战略导向的企业项目组合评价体系研究
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摘要
在企业中很多创新性的工作被按照项目来实施,项目与运作已经成为实现企业战略目标的重要工具,随着经济的发展,企业中的项目越来越多,企业在面临众多项目而资源有限的情况下,如何组织好、协调好多个项目,同时又要使其与企业战略目标一致成为亟待解决的问题,基于此,人们提出项目组合管理理论。项目组合管理有助于企业核心能力的培养和提升;有助于使项目与企业经营战略相匹配;有助于使项目组合价值最大化及在企业内引进一个连贯统一的项目评估与选择机制等。
项目组合管理不是简单地对多个项目进行管理,而是超越了传统项目管理的边界,它作为企业项目和战略之间的桥梁,使项目实施和企业发展战略结合起来。项目组合管理首要的就是进行项目组合评价,项目组合评价研究实际上是一个多目标优化问题,本文从广义的项目组合概念入手,分析项目组合管理的特点,从企业战略的角度分析项目组合管理对企业发展的推动作用。接着分析和总结了项目组合评价的7种方法,即期望商业价值法、动态定制排队列表法、评分模型法、灰色关联分析、模糊综合评价、气泡图法,在此基础上,基于项目组合管理的特点,本文采用层次灰色方法从项目组合对企业的回报、项目组合的战略匹配度、项目组合风险和项目组合的内部关联性四方面建立了项目组合评价指标体系,并通过模糊综合评价和灰色关联度相结合的方法建立项目组合评价模型,最后,通过算例说明了项目组合评价模型的应用过程,实现了企业层次的项目管理与单一项目层次的项目管理的有机结合。
In enterprise operation, most creative work is carried out as projects, and hence projects and operations are critical means to realize corporate strategic targets. With the economic development, enterprises are expected to handle increasing projects with restricted resources and thus an immediate solution is required to coordinate these projects and make them consistent with the corporate strategic targets. The project portfolio management theory is thus brought forward to meet this requirement. This theory is helpful to enhance the general corporate capacity, helpful to fit the projects into the corporate operation strategy, helpful to maximize the combinative value of the projects and introduce into the enterprise a uniform and consistent project evaluation and selection mechanism.
Different from a simple project management, project portfolio management has taken a step further over the traditional project management, and has bridged the gap between corporate project operation and its strategy of development. The project portfolio management primarily involves an project portfolio evaluation, the study of which ranks factually as multi-target optimized issue. In the perspective of project portfolio in general, this paper looks into the characteristic of project portfolio management, in order to define the driving force of the project portfolio management towards the corporate development in view of the corporate strategy. Then it goes to analyze and conclude seven ways to evaluate project portfolio: Expectation Commerce Value、Dynamic Customization Queue List Method、Scoring Model、Grey Correlation Analysis、Fuzzy Comprehensive Evaluation、Bubble Pattern. Based up on this, the paper adopts Analytic hierarchy process, takes into account the four aspects of benefits, strategic fitness, involving risks and inner association of project portfolio, and hereby establishes an evaluation index system of project portfolio. After that, in combination with Fuzzy Comprehensive Evaluation and grey associativeness, it proceeds to constitute a project portfolio evaluation model. Finally, the essay illustrates the application of the project portfolio evaluation model by way of examples, and has greatly realized the integration of corporate hierarchical project management with one-item level project operation.
项目组合管理不是简单地对多个项目进行管理,而是超越了传统项目管理的边界,它作为企业项目和战略之间的桥梁,使项目实施和企业发展战略结合起来。项目组合管理首要的就是进行项目组合评价,项目组合评价研究实际上是一个多目标优化问题,本文从广义的项目组合概念入手,分析项目组合管理的特点,从企业战略的角度分析项目组合管理对企业发展的推动作用。接着分析和总结了项目组合评价的7种方法,即期望商业价值法、动态定制排队列表法、评分模型法、灰色关联分析、模糊综合评价、气泡图法,在此基础上,基于项目组合管理的特点,本文采用层次灰色方法从项目组合对企业的回报、项目组合的战略匹配度、项目组合风险和项目组合的内部关联性四方面建立了项目组合评价指标体系,并通过模糊综合评价和灰色关联度相结合的方法建立项目组合评价模型,最后,通过算例说明了项目组合评价模型的应用过程,实现了企业层次的项目管理与单一项目层次的项目管理的有机结合。
In enterprise operation, most creative work is carried out as projects, and hence projects and operations are critical means to realize corporate strategic targets. With the economic development, enterprises are expected to handle increasing projects with restricted resources and thus an immediate solution is required to coordinate these projects and make them consistent with the corporate strategic targets. The project portfolio management theory is thus brought forward to meet this requirement. This theory is helpful to enhance the general corporate capacity, helpful to fit the projects into the corporate operation strategy, helpful to maximize the combinative value of the projects and introduce into the enterprise a uniform and consistent project evaluation and selection mechanism.
Different from a simple project management, project portfolio management has taken a step further over the traditional project management, and has bridged the gap between corporate project operation and its strategy of development. The project portfolio management primarily involves an project portfolio evaluation, the study of which ranks factually as multi-target optimized issue. In the perspective of project portfolio in general, this paper looks into the characteristic of project portfolio management, in order to define the driving force of the project portfolio management towards the corporate development in view of the corporate strategy. Then it goes to analyze and conclude seven ways to evaluate project portfolio: Expectation Commerce Value、Dynamic Customization Queue List Method、Scoring Model、Grey Correlation Analysis、Fuzzy Comprehensive Evaluation、Bubble Pattern. Based up on this, the paper adopts Analytic hierarchy process, takes into account the four aspects of benefits, strategic fitness, involving risks and inner association of project portfolio, and hereby establishes an evaluation index system of project portfolio. After that, in combination with Fuzzy Comprehensive Evaluation and grey associativeness, it proceeds to constitute a project portfolio evaluation model. Finally, the essay illustrates the application of the project portfolio evaluation model by way of examples, and has greatly realized the integration of corporate hierarchical project management with one-item level project operation.
引文
[1]白思俊.现代项目管理[M].北京机械工业出版社,2002.9
[2]白思俊.项目管理为企业带来的管理变革[J].项目管理技术,2004(3):5-7
[3]哈罗德科兹纳.项目管理:计划、进度和控制的系统方法(第七版)[M]电子工业出版社,2002
[4]PMI.Project Portfolio Management Basics Knowledge & Wisdom[J],2003.3
[5]PMI.PMI PM Standards Program-Program/Portfolio Management Standard[R],2003.7
[6]J.Rodney Turner,Stephen J.Simister.Gower Handbook of Project Management[M].北京:机械工业出版社,2004,31
[7]席相霖.现代工程项目管理实用手册[M].北京:新华出版社,2002,314-320
[8]王炜望,杜纲,齐庆祝.项目管理群模式研究[J].西安电子科技大学学报(社会科学版).2004,14(3):75-79
[9]许江林,刘景梅.项目组合管理标准IM].(美)项目管理协会,2008.1
[10]陈铁信,霍吉栋,刘源张.项目管理发展评述[J].管理评论,2004(2):59-62
[11]陆爱平.企业项目组合管理研究[J].企业管理,2005(4):26-28
[12]张立军,苏萍.组合管理思想在项目管理中的运用[J].建筑经济,2004(9):54-57
[13]王炜望,杜纲,齐庆祝.项目群管理中项目选择方法的研究[J].工业工程,2004,7(6):37-40
[14]范存彦,黄凯.论战略管理与项目管理的关联[J].美中经济评论,2004(3):35-41
[15]Bevilaequa M,Btagliam.The Analytic Hierarchy Process Applied to Maintenance Strategy Selection[J].Reliability Engineering and System Safety,2000,70(1):71-83
[16]PMBOK.A Guide to the project management body of knowledge-2000 edition [M].Newtown Square,Pennsylvania:Project Management Institute,2000
[17]孙兆辉.企业项目组合管理及项目组合评价研究[D].西北工业大学,2005
[18]Norm Archer,Fereidoun Ghasemzadeh.An integrated framework for project portfolio selection[J].International Journal of Project Management,1999,17(4):207-216
[19]田庆锋,姜继娇.企业项目管理—中国项目管理研究新前沿[J].西北工业大学学报(社会科学版),2003,23:195-197
[20]李文,李丹.企业多项目分级及信息项目[J].项目管理技术,2004(1):6-11
[21]Roderic,Gray.Alternative approaches to program management[J].International Journal of Project Management,1997,15(1):5-9
[22]Roderic Gray,Pamela Bamford.Issues in programme integration[J].International Journal of Project Management,1999,17(6):361-366
[23]Ferns DC.Development in programme management[J].International Journal of Project Management,1991,9(3):148-156
[24]F.Ghasemzadeh,N.P.Areher.project portfolio selection through decision support[J].Decision Support Systems,2000(29):73-88
[25]Liang G S.Fuzzy MCDM based on ideal and anti-ideal concepts[J].European Journal of Operational Research,1999,112(3):682-691
[26]郭鹏,曹朝喜,杨娅芳.基于种群生态学的竞争项目组合风险决策模型[J].工业工程,2006,9(6):70-75
[27]Guo Peng,Cao Zhao-xi,Zhu yu-ming,An Hui-gang.Palpation Ecology Based and Benefit Oriented Decision-making Model of Project Portfolio Scale[A],proceedings of 2006international conference on management science & Engineering[C],2006.11
[28]欧立雄,余文明.企业项目化管理中战略层次的项目组合选择模型[J].科学技术与工程,2007,7(9):212-216
[29]张丹,马季.不同生命周期项目组合的约束资本预算优化模型及算法[J].郑州航空工业管理学院学报,2005,23(2):49-52
[30]杜先进,孙树栋,欧立雄.基于相互影响的R&D项目组合选择[J].工业工程,2007,10(2):130-137
[31]郑芳.基于实物期权的R&D多项目投资决策研究[D].哈尔滨工业大学,2006
[32]蔚林巍.项目化的管理与项目组合管理[J].项目管理技术,2004(1):1-5
[33]王井祥.谈项目组合管理—项目导向型企业的管理方式[J].项目管理技术,2003(3):37-39
[34]David Anderson,Tony Merna.Project Management Strategy--project management represented as a process based set of management domains and the consequences for project management strategy[J].International Journal of Project Management,2003,21(6):387-393
[35]Juite Wang,W.L.H wang.A fuzzy set approach for R&D portfolio selection using a real options valuation model[J].International Journal of Management Science,2005,7:1-11
[36]Juliana,Hsuan Mikkola.Portfolio management of R&D Projects:implications for innovation management[J].Technovation,2001(21):423-435
[37]C.P.Lawson,P.J.Longhurst,P.CIvey.The application of a new research and development Project selection model in SMEs[J],Technovation,2004
[38]Robert L Schmidt.A Model for R&D Project Selection with Combined Benefit,Outcome and Resource Interaction[J].IEEE Transactions on Engineering Management,1993,40,403-410
[39]贺灵,单汨源.风险投资项目模糊综合评价模型及应用研究[J].株洲工学院学报,2005,19(6):73-75
[40]陈学中,马力,李光红.投资项目选择的评价体系和模糊综合评价模型[J].数量经济技术经济研究,2001,10:55-58
[41]柴国荣,徐渝,董书宁.大型科研院所的综合竞争力评价研究[J].科研管理,2006,27(3):110-115
[42]张静文,徐渝,柴国荣,朱少英.高新技术项目投资风险评价方法的比较研究[J].研究与发展管理,2004,16(2):49-55.
[43]H.W.Chen,Ni-Bin Chang.Prediction analysis of solid waste generation based on grey fuzzy dynamic modeling[J].Resources,Conservation and Recycling,2000(29):1-18
[44]H.W.Chen,Ni-Bin Chang.Prediction analysis of solid waste generation based on grey fuzzy dynamic modeling[J].Resources,Conservation and Recycling,2000(29):1-18
[45]GRJahanshahloo,Fhosseinzadeh Lofti,Mmoradi.Sensitivity and stability analysis in DEA with interval data[J].Applied Mathematics and Computation,2004(156):463-477
[46]Stylianos Kavadias,Project Portfolio Selection and Resource Allocation in New Product Development[D],for PHD.Degree,INSEAD faculty,June,23,2003
[47]Michel Thiry.Combining value and project management into an effective programme management model[J].International Journal of Project Management,2002,20(3):221-227
[48]Ali Jaafari.Management of risk,uncertainties and opportunities on projects:time for a fundamental shift[J].International Journal of Project Management,2001,19(2):89-101
[49]Ali Jaafari,Kitsana Manivong.Towards a smart project management information system[J].International Journal of Project Management,1998,16(4):249-265
[50]NP Archer,F Ghasemzadeh.An integrated framework for project portfolio selection[J].International Journal of Project Management,17(4):207-216
[51]Merton Robert,"Application of Option-pricing Theory:Twenty-five Years Later".American Economic Review C(1988),88(3):323-349
[52]周春喜.基于灰色理论的科研项目立项评审[J].科学学与科学技术管理,2006(4): 39-43
[53]向华.多项目管理中的项目组织规划、沟通与冲突管理[J].产业与科技论坛,2007,6(10):182-183
[54]James J,Gary Klein.Project selection criteria by strategic orientation[J].Information &Management,1999(36):63-75
[55]S.Rajabi,D.M.Kilgou,K.W.Hipel.Modeling action-interdependence in multiple criteria decision making[J],European Journal of Operational Research,1998(110):490-508
[56]R.G.Cooper,S.J.Edgert,E.J.Kleinsehmidt.Portfolio Management for New Products[J].Addison-Wesley,Reading,MA,1998
[57]Joo H M,Chang S K.Application of Fuzzy Decision Making Method to the Evaluation of Spent Fuel Storage Options[J].Progress in Nuclear Energy,2001,39(3-4):345-351
[2]白思俊.项目管理为企业带来的管理变革[J].项目管理技术,2004(3):5-7
[3]哈罗德科兹纳.项目管理:计划、进度和控制的系统方法(第七版)[M]电子工业出版社,2002
[4]PMI.Project Portfolio Management Basics Knowledge & Wisdom[J],2003.3
[5]PMI.PMI PM Standards Program-Program/Portfolio Management Standard[R],2003.7
[6]J.Rodney Turner,Stephen J.Simister.Gower Handbook of Project Management[M].北京:机械工业出版社,2004,31
[7]席相霖.现代工程项目管理实用手册[M].北京:新华出版社,2002,314-320
[8]王炜望,杜纲,齐庆祝.项目管理群模式研究[J].西安电子科技大学学报(社会科学版).2004,14(3):75-79
[9]许江林,刘景梅.项目组合管理标准IM].(美)项目管理协会,2008.1
[10]陈铁信,霍吉栋,刘源张.项目管理发展评述[J].管理评论,2004(2):59-62
[11]陆爱平.企业项目组合管理研究[J].企业管理,2005(4):26-28
[12]张立军,苏萍.组合管理思想在项目管理中的运用[J].建筑经济,2004(9):54-57
[13]王炜望,杜纲,齐庆祝.项目群管理中项目选择方法的研究[J].工业工程,2004,7(6):37-40
[14]范存彦,黄凯.论战略管理与项目管理的关联[J].美中经济评论,2004(3):35-41
[15]Bevilaequa M,Btagliam.The Analytic Hierarchy Process Applied to Maintenance Strategy Selection[J].Reliability Engineering and System Safety,2000,70(1):71-83
[16]PMBOK.A Guide to the project management body of knowledge-2000 edition [M].Newtown Square,Pennsylvania:Project Management Institute,2000
[17]孙兆辉.企业项目组合管理及项目组合评价研究[D].西北工业大学,2005
[18]Norm Archer,Fereidoun Ghasemzadeh.An integrated framework for project portfolio selection[J].International Journal of Project Management,1999,17(4):207-216
[19]田庆锋,姜继娇.企业项目管理—中国项目管理研究新前沿[J].西北工业大学学报(社会科学版),2003,23:195-197
[20]李文,李丹.企业多项目分级及信息项目[J].项目管理技术,2004(1):6-11
[21]Roderic,Gray.Alternative approaches to program management[J].International Journal of Project Management,1997,15(1):5-9
[22]Roderic Gray,Pamela Bamford.Issues in programme integration[J].International Journal of Project Management,1999,17(6):361-366
[23]Ferns DC.Development in programme management[J].International Journal of Project Management,1991,9(3):148-156
[24]F.Ghasemzadeh,N.P.Areher.project portfolio selection through decision support[J].Decision Support Systems,2000(29):73-88
[25]Liang G S.Fuzzy MCDM based on ideal and anti-ideal concepts[J].European Journal of Operational Research,1999,112(3):682-691
[26]郭鹏,曹朝喜,杨娅芳.基于种群生态学的竞争项目组合风险决策模型[J].工业工程,2006,9(6):70-75
[27]Guo Peng,Cao Zhao-xi,Zhu yu-ming,An Hui-gang.Palpation Ecology Based and Benefit Oriented Decision-making Model of Project Portfolio Scale[A],proceedings of 2006international conference on management science & Engineering[C],2006.11
[28]欧立雄,余文明.企业项目化管理中战略层次的项目组合选择模型[J].科学技术与工程,2007,7(9):212-216
[29]张丹,马季.不同生命周期项目组合的约束资本预算优化模型及算法[J].郑州航空工业管理学院学报,2005,23(2):49-52
[30]杜先进,孙树栋,欧立雄.基于相互影响的R&D项目组合选择[J].工业工程,2007,10(2):130-137
[31]郑芳.基于实物期权的R&D多项目投资决策研究[D].哈尔滨工业大学,2006
[32]蔚林巍.项目化的管理与项目组合管理[J].项目管理技术,2004(1):1-5
[33]王井祥.谈项目组合管理—项目导向型企业的管理方式[J].项目管理技术,2003(3):37-39
[34]David Anderson,Tony Merna.Project Management Strategy--project management represented as a process based set of management domains and the consequences for project management strategy[J].International Journal of Project Management,2003,21(6):387-393
[35]Juite Wang,W.L.H wang.A fuzzy set approach for R&D portfolio selection using a real options valuation model[J].International Journal of Management Science,2005,7:1-11
[36]Juliana,Hsuan Mikkola.Portfolio management of R&D Projects:implications for innovation management[J].Technovation,2001(21):423-435
[37]C.P.Lawson,P.J.Longhurst,P.CIvey.The application of a new research and development Project selection model in SMEs[J],Technovation,2004
[38]Robert L Schmidt.A Model for R&D Project Selection with Combined Benefit,Outcome and Resource Interaction[J].IEEE Transactions on Engineering Management,1993,40,403-410
[39]贺灵,单汨源.风险投资项目模糊综合评价模型及应用研究[J].株洲工学院学报,2005,19(6):73-75
[40]陈学中,马力,李光红.投资项目选择的评价体系和模糊综合评价模型[J].数量经济技术经济研究,2001,10:55-58
[41]柴国荣,徐渝,董书宁.大型科研院所的综合竞争力评价研究[J].科研管理,2006,27(3):110-115
[42]张静文,徐渝,柴国荣,朱少英.高新技术项目投资风险评价方法的比较研究[J].研究与发展管理,2004,16(2):49-55.
[43]H.W.Chen,Ni-Bin Chang.Prediction analysis of solid waste generation based on grey fuzzy dynamic modeling[J].Resources,Conservation and Recycling,2000(29):1-18
[44]H.W.Chen,Ni-Bin Chang.Prediction analysis of solid waste generation based on grey fuzzy dynamic modeling[J].Resources,Conservation and Recycling,2000(29):1-18
[45]GRJahanshahloo,Fhosseinzadeh Lofti,Mmoradi.Sensitivity and stability analysis in DEA with interval data[J].Applied Mathematics and Computation,2004(156):463-477
[46]Stylianos Kavadias,Project Portfolio Selection and Resource Allocation in New Product Development[D],for PHD.Degree,INSEAD faculty,June,23,2003
[47]Michel Thiry.Combining value and project management into an effective programme management model[J].International Journal of Project Management,2002,20(3):221-227
[48]Ali Jaafari.Management of risk,uncertainties and opportunities on projects:time for a fundamental shift[J].International Journal of Project Management,2001,19(2):89-101
[49]Ali Jaafari,Kitsana Manivong.Towards a smart project management information system[J].International Journal of Project Management,1998,16(4):249-265
[50]NP Archer,F Ghasemzadeh.An integrated framework for project portfolio selection[J].International Journal of Project Management,17(4):207-216
[51]Merton Robert,"Application of Option-pricing Theory:Twenty-five Years Later".American Economic Review C(1988),88(3):323-349
[52]周春喜.基于灰色理论的科研项目立项评审[J].科学学与科学技术管理,2006(4): 39-43
[53]向华.多项目管理中的项目组织规划、沟通与冲突管理[J].产业与科技论坛,2007,6(10):182-183
[54]James J,Gary Klein.Project selection criteria by strategic orientation[J].Information &Management,1999(36):63-75
[55]S.Rajabi,D.M.Kilgou,K.W.Hipel.Modeling action-interdependence in multiple criteria decision making[J],European Journal of Operational Research,1998(110):490-508
[56]R.G.Cooper,S.J.Edgert,E.J.Kleinsehmidt.Portfolio Management for New Products[J].Addison-Wesley,Reading,MA,1998
[57]Joo H M,Chang S K.Application of Fuzzy Decision Making Method to the Evaluation of Spent Fuel Storage Options[J].Progress in Nuclear Energy,2001,39(3-4):345-351