基于集成理论的新能源建设项目群管理方法及应用研究
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摘要
当前,发展清洁能源,走“低碳经济”发展道路,已成为国际能源发展的共识和潮流。随着我国一系列新能源产业政策的出台和新能源产业规模的扩大,许多国有电力集团及民营企业纷纷投资进入新能源开发建设领域,这些企业往往面临着多个新能源项目组成的项目群的同时建设与管理,包括项目群的组织结构设计、项目优选排序、资源优化配置、目标协同控制和信息管理等问题。
显然,传统的项目管理方法已经不能够有效地满足新能源建设项目群的管理需要,必须引入新的项目管理方法来提高新能源建设项目管理水平。目前,项目群管理已成为项目管理领域的研究热点,并已在众多领域得到了广泛运用。项目群管理成功地将项目和企业战略联系起来,是解决企业所面临的多项目管理困境的有效途径,也是现代项目管理发展的新趋势。基于集成理论的项目群管理,就是将集成管理的思想引入到项目群管理中,是项目群管理理论与方法的丰富和拓展。目前,对于项目群的集成管理,理论界尚未展开深入的研究,还未形成完整的理论体系。
本文以华电新能源发展有限公司甘肃分公司新能源建设项目群的管理案例为背景,深入研究基于集成理论的新能源建设项目群的管理方法及应用。提出了建设项目群集成管理的“三维体系”模型,分析了各个集成维度的主要内容。并以此为主线,分别从组织集成、过程集成、目标集成以及信息集成等角度研究了项目群的集成管理方法及在新能源建设领域的应用。
1)组织集成。传统的项目组织集成是指由项目的业主方、管理方、设计方、承包方和咨询方等联合组成的动态化项目管理集成化组织。而在项目群管理中,组织集成的概念要更为宽泛。项目群的组织集成不仅要实现项目各参与方的集成,更要实现组织管理的集成,如设计合理的项目群管理组织结构,建立明确的项目群组织管理机制以及构建清晰的项目群组织管理流程等。本文结合新能源建设项目群的管理特点,构建了新能源建设项目群“三级组织结构”模型,并研究了该组织结构模式下的各层级职能,以及相应的项目群组织管理机制和组织管理流程。
2)过程集成。单个项目的过程集成是指对项目全生命周期各阶段的工作安排进行集成,而项目群的过程集成重点关注的是项目群各项目之间的资源优化配置、项目群的优选排序和资源约束下的项目群进度优化调度。项目群的优选排序包括战略决策阶段的优选排序和项目群实施阶段的优选排序,前者主要基于项目群组织战略目标,建立评价指标体系,对进入备选的项目群各项目进行综合评价；后者则主要是根据项目群实施过程中各项目的工期紧迫程度、合同要求以及资源约束等条件,对项目群进行动态优先级调整。本文在资源优化配置相关理论和方法的研究基础上,着重探讨了基于模糊层次分析法的新能源建设项目群优选排序问题,以及基于关键链法的新能源建设项目群进度优化调度问题,并通过算例分析验证了上述方法的可行性和有效性。
3)目标集成。新能源建设项目群的目标集成是一种以组织战略目标为导向的自上而下的全面集成,按层次可以分为项目集之间的目标集成、项目间的目标集成和项目各目标要素之间的集成；按内容可以分为目标分解、目标协同、目标控制和目标评价。项目集之间的目标集成和项目间的目标集成就是要通过项目群组织内部的协同配合以及组织内的资源优化配置,实现项目群总体进度或总体成本最优；而项目各目标要素的集成主要是解决项目各目标要素的横向协同优化以及纵向控制的问题。本文在分析了项目群目标集成管理层次和内容的基础上,提出了新能源建设项目群目标集成管理的“三维模型”。三个维度分别为新能源五大目标的横向协同集成、新能源五大目标的纵向控制集成以及新能源多项目目标的横向协同集成。此外,分析了WBS在项目群目标分解中的应用,研究了基于合同管理的新能源五大目标的全过程关键点控制方法,构建了基于协同学理论的“协同度功效模型”,并通过算例分析介绍了该模型在新能源五大目标协同管理实践中的理论价值。
4)信息集成。项目群集成管理可以通过信息集成的手段,实现项目群实施过程中各参与方之间以及各管理层之间的高效的信息交流和沟通,从而实现项目群组织的战略目标。项目群的组织结构模式、资源优化配置和目标协同控制等管理思想和方法都可以借助信息集成平台来实现。因此,项目群信息集成是项目群组织集成、过程集成和目标集成的重要支撑条件。本文在分析信息集成的定义、作用以及关键技术的基础上,结合实际案例,介绍了项目群管理信息集成的实现和应用。
Currently, developing clean energy and taking a "low-carbon economy" development road has become a consensus and a trend of the international energy development. Many state-owned power groups and private enterprises have invested in the field of developing and constructing new energy along with the unveiling of a range of new energy policies and the growing scale of China's new energy market. These enterprises often face with problems of constructing and managing multiple-project programme simultaneously, such as programme organization design, project decision and sequence, optimal allocation of resources, Target cooperative control and information management.
It is obviously that traditional project management methods can not effectively meet the needs of new energy construction programme management. Therefore, a new programme management approach must be introduced to improve the management level of the new energy project. Currently, the programme management has become a hot studying field of project management, and has been widely used in many fields. Projects and corporate strategy are well linked by program management and formed into an effective way to solve the multi-project management dilemma faced by enterprises, and also become a new trend of development of modern project management. Programme management based on integration theory will be used to introduce the idea of integration management into the program management as well as to enrich and expand theory and methods of the program management. Nowadays, theorists have not yet commenced deep research on programme integration management, so a complete theoretical system has not yet been formed.
The paper selects a management case from Gansu corporation, the branch of Huadian New Energy Development Company as background to further study management methods and application of new energy programme management based on the integration theory, puts forwards "three-dimensional system" mode of constructing programme integration management, analyzes the main content of the various dimensions and uses this as main lines respectively to study the methods and application of new energy construction programme management from the perspective of organization integration, process integration, target integration and information integration.
1) Organization integration. The traditional organization integration is defined by a coalition of the owner, the management, the design, the contractors and the consulting, and it is a dynamic integration organization of project management. However, the organization integration has a broader concept in the program management. It is not only to achieve the integration of all parties involved in the integration of the project, but also to achieve the integration of organizational management, such as program management organizational structure with rational design, to establish clear program organization and management mechanism, and to build a clear organizational project management process. This paper is to build a tertiary structure model of new energy programme organization combined with management features of the new energy programme, and to study responsibilities of the organizational structure at all levels and organizational mechanisms and management processes.
2) Process integration. The process integration of single project refers to the integration of work arrangement of all life-cycle phases; while the process integration of the programme focuses on optimal allocation of resources among projects, preferred sorting of programme as well as the optimization and scheduling of programme progress under resource constraints. The preferred sorting of programme includes the preferred sorting of strategic decision-making stage and the preferred sorting of program implementation, the former is mainly based on programme strategic objectives, to establish an evaluation index system and have a comprehensive evaluation on each project which are in the alternative program; the latter is to have a dynamic optimal allocation of program, mainly based on the degree of urgency of each period, the contract requirements and resource constraints and other conditions of project implementation process. The paper is based on relevant theory and methods of resources optimal allocation, mainly studies the problem of resource optimization and sequence of new energy programme management based on fuzzy analytic hierarchy process as well as the problem of projects progress optimization scheduling based on critical chain method, and uses a numerical examples to prove the feasibility and effectiveness of the above methods.
3) Target integration. The target integration of new energy programme regards organization strategic target as orientation, is top-down and all-round integration, which can be divided into target integrations among projects sets, projects and target elements according to levels, and be divided into target decomposition, target collaboration, target control and target evaluation according to content. Target integration among project sets and target integration among projects is to achieve the overall progress of programme or overall cost-optimal through synergy within the organization as well as optimal allocation of resources within the organization; while integration among elements of the main objectives is to solve the problems of horizontal collaborative optimization as well as longitudinal control. This paper puts forward three-dimensional model of target integration for new energy programme under the analysis of hierarchy and content of programme target integration. The three-dimension includes lateral co-integration, vertical control integration and horizontal co-integration of multi-project target. In addition, this paper also analyzes the application of WBS in the programme target decomposition and studies key points control method of five major objectives in new energy based on contract management, builds up collaborative synergy effects model with theory basis and introduces theoretical value of the model in the practice of the five major objectives of the new energy collaborative management through a numerical example.
4) Information integration. The efficient information exchange and communication for participation side and all levels of the management can be realized through integration management of programme by means of information integration, and then strategic objectives of the programme organization will be achieved. Information integration platform will be used for organization and management of the project group, optimal allocation of resource and cooperative control of target. Therefore, information integration of programme is an important supporting condition of organization integration, process integration and target integration. On the basis of the analysis of definition, function and key technologies, this paper introduces the realization and application of information integration of programme combined with actual cases.
显然,传统的项目管理方法已经不能够有效地满足新能源建设项目群的管理需要,必须引入新的项目管理方法来提高新能源建设项目管理水平。目前,项目群管理已成为项目管理领域的研究热点,并已在众多领域得到了广泛运用。项目群管理成功地将项目和企业战略联系起来,是解决企业所面临的多项目管理困境的有效途径,也是现代项目管理发展的新趋势。基于集成理论的项目群管理,就是将集成管理的思想引入到项目群管理中,是项目群管理理论与方法的丰富和拓展。目前,对于项目群的集成管理,理论界尚未展开深入的研究,还未形成完整的理论体系。
本文以华电新能源发展有限公司甘肃分公司新能源建设项目群的管理案例为背景,深入研究基于集成理论的新能源建设项目群的管理方法及应用。提出了建设项目群集成管理的“三维体系”模型,分析了各个集成维度的主要内容。并以此为主线,分别从组织集成、过程集成、目标集成以及信息集成等角度研究了项目群的集成管理方法及在新能源建设领域的应用。
1)组织集成。传统的项目组织集成是指由项目的业主方、管理方、设计方、承包方和咨询方等联合组成的动态化项目管理集成化组织。而在项目群管理中,组织集成的概念要更为宽泛。项目群的组织集成不仅要实现项目各参与方的集成,更要实现组织管理的集成,如设计合理的项目群管理组织结构,建立明确的项目群组织管理机制以及构建清晰的项目群组织管理流程等。本文结合新能源建设项目群的管理特点,构建了新能源建设项目群“三级组织结构”模型,并研究了该组织结构模式下的各层级职能,以及相应的项目群组织管理机制和组织管理流程。
2)过程集成。单个项目的过程集成是指对项目全生命周期各阶段的工作安排进行集成,而项目群的过程集成重点关注的是项目群各项目之间的资源优化配置、项目群的优选排序和资源约束下的项目群进度优化调度。项目群的优选排序包括战略决策阶段的优选排序和项目群实施阶段的优选排序,前者主要基于项目群组织战略目标,建立评价指标体系,对进入备选的项目群各项目进行综合评价；后者则主要是根据项目群实施过程中各项目的工期紧迫程度、合同要求以及资源约束等条件,对项目群进行动态优先级调整。本文在资源优化配置相关理论和方法的研究基础上,着重探讨了基于模糊层次分析法的新能源建设项目群优选排序问题,以及基于关键链法的新能源建设项目群进度优化调度问题,并通过算例分析验证了上述方法的可行性和有效性。
3)目标集成。新能源建设项目群的目标集成是一种以组织战略目标为导向的自上而下的全面集成,按层次可以分为项目集之间的目标集成、项目间的目标集成和项目各目标要素之间的集成；按内容可以分为目标分解、目标协同、目标控制和目标评价。项目集之间的目标集成和项目间的目标集成就是要通过项目群组织内部的协同配合以及组织内的资源优化配置,实现项目群总体进度或总体成本最优；而项目各目标要素的集成主要是解决项目各目标要素的横向协同优化以及纵向控制的问题。本文在分析了项目群目标集成管理层次和内容的基础上,提出了新能源建设项目群目标集成管理的“三维模型”。三个维度分别为新能源五大目标的横向协同集成、新能源五大目标的纵向控制集成以及新能源多项目目标的横向协同集成。此外,分析了WBS在项目群目标分解中的应用,研究了基于合同管理的新能源五大目标的全过程关键点控制方法,构建了基于协同学理论的“协同度功效模型”,并通过算例分析介绍了该模型在新能源五大目标协同管理实践中的理论价值。
4)信息集成。项目群集成管理可以通过信息集成的手段,实现项目群实施过程中各参与方之间以及各管理层之间的高效的信息交流和沟通,从而实现项目群组织的战略目标。项目群的组织结构模式、资源优化配置和目标协同控制等管理思想和方法都可以借助信息集成平台来实现。因此,项目群信息集成是项目群组织集成、过程集成和目标集成的重要支撑条件。本文在分析信息集成的定义、作用以及关键技术的基础上,结合实际案例,介绍了项目群管理信息集成的实现和应用。
Currently, developing clean energy and taking a "low-carbon economy" development road has become a consensus and a trend of the international energy development. Many state-owned power groups and private enterprises have invested in the field of developing and constructing new energy along with the unveiling of a range of new energy policies and the growing scale of China's new energy market. These enterprises often face with problems of constructing and managing multiple-project programme simultaneously, such as programme organization design, project decision and sequence, optimal allocation of resources, Target cooperative control and information management.
It is obviously that traditional project management methods can not effectively meet the needs of new energy construction programme management. Therefore, a new programme management approach must be introduced to improve the management level of the new energy project. Currently, the programme management has become a hot studying field of project management, and has been widely used in many fields. Projects and corporate strategy are well linked by program management and formed into an effective way to solve the multi-project management dilemma faced by enterprises, and also become a new trend of development of modern project management. Programme management based on integration theory will be used to introduce the idea of integration management into the program management as well as to enrich and expand theory and methods of the program management. Nowadays, theorists have not yet commenced deep research on programme integration management, so a complete theoretical system has not yet been formed.
The paper selects a management case from Gansu corporation, the branch of Huadian New Energy Development Company as background to further study management methods and application of new energy programme management based on the integration theory, puts forwards "three-dimensional system" mode of constructing programme integration management, analyzes the main content of the various dimensions and uses this as main lines respectively to study the methods and application of new energy construction programme management from the perspective of organization integration, process integration, target integration and information integration.
1) Organization integration. The traditional organization integration is defined by a coalition of the owner, the management, the design, the contractors and the consulting, and it is a dynamic integration organization of project management. However, the organization integration has a broader concept in the program management. It is not only to achieve the integration of all parties involved in the integration of the project, but also to achieve the integration of organizational management, such as program management organizational structure with rational design, to establish clear program organization and management mechanism, and to build a clear organizational project management process. This paper is to build a tertiary structure model of new energy programme organization combined with management features of the new energy programme, and to study responsibilities of the organizational structure at all levels and organizational mechanisms and management processes.
2) Process integration. The process integration of single project refers to the integration of work arrangement of all life-cycle phases; while the process integration of the programme focuses on optimal allocation of resources among projects, preferred sorting of programme as well as the optimization and scheduling of programme progress under resource constraints. The preferred sorting of programme includes the preferred sorting of strategic decision-making stage and the preferred sorting of program implementation, the former is mainly based on programme strategic objectives, to establish an evaluation index system and have a comprehensive evaluation on each project which are in the alternative program; the latter is to have a dynamic optimal allocation of program, mainly based on the degree of urgency of each period, the contract requirements and resource constraints and other conditions of project implementation process. The paper is based on relevant theory and methods of resources optimal allocation, mainly studies the problem of resource optimization and sequence of new energy programme management based on fuzzy analytic hierarchy process as well as the problem of projects progress optimization scheduling based on critical chain method, and uses a numerical examples to prove the feasibility and effectiveness of the above methods.
3) Target integration. The target integration of new energy programme regards organization strategic target as orientation, is top-down and all-round integration, which can be divided into target integrations among projects sets, projects and target elements according to levels, and be divided into target decomposition, target collaboration, target control and target evaluation according to content. Target integration among project sets and target integration among projects is to achieve the overall progress of programme or overall cost-optimal through synergy within the organization as well as optimal allocation of resources within the organization; while integration among elements of the main objectives is to solve the problems of horizontal collaborative optimization as well as longitudinal control. This paper puts forward three-dimensional model of target integration for new energy programme under the analysis of hierarchy and content of programme target integration. The three-dimension includes lateral co-integration, vertical control integration and horizontal co-integration of multi-project target. In addition, this paper also analyzes the application of WBS in the programme target decomposition and studies key points control method of five major objectives in new energy based on contract management, builds up collaborative synergy effects model with theory basis and introduces theoretical value of the model in the practice of the five major objectives of the new energy collaborative management through a numerical example.
4) Information integration. The efficient information exchange and communication for participation side and all levels of the management can be realized through integration management of programme by means of information integration, and then strategic objectives of the programme organization will be achieved. Information integration platform will be used for organization and management of the project group, optimal allocation of resource and cooperative control of target. Therefore, information integration of programme is an important supporting condition of organization integration, process integration and target integration. On the basis of the analysis of definition, function and key technologies, this paper introduces the realization and application of information integration of programme combined with actual cases.
引文
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