發(fā)布時間：2018-01-10 09:35

  本文關(guān)鍵詞：中國工程承包企業(yè)在海外項目的經(jīng)營及執(zhí)行特點(diǎn)分析　出處：《西南財經(jīng)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 中國工程承包企業(yè) 海外項目 經(jīng)營 執(zhí)行 特點(diǎn) 項目管理

【摘要】：在經(jīng)濟(jì)全球化浪潮的推動下,以及國家“十二五”規(guī)劃轉(zhuǎn)變經(jīng)濟(jì)發(fā)展模式的政策背景下,中國工程承包企業(yè)加大力度“走出去”進(jìn)一步參與國際市場競爭,已不僅僅是企業(yè)發(fā)展壯大的需要,某種意義上已成為企業(yè)生存的需要。 對中國工程承包企業(yè)而言,海外項目的經(jīng)營和執(zhí)行有著不同于國內(nèi)市場的特點(diǎn)。中國工程承包企業(yè)通過短短幾十年的開拓和實踐,固然取得了輝煌的發(fā)展成就,但在發(fā)展中仍有大量值得總結(jié)的經(jīng)驗和教訓(xùn),還應(yīng)進(jìn)一步提升自身的競爭能力。 本文作者以現(xiàn)代項目管理理論為指導(dǎo),.根據(jù)自身長期參與海外工程項目經(jīng)營與執(zhí)行的管理實踐經(jīng)驗,以項目管理各階段、各領(lǐng)域的具體要求為脈絡(luò),通過對中國工程承包企業(yè)在海外項目啟動階段的重點(diǎn)剖析,以及對規(guī)劃、執(zhí)行、監(jiān)控各階段工作特點(diǎn)的分析,結(jié)合實際案例的驗證,認(rèn)為中國企業(yè)在項目啟動(投標(biāo))管理亟需全面加強(qiáng),在項目規(guī)劃、執(zhí)行及監(jiān)控管理方面雖具備總體優(yōu)勢,但仍需局部改進(jìn)。這些研究結(jié)論為中國工程承包企業(yè)進(jìn)一步提高海外市場競爭及風(fēng)險規(guī)避能力提供了富有實踐意義的建議。 根據(jù)現(xiàn)代項目管理理論,項目的生命周期分為“啟動”、“規(guī)劃”、“執(zhí)行”、“監(jiān)控”、“收尾”五個階段；而作為分析對象的中國工程承包企業(yè),習(xí)慣將項目承包合同簽署前(含合同簽署過程本身)稱為經(jīng)營階段,而將項目承包合同簽署后的合同實施稱為執(zhí)行階段。故本文標(biāo)題所描述的海外項目的“經(jīng)營”實際上是與現(xiàn)代項目管理理論下項目生命周期的“啟動”階段所對應(yīng),而“執(zhí)行”則覆蓋了現(xiàn)代項目管理的“規(guī)劃”、“執(zhí)行”、“監(jiān)控”及“收尾”四個階段(也就是說中國工程承包行業(yè)所約定俗成的“執(zhí)行”與現(xiàn)代項目管理理論中的“執(zhí)行”在定義上有所區(qū)別)。本論文標(biāo)題為符合中國工程承包行業(yè)的實際操作習(xí)慣,仍采用“經(jīng)營及執(zhí)行”的表述。但同時為尊重國際通行的項目管理的理論和實踐慣例,在論文的具體撰寫內(nèi)容中則按海外項目生命周期的“啟動”、“規(guī)劃”、“執(zhí)行”和“監(jiān)控”各階段,來分別研究和分析需注意改進(jìn)和提高的工作。 通過本文的研究,我們發(fā)現(xiàn)中國工程承包企業(yè)當(dāng)前在海外項目經(jīng)營和執(zhí)行的主要問題集中在經(jīng)營階段——即項目啟動階段,故本文用了專門的篇章和大量的篇幅對項目啟動階段管理進(jìn)行了研究。中國工程承包企業(yè)由于接觸海外市場的時間相對較短,國際化程度有限,對于海外項目的風(fēng)險和規(guī)則認(rèn)識尚淺,更缺乏客觀而詳盡的程序體系的支撐。這容易導(dǎo)致在競標(biāo)中失利或履約失敗。對于大量中國工程承包企業(yè)來說,管理缺陷與不足幾乎存在于項目啟動階段工作的全部過程與領(lǐng)域。因此,本文對海外項目啟動階段管理特點(diǎn)的研究與分析,也遍及這些過程與領(lǐng)域。對于中國工程承包企業(yè)來說,全面加強(qiáng)項目啟動階段管理,其實質(zhì)就是建立和完善投標(biāo)管理的嚴(yán)密體系和程序。本文作者以豐富的案例為支撐,對中國工程承包企業(yè)加強(qiáng)項目啟動階段管理,提出如下對策建議：(1)重視和做好業(yè)主及項目背景調(diào)查和驗證,包括：加強(qiáng)招標(biāo)方資信調(diào)查、認(rèn)真實施項目成熟度驗證、開展項目資金條件研判；(2)加強(qiáng)標(biāo)書解讀管理；(3)認(rèn)真組織對項目建設(shè)所在國家和具體建設(shè)地點(diǎn)的調(diào)研,包括：項目建設(shè)所在國調(diào)研、建設(shè)地點(diǎn)調(diào)研、當(dāng)?shù)胤职�商調(diào)研。 在項目“規(guī)劃”、“執(zhí)行”及“監(jiān)控”階段——也就是中國工程承包企業(yè)習(xí)慣總稱為“執(zhí)行”的階段,本文作者認(rèn)為中國企業(yè)已建立總體優(yōu)勢,但在局部環(huán)節(jié)仍存在短板,需著力加強(qiáng)改進(jìn)。故本文將這三個階段納入同一篇章進(jìn)行了研究和分析,并對以下幾個方面的工作提出了具體的改進(jìn)建議：(1)提高海外項目管理計劃制定的針對性；(2)與國際接軌,提高海外項目計劃管理的規(guī)劃和監(jiān)控水平；(3)加強(qiáng)海外項目溝通管理。 本文的研究,是放在“中國企業(yè)”和“海外市場”這兩個特定的微觀環(huán)境和宏觀背景下進(jìn)行的。研究中運(yùn)用了本文作者長期收集整理的大量一手資料,尤其是大量的案例為本研究提供了豐富的經(jīng)驗驗證支撐,這是本文研究方法的突出特色。 雖然本研究主要對海外項目啟動(投標(biāo))階段的管理進(jìn)行了重點(diǎn)剖析,但這些分析和研究結(jié)論,對整個項目管理都是極其重要并具有借鑒和指導(dǎo)意義的。對項目管理其它階段和領(lǐng)域的薄弱環(huán)節(jié)的改進(jìn)和提高,也是項目成功不可或缺的重要保證。總體而言,中國工程承包企業(yè)在項目管理領(lǐng)域和項目管理各階段的管理水平和競爭實力都還有很大的提升空間,而這也指明了本文作者今后工作和學(xué)習(xí)中不斷探索的方向和目標(biāo)。
[Abstract]:Under the impetus of economic globalization, as well as the national "12th Five-Year" planning to change the economic development mode under the policy background, Chinese engineering contracting enterprises to increase efforts to "go out" to participate in international competition in the market, already is not only the need of the development of enterprises, enterprises need to survive has become a sense.
The China engineering contracting enterprises, management and execution of the overseas projects is different from the domestic market. To explore and practice a few decades by China engineering contracting enterprises, has made great achievements in development, but the development is still a lot to be summed up experience and lessons, but also should further enhance their competitive ability.
This paper is guided by modern project management theory. And according to their own long-term participation in overseas engineering project management and execution management experience, with each stage of the project management and the specific requirements of each field for the context, by focusing on Chinese engineering contracting enterprises start stage in overseas project analysis, as well as the planning, execution, monitoring and analysis the characteristics of the various stages of the work, with validation of practical cases, that Chinese enterprises at the start of the project (bid) management needs to strengthen, in project planning, implementation and monitoring management has overall advantages, but still need local improvement. These results provide practical suggestions for enterprises to further improve the overseas project contracting Chinese market competition and risk aversion ability.
According to the theory of modern project management, the project life cycle is divided into "start", "planning" and "implementation", "monitoring", "end" five stages; and as the China engineering contracting business analysis object, used to be before the signing of project contract (contract signed Cheng Benshen) called operation stage the project contract signed after the implementation of the contract is called the implementation stage. This paper described the title of overseas project "management" is actually related to the theory of modern project management under the project life cycle "start" phase corresponding to, and "executive" covers the modern project management "planning", "implementation", "monitoring" and "end" four stages (i.e. China engineering contracting industry convention "executive" and the theory of modern project management in the "executive" differ in the definition of the title.) To meet the Chinese engineering contracting industry's actual operating habits, still use "management and execution of the statements. But at the same time, respect for the international project management theory and practice, the specific contents of this thesis is written according to the overseas project life cycle" start "," planning "," various stages of implementation and "monitoring", which need to pay attention to improve and enhance the work of research and analysis.
Through this study, we found that China engineering contracting enterprises in overseas project management and implementation of the main issues focused on the operation phase: project initiation stage, so this paper with a special chapter and a lot of space for the start-up phase of project management were studied. China engineering contracting enterprises due to contact the overseas market in a relatively short period of time the degree of internationalization, limited to overseas project risks and rules of understanding is shallow, but the lack of objective and detailed programming system. This can result in the bidding failure or performance failures. For large amount Chinese engineering contracting enterprises, management of defects and deficiencies exist in almost all the process of project startup stage and field work. Therefore, research and analysis of the start-up phase of the overseas project management features, throughout this process and the field for China engineering contracting enterprises. For the overall strengthening of management to start the project, its essence is to establish and perfect the system and strict procedure of bidding management. Based on the abundant cases to support the Chinese engineering contracting enterprises to strengthen management to start the project, put forward the following suggestions: (1) attention and do the project owners and the background investigation and verification, including tender side: to strengthen the credit investigation, earnestly implement the project maturity verification, to carry out the project financing analysis; (2) strengthen the tender interpretation of management; (3) research, carefully organize the construction of the project where the state and the specific construction site: the project's research, construction site investigation, local subcontractors research.
In the project of "planning", "implementation" and "monitoring" stage -- China general engineering contracting enterprises for the implementation of "habit" stage, the author has established the overall advantages of Chinese enterprises, but there are still shortcomings in the local areas, need to focus on strengthening the improvement. So this paper will research and analysis of the three stages in the same chapter, and put forward specific suggestions on the following aspects: (1) improve the management plan set for overseas projects; (2) with international standards, improve the planning management of overseas project planning and monitoring level; (3) strengthen the overseas project communication management.
This study is conducted on the "China enterprise" and "overseas market" of the two specific micro environment and macro background. The author studies the use of long-term collection of first-hand information, especially a large number of cases for this study provides rich experience validation support, this is to highlight the characteristics of the research methods of this paper.
Although this study is mainly on the overseas project start (bid) focuses on the stage of the management, but the analysis and conclusion of the study, is extremely important and has the reference and guiding significance for the whole project management. To improve the weak link of the project management and other areas of the stage and improve the important guarantee of success of the project overall, China engineering contracting enterprises in different stages of project management and project management management level and competitive strength has greatly improved space, and it also pointed out the direction and continuously explore the author in the future work and study.

【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.3;F426.92

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