龙岩空间结构公司施工项目风险管理的研究
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摘要
建筑钢结构是建筑行业的一个分支。在建筑钢结构企业中项目管理得到了广泛的应用。
龙岩空间结构公司是一家专门从事建筑钢结构制造、安装的民营企业。
项目风险管理强调对项目目标的主动控制，对项目实现过程中遭遇的风险和干扰因素可以做到防患于未然，以避免和减少损失。
本论文就是要通过对龙岩空间结构公司在项目管理过程中所面临的各种风险进行分析和归纳、总结，从而为龙岩空间结构公司找出一套行之有效的风险管理办法。
论文首先对风险管理的理论在工程项目上的应用做了分析和介绍，主要包括以下几个步骤：风险识别、风险评估、风险处理、风险监督。
通过对龙岩空间结构公司组织结构和管理模式的分析，结合公司的生产经营实践，发现龙岩空间结构公司的生产经营过程中主要存在以下几类风险：财务风险、人员风险、建设方违约、材料风险、加工、安装质量风险、安全事故、分包商和材料供应商诉讼的风险、不可预见的因素。
按风险的可预测性将龙岩公司在项目管理过程中面临的风险划分为：已知风险、可预测风险、不可预测风险。
按照上述的风险识别结果提出了对各类风险进行评估的目的和方法。
针对龙岩公司在项目管理过程中面临的风险提出了风险管理措施风险监督方法。
分析表明，在龙岩空间结构公司的生产经营过程中引入风险管理机制是非常必要的，而且是完全可行的。为了提高公司的经济效益，使公司的生产经营活动步入良性轨道，在施工项目管理中引入风险管理是一项十分紧迫的任务。
Building steel structure is a branch of building industry. Project management is widely applied in building steel structure companies.
Shenyang LongYan Space Structure Ltd. Co. operates specially in the area of building steel structure' s producing and installing.
Project' s risk management emphasizes to control the project' s object on one' s own initiative, to prevent the project' s risks before they occur, to avoid and reduce losses.
In this article, through the analyzing concluding and summarizing to the risks which LongYan Co. faces during its project management process, it finds a series effective methods of risk management for LongYan Co.
First, it introduces and analyses how the theory of risk management apply to the construction project, it include 4 steps: Identify risks Evaluate risks Manage risks Monitor risks.
Then it combines the theory of risk management and practices of Shenyang LongYan Space Structure Company' s production and operation, it finds some risks that LongYan Co. faces, shown as below: Finance risk Personnel risk Risk of breaking a contact by developer Material risk Quality risk Accident of safety risk Law risk Unforeknowable risk;
After that, it puts forward the purpose and methods to evaluate these risks.
Finally, it brings forward different ways to manage different risks.
The result of analysis shows that it is very necessary and practicable to introduce risk management into the process of Shenyang LongYan Space Structure Company' s production and operation.
龙岩空间结构公司是一家专门从事建筑钢结构制造、安装的民营企业。
项目风险管理强调对项目目标的主动控制，对项目实现过程中遭遇的风险和干扰因素可以做到防患于未然，以避免和减少损失。
本论文就是要通过对龙岩空间结构公司在项目管理过程中所面临的各种风险进行分析和归纳、总结，从而为龙岩空间结构公司找出一套行之有效的风险管理办法。
论文首先对风险管理的理论在工程项目上的应用做了分析和介绍，主要包括以下几个步骤：风险识别、风险评估、风险处理、风险监督。
通过对龙岩空间结构公司组织结构和管理模式的分析，结合公司的生产经营实践，发现龙岩空间结构公司的生产经营过程中主要存在以下几类风险：财务风险、人员风险、建设方违约、材料风险、加工、安装质量风险、安全事故、分包商和材料供应商诉讼的风险、不可预见的因素。
按风险的可预测性将龙岩公司在项目管理过程中面临的风险划分为：已知风险、可预测风险、不可预测风险。
按照上述的风险识别结果提出了对各类风险进行评估的目的和方法。
针对龙岩公司在项目管理过程中面临的风险提出了风险管理措施风险监督方法。
分析表明，在龙岩空间结构公司的生产经营过程中引入风险管理机制是非常必要的，而且是完全可行的。为了提高公司的经济效益，使公司的生产经营活动步入良性轨道，在施工项目管理中引入风险管理是一项十分紧迫的任务。
Building steel structure is a branch of building industry. Project management is widely applied in building steel structure companies.
Shenyang LongYan Space Structure Ltd. Co. operates specially in the area of building steel structure' s producing and installing.
Project' s risk management emphasizes to control the project' s object on one' s own initiative, to prevent the project' s risks before they occur, to avoid and reduce losses.
In this article, through the analyzing concluding and summarizing to the risks which LongYan Co. faces during its project management process, it finds a series effective methods of risk management for LongYan Co.
First, it introduces and analyses how the theory of risk management apply to the construction project, it include 4 steps: Identify risks Evaluate risks Manage risks Monitor risks.
Then it combines the theory of risk management and practices of Shenyang LongYan Space Structure Company' s production and operation, it finds some risks that LongYan Co. faces, shown as below: Finance risk Personnel risk Risk of breaking a contact by developer Material risk Quality risk Accident of safety risk Law risk Unforeknowable risk;
After that, it puts forward the purpose and methods to evaluate these risks.
Finally, it brings forward different ways to manage different risks.
The result of analysis shows that it is very necessary and practicable to introduce risk management into the process of Shenyang LongYan Space Structure Company' s production and operation.
引文
[1]卢有杰，卢家仪编著．项目风险管理．第三版．北京：清华大学出版社，2000．P84
[2]毕星，翟丽 主编．项目管理．第三版．上海：复旦大学出版社．2001．P251
[3](英)基特·赛德格洛夫 著，罗平岩 译．商务风险管理完全指南．第一版．沈阳：沈阳出版社，2001．P51
[4](美)杰克·吉多，詹姆斯·P·克莱门斯 著，张金成等译．成功的项目管理．第七版．北京：机械工业出版社，2001．P152
[5](英)拉尔夫·L·克莱因，欧文·S·路丁 著，唐健译．项目风险管理．第二版．北京：宇航出版社，2002．P68
[6]风险管理编写组．风险管理．第一版．成都：西南财经大学出版社，1994．
[7]尹贻林 主编．工程项目管理学．第一版．天津：天津科学技术出版社，1997．
[8]吴之明 主编．现代工程建设的计划与管理．第一版．北京：清华大学出版社，1987．
[9]刘丽文 主编．生产与运作管理．第三版．北京：清华大学出版社，1998．
[10]冯文权 主编．经济预测与决策技术．第一版．武汉：武汉大学出版社，1989．
[11]Robert N. Charette. Software Engineering Risk Analysis and Management. First Edition. New York: McGraw-Hill Book Company, 1989.
[12]R M. Hodgetts Introduction to Business. Second Edition. Addison-Wesley Publishing Co., Inc.,1981.
[13]The Association of Project Managers. Project Risk Analysis and Management. Buckinghamshire: The Association of Project Managers. 1992.
[14]The PMI Standards Committee. A Guide to the Project Management Body of Knowledge. Philadelphia: Project Management Institute. 1994.
[15]Roozbeh Kangari. Risk Management Perceptions and Trends of U.S. Construction. Journal of Construction Engineering and Management, Vol.121, No.4, December 1995.
[16]Robert K.Wysocki, Robert Beck, Jr. and David B.Crane: Effective Project Management-How to Plan, Manage, and Deliver Projects On Time and Within Budget, John Wiley & Sons, Inc., 1995.
[17]Avraham Shtub, Jonathan F. Bard & Shlomo Globerson: Project Management-Engineering, Technology, and Implementation, Prentice-Hall, Inc., 1994.
[18]Jack R. Meredith & Samuel J. Mantel, Jr.: Project Management-A management Approach-3rd edition,John Wiley & Sons, Inc., 1995.
[19]Kevin Forsburg, Hal Mooz and Howard Cotterman: Visualizing Project Management, John Wiley &Sons, Inc., 1996.
[20]S. L. Tang, S. W. Poon, S. M. Ahmed and Francis K. Wong: Modem Construction Project Management, Dragon Vision Limited, 1998.
[2]毕星，翟丽 主编．项目管理．第三版．上海：复旦大学出版社．2001．P251
[3](英)基特·赛德格洛夫 著，罗平岩 译．商务风险管理完全指南．第一版．沈阳：沈阳出版社，2001．P51
[4](美)杰克·吉多，詹姆斯·P·克莱门斯 著，张金成等译．成功的项目管理．第七版．北京：机械工业出版社，2001．P152
[5](英)拉尔夫·L·克莱因，欧文·S·路丁 著，唐健译．项目风险管理．第二版．北京：宇航出版社，2002．P68
[6]风险管理编写组．风险管理．第一版．成都：西南财经大学出版社，1994．
[7]尹贻林 主编．工程项目管理学．第一版．天津：天津科学技术出版社，1997．
[8]吴之明 主编．现代工程建设的计划与管理．第一版．北京：清华大学出版社，1987．
[9]刘丽文 主编．生产与运作管理．第三版．北京：清华大学出版社，1998．
[10]冯文权 主编．经济预测与决策技术．第一版．武汉：武汉大学出版社，1989．
[11]Robert N. Charette. Software Engineering Risk Analysis and Management. First Edition. New York: McGraw-Hill Book Company, 1989.
[12]R M. Hodgetts Introduction to Business. Second Edition. Addison-Wesley Publishing Co., Inc.,1981.
[13]The Association of Project Managers. Project Risk Analysis and Management. Buckinghamshire: The Association of Project Managers. 1992.
[14]The PMI Standards Committee. A Guide to the Project Management Body of Knowledge. Philadelphia: Project Management Institute. 1994.
[15]Roozbeh Kangari. Risk Management Perceptions and Trends of U.S. Construction. Journal of Construction Engineering and Management, Vol.121, No.4, December 1995.
[16]Robert K.Wysocki, Robert Beck, Jr. and David B.Crane: Effective Project Management-How to Plan, Manage, and Deliver Projects On Time and Within Budget, John Wiley & Sons, Inc., 1995.
[17]Avraham Shtub, Jonathan F. Bard & Shlomo Globerson: Project Management-Engineering, Technology, and Implementation, Prentice-Hall, Inc., 1994.
[18]Jack R. Meredith & Samuel J. Mantel, Jr.: Project Management-A management Approach-3rd edition,John Wiley & Sons, Inc., 1995.
[19]Kevin Forsburg, Hal Mooz and Howard Cotterman: Visualizing Project Management, John Wiley &Sons, Inc., 1996.
[20]S. L. Tang, S. W. Poon, S. M. Ahmed and Francis K. Wong: Modem Construction Project Management, Dragon Vision Limited, 1998.