摘要
中国的通信产业经历了近30年的高速发展,逐渐己经进入稳定期,管理方面也从
粗放的模式转入集约的模式。目前通信企业也普遍具备项目管理知识和意识,也认识到
提升项目管理能力对于实现企业战略的重要性,而项目管理成熟度及其评价也正是提升
企业和组织项目管理能力的重要手段和方法之一,因此关于它的研宄正不断的发展和完
善。当前通信领域的项目管理成熟度研宄主要是以整个通信工程为研宄对象的,而通信
工程涉及范围相当广泛,其中包含:基础建设、传输工程、无线工程、交换工程、网络
优化、计费工程等项目工程,各自区别较大,使用一套指标评价体系显然针对性不强,
因此本文研宄对象为某通信运营商广州分公司网络优化项目组,实证研宄的对象更加具
体细致,使得该模型指标及评价方法在LT广州公司内部的网络优化项目管理中更具有
推广性和指导意义,可操作性更强,具有实践价值

本文通过对LT广州公司网络优化项目的实证研究,以PMS-PM3五级模型为蓝本,
结合项目管理十大知识体系理论建立模型。模型以五个项目管理过程及综合管理能力为
关键指标域,利用德尔菲法,完成关键指标的确定和筛选工作,再通过层次分析法确定
评价指标对于成熟度的贡献权重,最后构建与LT广州公司网络优化项目特点想匹配的
项目管理成熟度模型。在评价方法的选择上,通过分析成熟度评价的特点,本文采用模
糊评价法,再将评价得分结合重要性和绩效二维分析法,最后总结出执行层面的有效改
进建议,使得评估到实践提升形成一个完整体系

研宄发现,该模型比传统通信工程成熟度模型增加了“项目各专业技术指导书编制
能力”、“项目启动效率”、“工作分解结构编制能力”、“项目工作任务优先次序调整能力”、
“项目目标规划与项目预算匹配能力”、“工作分解和资源需求匹配能力”、“项目信息化
管理能力”、“项目目标与项目预算匹配控制能力”、“项目结果评价能力”、“项目经验总
结能力” “文档能力”指标,从这些增加的指标类型可以看出本模型指标比传统通信
工程成熟度模型更加注重项目的技术和经验的可重复性,规划与资源匹配和综合化管理
能力,这点比较符合LT广州公司网络优化项目的实际特征。在确定权重的研宄中也发
现关键指标域中,综合管理能力的权重要明显高于其他五个过程能力。在二级指标中,
“项目管理协调小组成立的及时性”、“项目范围界定能力”、“项目招标管理能力”、“项
I 目风险监控能力”、“项目经验总结能力”在5大过程组中权重最高,其中“组织项目管
理知识贮备能力”在综合管理能力中权重最高,对此我们可以认为,企业在项目管理过
程中需对项目管理的知识经验的积累有高度的重视,这样企业的项目管理成熟度才能不
断提升。另外对LT广州公司网络优化项目管理的成熟度进行多级模糊综合评价后可以
看到,综合评价得分为2. 1943,成熟度为标准级。在五大过程组和综合管理能力中,项
目执行过程组的综合评价得分最低,需重点关注和提升

关键词:项目管理;成熟度模型;层次分析法;成熟度评价
II THE RESEARCH OF LT GUANGZHOU COMPANY NETWORK OPTIMIZATION
PROJECT MANAGEMENT MATURITY
ABSTRACT
Chinese communication industry has experienced nearly 30 years of rapid development, it
has entered a stable period, and its management also from extensive mode to intensive mode.
At present, the communication enterprises have the general project management knowledge
and consciousness, and they also have the initiative to enhance the project management ability,
so the research of the project management maturity has been continuously developed and
improved. The research of project management maturity in the field of communication is
based on the communication engineering, while communication engineering involves a wide
range, including: transmission infrastructure, engineering, engineering, engineering, wireless
exchange network optimization, billing engineering project, their difference is bigger, and if
use of the same set of indicators evaluation system for them, the pertinence is obviously not
strong, so the study object of this article is a communications operator of Guangzhou branch
network optimization project group, so this study will more targeted and practical value.
Through the research of the network optimization project management maturity and its
evaluation methods, the project management situation can be accurately located, and find out
the short board and the priority order which need to be improved. Because of the strong
pertinence of the model, it is more popularized and instructive in the management of the
network optimization project of LT Company in Guangzhou.
In this paper, through empirical research on the optimization of network project of
Guangzhou LT Company, with PMS-PM3 as the basic model, and taken the model with the
ten project management knowledge system theory. The model taken five project management
processes and comprehensive management ability as the key index for the domain, and using
the Delphy method to confirmed the key indicators and screening, and then through the AHP
in to determine the weight of each index in the model. Finally, the maturity model is established
to adapt to the characteristics of network optimization project management. In the evaluation
methods selection, based on the analysis of characteristics of maturity evaluation, this article
will use fuzzy evaluation method, the evaluation score combined with analysis of IPA matrix
analysis, and finally summed up the implementation of effective improvement suggestions;
make evaluation to form a complete system of practice to enhance.
The study found that, compared to other types of communication project management
maturity model, this model evaluation index is added &39;&39;compile the professional technical
guidance ability n project start efficiency ,!and work breakdown structure making ability
project tasks scheduling ability,The matching ability of project goal planning and project
budget and The matching ability of Job breakdown and resource requirements M project
information management ability, The matching ability of project objectives and project
budget control, project evaluation ability, project experience ability and document
ability index. The types of these indicators can be derived that the model index than the
traditional communication engineering maturity model of the project pays more attention to
the technique and experience of repeatability and planning and resource matching capabilities
and integrated management capabilities, which accords with the actual characteristics of
Guangzhou LT network optimization project. In the study of determining weights, we find
that the weight of the comprehensive management ability is significantly higher than that of
the other five processes. In the two level indicators, these indexes like the project
management team established in timeliness”,“the scope of the project planning’’,“project
bidding management,,3 project risk control ability,,, &39;&39;project experience ability,,, they are the
highest weight in the 5 process groups, and the weight of the &39;&39;organization project
management knowledge reserve capacity is the highest in the comprehensive management
ability, In this regard, we can think that in the process of project management, the project
management knowledge and experience of the accumulation of a high degree of attention, so
that the enterprise project management maturity can continue to improve., otherwise the
mature project management can not be discussed. In addition, we can see that the
comprehensive evaluation score is 2.1943, and the maturity is the standard level of LT
Company^ network optimization project management in Guangzhou. In the five process
IV groups and integrated management capabilities,the overall score of the project
implementation process group is the lowest, so which should be focused on and promoted.
KEY WORDS: Project Management; Maturity Model; Analytic Hierarchy
Process; Maturity Evaluation;
＊
v 目录
M ^ I
ABSTRACT Ill
m-M ^ i
u选题的意义 1
1.2研宄的思路、内容与方法1.2.1研宄的思路1.2.2研宄的内容1.2.3研宄的方法1.3研宄的难点和新颖之处1.3.1研究的难点1.3.2研宄的新颖之处1.4相关文献综述 5
1.4.1关于项目管理成熟度模型的研宄1.4.2关于项目管理成熟度模型本土化的研宄1.4.3关于通信工程领域的项目管理成熟度研宄第二章项目管理成熟度理论及其模型介绍2.1基本概念和理论2.1.1项目管理 10
2.1.2项目管理成熟度模型理论2.2项目管理成熟度模型介绍第三章LT广州公司网络优化项目管理现状及问题概述3.1 LT广州公司网络优化项目管理现状3.1.1 LT广州公司简介3.1.2 LT广州公司网络优化项目范围3.1.3 LT广州公司网络优化项目目标及其分解
21
3.1.4 LT广州公司网络优化项目人力资源管理
24
3.1.5 LT广州公司网络优化项目干系人管理
27
VI 3.1.6 LT广州公司网络优化项目质量管理
28
3.1.7 LT广州公司网络优化项目时间管理
31
3.1.8 LT广州公司网络优化项目风险管理
34
3.1.9 LT广州公司网络优化项目沟通管理
35