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项目利益相关者协调机制研究
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摘要
随着现代项目复杂化的发展趋势和对于时间、成本及质量的要求越来越高,项目的成功不再仅仅依靠项目经理的管理水平,还需要所有利益相关者的支持和参与,项目利益相关者成为影响项目成败的重要因素。项目管理理论研究和实践均表明,项目利益相关者之间不能有序互动、没有建立一种协调的合作关系是导致项目失败的重要因素,而项目利益相关者之间的协调合作是项目成功最重要的影响因素。因此,如何加强对项目利益相关者的管理,处理好利益相关者之间的关系,使他们互动有序,达成项目系统的协同状态,以实现项目的成功,成为当前项目管理中亟需解决的问题。为此,本文提出了项目利益相关者协调机制的研究问题,并对其进行了理论和实践上的探索。
     项目利益相关者协调机制是指为了建立和维护利益相关者之间的合作关系,使之从无序向有序发展,达成项目利益相关者之间的协同作用,以实现项目成功所设计或安排的规则和策略。该协调机制是一种主动型的、预防型的、高层次的制度设计和安排,它是对项目运行过程中预期的问题和冲突制定的解决方案。通过构建良好的项目利益相关者协调机制,能够从制度层面实现有效的项目管理。
     本文基于系统式思维,采用动态分析与静态分析相结合、定性分析与定量分析相结合、理论研究与实证分析相结合的研究方法,重点研究了项目利益相关者协调机制三个方面的内容,即:分析了协调机制的作用机理,构建了协调机制的结构模型,建立了项目利益相关者协调度测评体系。
     目前关于项目利益相关者协调机制的文献还较为少见,组织间协调机制的研究对于协调机制的作用机理也缺乏深入的探讨。本文第3章基于协同学原理和自组织理论分析了项目利益相关者协调机制的作用机理,指出项目系统在涨落的触发作用下。通过项目利益相关者协调机制形成序参量,支配项目系统演化并达成项目利益相关者的界面协同状态,在界面协同的基础之上产生项目系统层次的整体涌现。协调机制作用机理为项目利益相关者协调机制的构建提供了理论基础。把协同学理论引入项目利益相关者协调机制研究,为项目管理研究提供了新的研究方向和方法论指导,有一定的理论深度和理论创新意义,这是本文研究的创新点之一。
     组织间协调机制的研究对协调机制具体包括哪些内容与工具仍然没有一致的结论。本文第4章以协同学理论为主要理论依据,以项目利益相关者协调机制作用机理为基础,抓住影响合作关系演化的关键要素,系统地构建了项目利益相关者协调机制。分为内部项目利益相关者协调机制和外部项目利益相关者协调机制两个部分。内部利益相关者协调机制包括显性协调机制、隐性协调机制和协调保障机制,三者构成一个统一体,共同作用促进项目利益相关者之间的关系从无序向有序发展。基于公共关系理论,建立了外部利益相关者协调机制,为项目运行创造良好的外部条件。该协调机制模型弥补了复合型组织协调机制研究的不足,能够从制度层面实现有效的项目管理,这是本文研究的第二个创新点。
     项目利益相关者协调度是指项目利益相关者之间的关系和谐一致的程度。协调度描述了项目系统各利益相关者之间协调状况的好坏,体现项目系统由无序向有序演化的趋势。通过对协调度的测评,可以量化分析项目系统的协调状态,明确什么情况下需要协调以及协调的效果如何。本文第5章基于协同度以及和谐度的测量原理和方法,建立了项目利益相关者协调度测评体系,包括协调度的测量方法、步骤以及项目系统的优化方案设计方法。该协调度测评体系数据的分析和测评结果更为客观,能有效的指导对项目利益相关者的协调与管理,具有较强的实践指导意义。这是本文第三个创新点。
     为了检验项目利益相关者协调机制的有效性,本文第6章对实证项目进行了项目利益相关者协调度测量,然后有针对性的设计了协调机制方案,并对协调机制运行的效果进行跟踪分析,实证结果较好地验证了本文研究成果的有效性。
     本文对项目利益相关者协调机制的理论和应用进行了系统的研究,得出了若干创新性的成果,但由于该课题内容十分广泛和复杂,还有许多问题有待于进一步深入研究。
The complexity of the modern project and the requirements for time, cost and quality are getting higher and higher. The success of the project is no longer just rely on the management level of project managers, and it required all stakeholders to support and participate in the project. Stakeholders become an important factor in the success of the project. Theoretical research and project management practice indicates that stakeholders' not being able to interact in an orderly manner and having no harmonious relationship is an important factor in the failure of the project. The stakeholders' harmonious cooperation has the most important impact on the success of the project. Therefore, how to strengthen the project stakeholder management, deal with the relationship between stakeholders so that they interact in an orderly manner to realize the success of the project, becoming the current project management questions that need urgent solutions. This article put forward a question of project stakeholder coordination mechanism, and conducted a theoretical and practical exploration.
     Coordination mechanism among project stakeholders is the design or arrangement rules and strategies that establish and maintain stakeholder partnerships to make it develop from disorderly to orderly in order to achieve the success of the project. It is a pro-active type, prevention-oriented, high-level system design and arrangement. It is the solution for the expected problem or conflict in the running process of the project. By building project stakeholder coordination mechanism, establishing and maintaining the stakeholder cooperation, the project system could develop from disorder to order and realize the goal of project management.
     This study mainly includes the following: the paper analyzed mechanism of coordination between the project stakeholders, constructed the coordination mechanism of project stakeholders, and set up the survey system of coordination of project stakeholders.
     Now the research about the question of project stakeholder coordination mechanism is rare. Chapter 3 discussed the System Properties of the project organization, build the evolution model of project system and analyzed the formation mechanism of the synergetic state. Based on the principles of synergetics and self-organization theory, the paper analyzed mechanism of coordination among the project stakeholders, pointed out that the project system under the trigger of the rise and fall, through the mechanism of coordination between the project stakeholders. This is the first sparkling point of this paper.
     Based on synergetic theory and evolutionary mechanisms of the project stakeholders' cooperation, Chapter 4 seized the key elements that could affect the evolution of cooperation and build the coordination mechanism of project stakeholders including internal stakeholders' coordination mechanism and external stakeholders' coordination mechanism. Internal project stakeholders' mechanism is divided into dominant coordination mechanism, implicit coordination mechanism and protection mechanism of coordination. The three parts constitute a continuum, and promote the relations among project stakeholders from disorderly to orderly development in order to reach a collaborative state. External stakeholder coordination mechanism is based on public relations theory. It can realize a win-win for the project team and its external stakeholder, create a favorable external condition for the project running. This is the second sparkling point of this paper.
     Chapter 5 defined the concept of the coordinate degrees of project stakeholder and pointed out that coordinate degrees of project stakeholder refers to the level of coordination between the project stakeholders. It recalled the related research of measurement of organization coordination from the perspective of coordination of single organization and the coordination of complex network systems. Based on the synergetic theory and harmonious theory , this paper measured the coordination of project stakeholders. It also analyzed the structure of system elements from the point of view of network system , set up analysis matrix of project coordination and evaluation index system so that data analysis and coordination of diagnostic results are more objective, and can guide the design of optimization of the coordination of stakeholders effectively. This is the third sparkling point of this paper.
     In order to study the effectiveness of coordination mechanisms, Chapter 6 measured the coordination of project stakeholders in empirical project and put forward the optimization program.
引文
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