【作者】 周福洲；

【导师】 柴国荣；

【作者基本信息】 兰州大学 ， 企业管理， 2008， 硕士

【摘要】 在企业中很多创新性的工作被按照项目来实施,项目与运作已经成为实现企业战略目标的重要工具,随着经济的发展,企业中的项目越来越多,企业在面临众多项目而资源有限的情况下,如何组织好、协调好多个项目,同时又要使其与企业战略目标一致成为亟待解决的问题,基于此,人们提出项目组合管理理论。项目组合管理有助于企业核心能力的培养和提升;有助于使项目与企业经营战略相匹配;有助于使项目组合价值最大化及在企业内引进一个连贯统一的项目评估与选择机制等。项目组合管理不是简单地对多个项目进行管理,而是超越了传统项目管理的边界,它作为企业项目和战略之间的桥梁,使项目实施和企业发展战略结合起来。项目组合管理首要的就是进行项目组合评价,项目组合评价研究实际上是一个多目标优化问题,本文从广义的项目组合概念入手,分析项目组合管理的特点,从企业战略的角度分析项目组合管理对企业发展的推动作用。接着分析和总结了项目组合评价的7种方法,即期望商业价值法、动态定制排队列表法、评分模型法、灰色关联分析、模糊综合评价、气泡图法,在此基础上,基于项目组合管理的特点,本文采用层次灰色方法从项目组合对企业的回报、项目组合的战略匹配度、项目组合风险和项目组合的内部关联性四方面建立了项目组合评价指标体系,并通过模糊综合评价和灰色关联度相结合的方法建立项目组合评价模型,最后,通过算例说明了项目组合评价模型的应用过程,实现了企业层次的项目管理与单一项目层次的项目管理的有机结合。更多还原

【Abstract】 In enterprise operation, most creative work is carried out as projects, and hence projects and operations are critical means to realize corporate strategic targets. With the economic development, enterprises are expected to handle increasing projects with restricted resources and thus an immediate solution is required to coordinate these projects and make them consistent with the corporate strategic targets. The project portfolio management theory is thus brought forward to meet this requirement. This theory is helpful to enhance the general corporate capacity, helpful to fit the projects into the corporate operation strategy, helpful to maximize the combinative value of the projects and introduce into the enterprise a uniform and consistent project evaluation and selection mechanism.Different from a simple project management, project portfolio management has taken a step further over the traditional project management, and has bridged the gap between corporate project operation and its strategy of development. The project portfolio management primarily involves an project portfolio evaluation, the study of which ranks factually as multi-target optimized issue. In the perspective of project portfolio in general, this paper looks into the characteristic of project portfolio management, in order to define the driving force of the project portfolio management towards the corporate development in view of the corporate strategy. Then it goes to analyze and conclude seven ways to evaluate project portfolio: Expectation Commerce Value、Dynamic Customization Queue List Method、Scoring Model、Grey Correlation Analysis、Fuzzy Comprehensive Evaluation、Bubble Pattern. Based up on this, the paper adopts Analytic hierarchy process, takes into account the four aspects of benefits, strategic fitness, involving risks and inner association of project portfolio, and hereby establishes an evaluation index system of project portfolio. After that, in combination with Fuzzy Comprehensive Evaluation and grey associativeness, it proceeds to constitute a project portfolio evaluation model. Finally, the essay illustrates the application of the project portfolio evaluation model by way of examples, and has greatly realized the integration of corporate hierarchical project management with one-item level project operation.更多还原