摘 要
古今中外，项目管理实践活动一直存在于各行各业中。但是，随着科学技术的不断
发展、项目管理理论研究的逐步深入和细化、企业规模的逐步扩大
[4]
，人们开始意识到
传统的纵向型经济模式和单项目运营的项目管理模式均不能适应当今社会经济发展的
新形势。项目管理制度在给管理者提供了科学管理手段和先进管理理念的同时，也对项
目管理者提出了更多、更高的要求。譬如：如何使企业的战略管理目标与项目管理目标
统一起来而实现效益最大化、如何使项目管理者实现单项目管理理念向项目群管理理念
的转变、如何实现项目群资源合理配置进而实现效益最大化等等。这就促使各国从事项
目管理的科研工作者及实践者将更多的时间和精力投入到项目群管理上。随着研究和实
践活动的逐步深入，人们发现影响到项目群管理效果的因素有以下几方面：各职能部门
分工不明确、项目群划分不当、信息流通渠道不畅、项目群目标与企业战略目标不统一、
资源配置不合理、管理体系不完善、项目群经理或管理人员能力欠佳、国家政策或者其
他因素影响等等。在这些因素的综合影响下，项目群管理的重点工作就是通过组建优质
项目群管理团队，制定严格的财务管理制度、成本核算制度以及过程控制体系，建立统
一于企业战略目标前提下的资源配置方案，并将以上各种措施应用与于项目群管理过程
中，满足各项目之间关于人力资源、资金、时间、机械设备、原材料等各方面的竞争需
求，从而达到实现项目群管理的利益最大化目标

制造业作为国民经济的支柱产业，彰显着国家的创造力、竞争力和综合实力
[1]
。水
工机械制业作为基础性民生产业，在大江大河的治理过程中发挥着无可替代的作用，它
的发展也代表了我国河流治理及利用的先进性与创造性。水工机械制造企业经过长期的
发展和改革，逐步适应了市场经济体制下的运营模式，在水工机械制造过程中采用项目
管理制度。随着现代项目管理理念和方法的普及，企业的项目管理水平已经成为核心竞
争力中的一项重要指标

本论文就是在这样的背景下，通过学习相关文献资料，了解有关项目群、项目群管
理及项目群资源配置存在的问题等理论内容，找到了解决项目群资源配置问题的途径和
方法。以前两章内容为理论依据，通过对某国有水工机械厂 A 项目群资源配置现状的分
析与研究，界定项目群管理类型，建立项目群管理组织架构模型和以项目优先级专家评
定会议制度、过程信息反馈机制等为主要内容的管控机制模型。应用层次分析法等数学
方法建立资源配置数学模型，并进行求解，最后得出项目优先级权重向量，以此为依据
得出了 A 项目群中各项目对于 F 资源的供需计划。最后将以上模型在该水工机械厂项目华北水利水电大学硕士学位论文
II
群资源配置过程中应用的合理性和优越性进行了总结和展望

关键词：某水工机械厂；项目群管理；资源配置；层次分析法ABSTRACT
III
RESEARCH ON THE MODEL OF PROJECT GROUP
RESOURCE ALLOCATION IN A HYDRAULIC
MACHINERY PLANT
ABSTRACT
At all times and in all countries, project management practice has existed in all walks of
life. But with the gradual deepening of the continuous development of science and technology,
project management theory research and refinement, the enterprise scale and gradually
expand, people began to realize that project management mode of the traditional vertical type
economic model and single project operation cannot meet the demand of the new situation of
social and economic development in today39;s world. Project management system provides
managers with scientific management tools and advanced management concepts, but also the
project managers put forward more and higher requirements. For example: how to make the
enterprise the goal of strategic management and the management targets of project in the
United up and realize the benefit maximization, how to make project management
implementation single project management concepts to the project group management idea
transformation, how to realize the project group the rational allocation of resources so as to
realize the benefit maximization and so on. This has prompted many countries to engage in
project management research workers and practitioners will be more time and energy into the
project management. Along with the gradual deepening of research and practice, people
found to affect a project group management effect factors include the following aspects: the
division of functional departments is not clear, poor project group incorrect classification,
information circulation channels, project target group and the strategic objectives of
enterprises are not unified, irrational allocation of resources, management system is not
perfect, project manager or management personnel ability is poor, national policies or other
factors influence and so on. Under the combined effect of these factors, the focus of the work
of the project group management is through building quality project management team,
establish strict financial management system, cost accounting system and process control
system, unified under the premise of the strategic objectives of the enterprise resource
allocation scheme in the establishment of and above all measures and in the process of
programme management, meet the needs of the project between about various aspects of华北水利水电大学硕士学位论文
IV
human resources, time, money, equipment, raw materials and other competing needs, so as to
achieve implementation of project management goal of maximizing the interests of.
Manufacturing industry as a pillar industry of the national economy, highlighting the
country39;s creativity, competitiveness and comprehensive strength. Hydraulic machinery
manufacturing industry as a basic industry, the people39;s livelihood, in the governance process
of the river plays an irreplaceable role, its development also represents the governance of our
rivers and the use of advanced and creative. After a long period of development and reform,
hydraulic machinery manufacturing enterprises gradually adapt to the operation mode under
the market economy system, and the project management system is adopted in the process of
hydraulic machinery manufacturing. With the popularization of the concept and method of
modern project management, the project management level of enterprises has become an
important indicator of the core competitiveness.
This paper is in such a background, through the study of relevant literature, understand
relevant project group, programme management and project group resource allocation
problem theory, find the ways and methods to solve project group of resource allocation
problems. Before two chapters as the theoretical basis by analysis and research of a
state-owned water engineering machinery plant Aproject group of the allocation of resources,
define the project group management, establish project group management organization
structure model and project priority expert evaluation meeting system, feedback mechanism
as the main content of the process mechanism model. Application of AHP and other
mathematical methods establish mathematical model for resource configuration, and solved,
reached the final project priority weight vectors, this as the basis that project Agroup in the
project plan for F resource supply and demand. Finally, the rationality and superiority of the
above model in the process of resource allocation of the hydraulic machinery plant are
summarized and prospected.
KEYWORDS: Ahydraulic machinery plant; Project management; Resource allocation;
Analytic hierarchy process目录
V
目 录
摘 要 ....... I
ABSTRACT .. III
1 绪论 ...... 1
1.1 研究背景1
1.2 研究意义2
1.3 国内外研究现状 ...... 3
1.3.1 国外项目群研究现状 .......... 3
1.3.2 国内项目群研究现状 .......... 5
1.3.3 项目群资源配置研究现状 ...... 5
1.4 论文主要内容和拟采用的技术路线 .. 6
1.4.1 论文主要内容 .... 6
1.4.2 拟采用的技术路线. 7
1.4.3 拟解决的关键问题 ........... 8
1.5 本章小结9
2 理论概述 . 11
2.1 项目群概念 ......... 11
2.2 项目群的共有特性 ... 11
2.3 项目群的分类 ....... 12
2.3.1 战术型项目群 ... 12
2.3.2 战略型项目群 .. 13
2.4 项目群管理 ......... 14
2.4.1 项目群管理概述 . 14
2.4.2 项目群管理的特征 ........... 14
2.4.3 项目群管理的主要内容 ....... 15
2.5 项目群管理中的资源配置 ......... 16
2.5.1 项目群管理中资源配置的根本目的 ......... 16
2.5.2 当今社会项目群管理中资源配置存在的各种问题分析 ..... 16
2.6 本章小结 ........... 17
3 某水工机械厂项目群管理组织架构和管控机制模型分析 .......... 19
3.1 项目群管理的组织架构模型分析 ... 19华北水利水电大学硕士学位论文
VI
3.1.1 战术型项目群管理的组织架构 . 19
3.1.2 战略型项目群管理的组织架构模型 ......... 20
3.1.3 某水工机械厂项目群管理组织架构模型分析.. 20
3.2 项目群资源配置管控机制模型分析 . 26
3.2.1 建立资源配置管控机制模型的原理 ......... 26
3.2.2 管控机制模型的主要内容...... 27
3.3 本章小结 ........... 31
4 基于层次分析法的 A 项目群资源配置分析模型 ...... 33
4.1 项目重要性的初步判断 ........... 33
4.1.1 各项目的具体情况 ........... 33
4.1.2 专家评分表的建立 .......... 34
4.2 A 项目群资源配置的层次分析模型.. 35
4.2.1 层次分析法 ..... 35
4.2.2 资源配置的影响因素.......... 37
4.2.3 基于层次分析法的模型建立与分析 ......... 38
4.3 A 项目群项目资源配置序列的确定.. 41
4.4 本章小结 ........... 41
5 结论与展望 ........... 43
5.1 结论 ... 43
5.2 展望 ... 43
致 谢 ...... 45
参考文献 ... 471 绪论1 绪论
1.1 研究背景
随着科学技术的发展、项目管理理论研究的逐步深入和细化、各企业经营理念的不
断转变，新型的横向型、多元化经济模式出现并趋向于取代传统单一化的纵向型经济模
式,企业项目管理的目标由单一项目向多项目同时进行转移，企业的项目管理者不仅仅能
进行单项目管理，同时还
。。。。。。以上简介无排版格式，详细内容请下载查看