对施工项目的管理是建筑工程企业的重点管理内容，随着中美贸易摩擦，外部竞争 环境发生变化，新技术的层出不穷与应用，也使得企业的竞争方式发生巨大改变。为整 合优化资源，建筑工程企业开始基于企业战略的高度关注组织结构变革和项目流程改造 与优化。为不断适应企业的发展变化，获取持续的竞争优势，改善传统项目管理决策低 效、层级繁多、资源浪费、信息沟通不畅等诟病，建筑工程企业开始积极探索大项目制。 大项目制减少了管理的层级，使大项目部具有更多的决策权力，能够对资源进行科学合 理的优化配置；使企业组织更趋于扁平化柔性化管理。但随着大数据、互联网技术的快 速发展，也逐渐暴露一些弊端，如劳务人员管理问题、资源浪费、成本增加的问题、施 工矛盾与企业形象等问题。 本文以中国建筑一局集团A子公司为案例样本，基于企业战略、组织结构变革理论 和流程再造与优化理论，深入探究大项目制在我国建筑施工企业中的相关应用问题。基 于大项目制的提出背景、内涵和实施现状，从宏观企业战略层面、中观企业组织结构层 面和微观项目流程层面分析大项目制在建筑工程企业中存在的问题及原因并有针对性 地提出优化建议。（1）企业战略方面：大项目制在应用实施过程中，管理观念滞缓，不 能有效地把握感知外部环境的变化以及时调整战略；企业对战略资源的整合优化能力有 待加强，存在一定的资源浪费，大项目制的盈利能力较弱。企业应该革新观念，整合优 化人力、营销等战略性资源；（2）组织结构层面：企业对组织管理情境敏感度较弱，受 传统项目管理模式的影响，组织结构固化严重，不能很好匹配企业的发展战略；企业需 要优化组织管理模式，积极打造平台型组织；（3）项目流程层面：大项目制的管理、生 产和配置流程需要进一步的改造和优化。企业应充分利用大数据技术，解决项目流程“最 后一公里”的问题，优化自主资源配置流程。 通过本文的研究，对建筑工程企业如何基于外部技术环境和商业模式新情境，通过 大项目制的应用实施实现企业的可持续发展，保持竞争优势具有一定的理论价值和实践 价值。 关键词：大项目制，建筑工程企业，平台型组织 III ABSTRACT Themanagementofconstructionprojectisthekeymanagementcontentofconstructionengineering enterprises.WiththeSino-UStradefriction,theexternalcompetitiveenvironmenthaschanged,andthe emergenceandapplicationofnewtechnologieshavealsoledtotremendouschangesinthecompetition modeofenterprises.Inordertointegrateandoptimizeresources,constructionenterprisesbegintopay moreattentiontoorganizationalstructurechangeandprojectprocesstransformationandoptimization basedonenterprisestrategy.Inordertoadapttothedevelopmentandchangeofenterprises,obtain sustainedcompetitiveadvantageandimprovethetraditionalprojectmanagementdecision-making inefficient,multi-level,wastingofresources,poorinformationcommunicationandothercriticisms, constructionengineeringenterprisesbegintoexplorethesystemoflargeprojectsactively.Thelarge-scale projectsystemreducesthelevelofmanagement,makethelarge-scaleprojectdepartmentwithmore decision-makingpower,optimizetheallocationofresourcesscientificallyandrationallyandmakethe enterpriseorganizationflatterandmoreflexible.However,withtherapiddevelopmentofbigdataand internettechnology,somedrawbacksaregraduallyexposed,suchaslabormanagement,wastingof resources,costincrease,constructioncontradictionsandcorporateimage. Basedonthetheoryofenterprisestrategy,organizationalstructurechangeandprocessreengineering andoptimization,thispapertakesasubsidiaryofChinaConstructionFirstGroupCorporationLimitedasa casesample,andexplorestheapplicationoflarge-scaleprojectdepartmentsysteminChineseconstruction enterprises.Basedonthebackground,connotationandimplementationstatusoflarge-scaleprojectsystem, thisstudyanalyzestheproblemsandcausesoflarge-scaleprojectsysteminconstructionengineering enterprisesfromtheperspectivesofenterprisestrategy,organizationalstructureandprojectprocess,and putsforwardtooptimizationsuggestions. First,enterprisestrategy:intheapplicationandimplementationoflarge-scaleprojectsystem,the managementconceptissluggishandcannotgraspeffectivelyandperceivethechangeoftheexternal environmentandadjustthestrategytimely.Theabilityofenterpriseintegratingandoptimizingstrategic resourcesneedstobestrengthened,wastingofresourcesandtheprofitabilityoflarge-scaleprojectsystem IV isweak.Enterprisesshouldinnovateideas,integrateandoptimizehumanresources,marketingandother strategicresources.Second,organizationalstructure:thesensitivityofenterprisestoorganizational managementsituationisrelativelyweak.Influencedbythetraditionalprojectmanagementmode,the organizationalstructureisseriouslysolidified,whichcannotwellmatchthedevelopmentofenterprises strategy.Enterprisesneedtooptimizetheorganizationalmanagementmodeandbuildplatform-type organizations.Third,Projectprocess:themanagement,productionandconfigurationprocessesof large-scaleprojectsystemneedtobeimprovedandoptimized.Enterprisesshouldmakefulluseofbigdata technologytosolvethe"lastmile"problemofprojectprocessandoptimizetheprocessofindependent resourceallocation. Basedontheresearchofthispaper,itisofimportanttheoreticalandpracticalvalueforconstruction engineeringenterprisestorealizesustainabledevelopmentandmaintaincompetitiveadvantagesthrough theapplicationandimplementationofthelarge-scaleprojectsystemundertheexternaltechnological environmentandthenewbusinessmodel. KEYWORDS:Large-scaleProjectSystem,ConstructionEngineeringEnterprises,PlatformStructure V 目录 摘要...................................................................................................................................I ABSTRACT.....................................................................................................................III 1绪论.................................................................................................................................1 1.1研究背景和意义......................................................................................................1 1.1.1研究背景...........................................................................................................1 1.1.2研究意义...........................................................................................................2 1.2国内外研究综述......................................................................................................2 1.2.1国内研究现状...................................................................................................2 1.2.2国外研究现状...................................................................................................3 1.2.3相关研究述评...................................................................................................4 1.3研究内容..................................................................................................................5 1.3.1主要研究内容...................................................................................................5 1.3.2技术路线图.......................................................................................................6 1.4研究方法..................................................................................................................7 1.4.1文献研究法.......................................................................................................7 1.4.2案例分析法.......................................................................................................7 1.5论文的创新点..........................................................................................................7 2相关概念界定及理论基础.............................................................................................9 2.1相关概念界定..........................................................................................................9 2.1.1建筑工程企业...................................................................................................9 2.1.2大项目制...........................................................................................................9 2.2企业战略理论........................................................................................................10 2.3组织结构变革理论................................................................................................11 2.3.1企业组织结构变革.......................................................................................