管理理論進行研究。綜合運用文獻調(diào)查法、定性分析法結(jié)合項目市場開發(fā)實踐,找到多項目同時進行市場開發(fā)項目群管理的改進措施,改善市場開發(fā)管理的針對性和有效性。
[Abstract]:At present, under the increasingly fierce competition, the organization of engineering companies, in the process of developing the project market, has not been able to invest resources on individual projects for a long time. More and more projects need to be developed at the same time in order to get as many opportunities as possible. If the market for a single project is developed, The behavior itself is regarded as the project execution, and the engineering company organization has the ability to manage multiple projects at the same time, that is, the management of the project group. The project group management uses various methods and tools to manage the multiple projects with a particular trait to help organize the combination of the project and the organizational strategy. With the implementation of "going out" development strategy, Chinese engineering companies are increasingly involved in the construction of international engineering projects, especially the construction of electric power engineering. In the field of engineering acquisition, that is, market development, although it has also entered a number of markets and gained a number of projects, it has dominated the international engineering contract market before. Compared with the European and American companies in Europe and the United States, even in the stage of market development, the gap between China's engineering companies is still large, and it can not fully adapt to the management needs of the international high-end EPC project market. In most cases, it can only rely on low price, or investment and financing to lead the project. The economic environment is changeable, the oil dollar is held in hand, the demand for the project is high, and the implementation of various programs is more strict for a long time affected by the western countries. The consideration of the market development in this area is of great significance to the analysis of the project group management. This paper takes the example of the development of SDE company in the Middle East market for the construction of international power engineering. In view of the whole process of market development activities, the whole process of project management, risk management, resource optimization and coordination management, combined with the whole process of multi project market development in the region, is used to systematically analyze the management activities of the project group adapted to the regional international project market, and to adapt to the complex ring. In this paper, the management theory of project group is studied. Using the literature survey method, qualitative analysis method combined with the project market development practice, we find the improvement measures of multi project and the management of the market development project group at the same time, and improve the pertinence and effectiveness of the market development management.

【學位授予單位】：山東財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F426.61;F274

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