摘要
摘要
工程项目管理过程中，采用全生命周期理论对整个工程项目进行管理至关重
要。本文以A建筑企业作为研究对象，对全生命周期工程项目管理在工程建筑企
业的标前策划阶段、项目施工阶段和项目完工阶段的应用进行研究，发现A建筑
企业在全生命周期项目管理过程中存在体制机制活力不够、风险管控能力不足、
基础管理有待加强、协同发展存在短板和人才储备培养有限等问题，通过对全生
命周期工程项目管理的提升进行探索，帮助A建筑企业提高工程项目的管理水
平。
本文从项目管理概念入手，对全生命周期工程项目管理的概念进行了定义，
并对全生命周期工程项目管理与传统管理及项目管理进行了区别，总结了全生命
周期工程项目管理的特点，并对全生命周期工程项目管理应用进行了归纳。结合
A建筑企业的管理现状及所面临的形势，针对性地提出全生命周期管理的改革需
求，并对全生命周期管理在A建筑企业工程项目管理各阶段的应用进行研究和分
析。通过对A建筑企业项目管理失败案例和原因分析，同时结合对一线管理人员
的访谈结果，引出全生命周期A建筑企业工程项目管理中存在的问题，进行相应
的原因分析。针对全生命周期A建筑企业工程项目管理存在的问题，从管理机制
改革、提高风险管理能力、加强基础管理、合理配置资源和加强人才培养等几个
方面对全生命周期A建筑企业工程项目管理提出改进策略。
通过研究得出全生命周期工程项目管理对保证工期、节约成本、提高效益起
到重要的作用，通过管理改进，可以提高全生命周期工程项目管理的水平，达到
提升项目经营质效的目的。
为达到资源共享、固化管控流程、提高管控效率，实现全生命周期工程项目
管理的综合性提升，应用信息化的手段，搭建管控平台是发展趋势。
关键词：全生命周期；A建筑企业；工程项目管理
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Abstract
Abstract
In the process of project management, it is crucial to adopt the whole life cycle
theory to manage the whole project. This paper with A construction enterprise as the
research object, the whole life cycle project management in project construction
enterprise planning stage, project construction stage and project completion stage
application, found that the A construction enterprise mechanism system in the whole
life cycle project management process vitality is insufficient, risk control ability, basic
management to be strengthened, collaborative development of shortcomings and
talent reserve training limited problems, through the promotion of the whole life cycle
projectmanagement, helpA constructionenterprisetoimprove theproject
management level.
From the concept of project management, to the concept of whole life cycle
project managementis defined, and thewhole life cycleengineering project
management and traditional management and project management, summarizes the
characteristics of the whole life cycle engineering project management, and to the
whole life cycle project management application is summarized. Combined with the
current situation of enterprise A management and the current situation faced, the
reform needs of the whole life cycle management are put forward, and the application
of the whole life cycle management in all stages of enterprise A engineering project
management is studied and analyzed. Through the analysis of the failure cases and
causes of A enterprise project management, combined with the interview results of the
front-line managers,the problemsexisting inthe projectmanagement ofA
construction enterprise engineering in the whole life cycle are introduced, and the
corresponding cause analysis is conducted. In view of the problems existing in the
project management of whole life cycle A, the improvement strategy is put forward
for the project management of whole life cycle A from the aspects of management
mechanismreform,improvingriskmanagementability,strengtheningbasic
management, reasonable allocation of resources and strengthening talent training.
Through research, it is concluded that the whole life cycle project management
plays an important role inensuring the construction period, saving costs and
improving benefits. Through management improvement, the level of the whole life
cycle project management can be improved, and the purpose of improving the quality
II
Abstract
and efficiency of the project operation can be achieved.
In order to achieve resource sharing, solidify the management and control
process,improvethemanagementandcontrolefficiency,andrealizethe
comprehensive improvement of the whole life cycle engineering project management,
the development trend is to build the management and control platform by using the
means of information technology.
Key words: Full life cycle； A construction enterprise； engineering project
management
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