项目管理协调机制研究

上海交通大学硕士学位论文项目管理协调机制研究姓名：肖志方申请学位级别：硕士专业：技术经济及管理指导教师：刘欣20051201IPMBOK2090II/PrototypingAHPFCEFAHPIIITHESTUDYONCOORDINATIONMECHANISMOFPROJECTMANAGEMENTABSTRACTProjectmanagementdrawsenterprisemanagementstaff’sattentionforitsadvantage,suchasresult-oriented,team-working,communicationamongdepartmentsororganizations,flexibilityanddynamicmanagementrequired.Asinteractionbetweenprojectmanagementandotherdisciplines,aswellaswidespreadapplicationofcorrespondingmanagementtechnologies,theprojectmanagementtheoryanditspracticalapplicationaresupposedtokeepconformancewithmodernmanagementtrends,suchasquickresponsetomarketrequirements,higherresourcesallocationrate,lesshierarchicalorganizationandlearningorganization.TraditionalPMtheoryistechnology-oriented.PMBOKclassifiesgeneralprojectmanagementknowledgebyspecialmanagementobjectives,whichdoesnotreflectthecomplexityandcharacteristicsofprojectmanagement.ThelackoftheoryfoundationalsoleadstooversimplifiedempiricaldescriptioninmuchPMresearch.Since1990’s,PMscholarssettoanalysistheeffortsofhumanisticandorganizationalfactors(liketeamwork,knowledgemanagement,cultureandvirtualpartners,etc)inaproject.Althoughtheyhaveachievedsomequalitativeorquantitativeresults,therewereproblemslikeshortoftheoreticabstract,overemphasisonindividualexperience,lackofdemonstrationresearch,andsoon.Ontheotherhand,stakeholdertheory,whichisfrequentlyusedincorporateoperation,enterpriseethicandstrategymanagementfields,hasfounditsnewuseinprojectplanninganditssocialevaluation.Peoplebegantoconsidertherationalityoftraditional“threecontrols”(namelytime,costandquality)andrethinkIVwhatprojectsaresupposedtobesuccessful.Thisarticlekeepsaviewpointofprojectcoordination,researchesthevitaleffectofhumanisticandorganizationalfactorsinprojectsandthedynamicmechanismofdecision-making,borrowingtermsandmethodsfromorganizationbehavior,corporatemanagement,informationscienceandappliedmathematics.Thiscontributestofurtherdevelopmentofmodernprojectmanagementtheoryanditsapplication.Thethreemainpartsinthisdissertationareasfollows:Firstly,thethesisanalysesthefundamentalcharacteristicsofprojectsanditsmanagement,pointingoutthatcoordinationisthemaincontentsandkeytasksofprojectmanagement.Byintroducingtheconceptof“coordinationsurface”,projectcoordinationcouldbedividedintotwoadministrativelevels,“technologicalcoordi-nation”and“organizationalcoordination”,whichsuppliesatheoreticalfoundationforfurtherdevelopmentofthedissertation.Secondly,abasicframeworkofprojecttechnologicalcoordinationisestablishedencompassingorganizationstructureandprojectteam.Theframeworkincludestwoprimaryelements:generalorganizationstructureofEPMandlearningprojectteam.Thedissertationalsoanalysestheadvantagesofthisorganizationstructureandhowlearningprojectteamsmakedecisions,whichemphasizeswhatroleshumanisticandorganizationalfactorsplayinthetechnologicalcoordinationprocessofprojects.Finally,conceptsfromstakeholdertheoryareadoptedinresearchoforganizationalcoordinationofprojects.Thedissertationestablishedadecision-makingmodel,basedonProto-typing,theAnalyticalHierarchyProcessanalyticmethod(AHP)andtheFuzzyComprehensiveEvaluation(FCE).Animaginaryexampleisprovidedfordemonstrationpurpose.KEYWORDS:projectmanagementtechnologicalcoordinationorganizationalcoordinationlearningprojectteamsFAHP20061172006117200611811.1[1]PMIPMBOKAGuidetotheProjectManagementBodyofKnowledgeThe3rdEdition2004PMBOK[2]ScopeManagement(TimeManagement)(CostManagement)(HumanResourceManagement)(RiskManagement)(QualityManagement)(CommunicationsManagement)(ProcurementManagement)(IntegrationManagement)PMBOKEngwall2003[3]KamJugdev2004[4]WBSCPMPERT2090[5]2ProgrammeProjectPortfolio[6]VirtualEnterprises2050/2090[7]1.2[8][9]IT[8]/3PERT/2070[10]PMBOK1.341.4/FAHP5AHPFCE-FAHP1-11-1Figure1-1frameworkofthethesis1234FAHP5662.1PaulGrace[11]ProjectManagementInstitute,PMI[8]Projectmanagementistheapplicationofknowledge,skills,tools,techniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromtheproject.”[11]172()/3/”/()()[8]8/2.22.2.1PMBOK()/[12]/[12]PMIPMBOK20043rdedition[2](IntegrationManagement)ScopeManagement(TimeManagement)(CostManagement)(QualityManagement)(HumanResourceManagement)(CommunicationsManagement)(RiskManagement)(ProcurementManagement)PMBOK/92.2.221DavidClelandFortune21,[13]2-12-1Figure2-1relationshipsbetweenorganizationstrategyandspecialprojects2-1[14]102-2[14]2-2Figure2-2relationshipsamongorganizationmissions,strategy,projectsandoperations2.2.3///112-3/2-3Figure2-3relationshipsofprojectscoordination2-3//2-32-312[12]2.32.3.12.2.1/[12]()///13/PMBOK//2.3.2///WBSPERT14IT153.1EPM3.1.1(Operations)[15]3-13-23-33-43-53-6(3-1)(3-2)()163-33-43-53-63-1Figure3-1functionalorganizationstructures(shadowforteammembers)173-2Figure3-2projectunitsorganizationstructure3-3Figure3-3strongmatrixorganizationstructure183-4Figure3-4weakmatrixorganizationstructure3-5Figure3-5equilibriummatrixorganizationstructure193-6Figure3-6complexmatrixorganizationstructure[16]3-13-1[17]Table3-1keyfactorsinchoosingEPMorganizationstructureAB20