建筑设计企业项目导向型组织模式研究
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摘要
随着2006入世保护期的结束及国内建筑设计行业改革的日益深化,国内建筑设计市场的竞争日趋激烈。建筑设计单位是典型的项目导向型企业,其主要利润来源于项目,这就决定了建筑设计企业必须以项目管理为核心,企业的工作应该是围绕项目展开。但在传统组织模式下,建筑设计企业业务的主要运行方式是集中计划管理,由于产生于计划体制,近几年原有组织模式已在许多方面显示出与现有国内改革开放及激烈的市场竞争环境相冲突的地方,建立与国际接轨并适合中国国情的项目导向型的组织,是国内建筑设计企业尤其是综合型建筑设计企业在当前市场环境下的必然要求。
本文通过对国内外现代建筑设计企业管理及运行机制、尤其是组织机制方面的对比研究,找出国内设计企业在组织及项目管理方面的问题和差距,并从管理专业化的角度对组织结构功能进行重新梳理、定位,以项目管理为核心,从有利于资源配置、提高产能的角度提出项目导向型的设计院的组织优化方案。
该组织优化方案采用项目管理下的专业所模式,以矩阵式结构来组织完成项目,专业部门与项目导向型的职能部门是它的稳定部门,项目部是它的临时部门。它强调设计管理中的专业做精,职能做强,项目做宽的战略指导思想,切实发挥以项目管理为中心,以职能管理为保障,以专业管理为支撑的项目组织战略格局的作用,是借鉴国际通行做法并符合国内建筑设计企业实际情况的组织设计模式。
为使项目导向型组织有效运行,需要建立与之相配套的运行机制。本文主要从工作流程的改进与人力资源的保障两方面介绍与项目导向型组织相适应的运行机制的:工作流程的改进是通过建立以项目管理为中心的项目导向型的工作流程明确了各部门角色在项目中的关系,同时,及时总结反馈,提高组织技术与管理水平,做好客户的服务工作,实现与客户的良好沟通;人力资源保障主要是通过建立项目导向型的绩效管理与激励体系,使部门的价值体现在对企业价值创造的载体——项目的角色贡献中,利用相应的利益驱动使各部门扮演好其各自角色,承担其相应的责任,大大调动了各部门员工参与项目的积极性,提高了组织效率。
最后,本文选择国企改制比较成功的济南同圆建筑设计院为例,结合该院现状,为该院设计出一套项目导向型组织的实施方案,该方案力求贴近国内设计院实际,增强项目导向型组织的可操作性
Along with the end of WTO protection period in 2006 and the deepening of domestic architectural design enterprise's reform, the architectural design market competition is becoming increasingly fierce. As architectural design enterprises is the typical project-oriented enterprise and its main profit originates from the project, it must take the project management as the core and it's work should be centers on the project to launch. But under traditional organization pattern, its main business operation mode is focused on the plan. As this mode arising from the planned system, it had demonstrated in many aspects which conflicts the domestic reform and open policy and the intense market competition environment in recent years. To establish the project-oriented organization which suit international standards and the Chinese national condition is the inevitably request which for the architectural design enterprises, especially for the integrated architectural design business in the current market environment.
This passage first find the problem and the disparity of the domestic architectural design enterprise in the organizations and project management through the comparative studies of the domestic and international business management and operation patterns, particularly its organizational structure. It proposed project-oriented design institute organizations optimization which re-organizes the structure and re-locates the function, taking project management as the core from the advantageous in the resources deployment and the enhancement produces can.
This organizations optimization used by the professional institute model, in a matrix organizational structure to organize the project, professional departments and the functions of the project-oriented sector is the stability of its departments; the department of the project is its temporary department. It stressed the strategic guidance that around the project management to do the professional design fine, the functions stronger and the projects wide. It really plays the strategic pattern role that focus on project management for the protection of function management and the support of professional management. It is project organized mode in accordance with domestic architectural enterprise and by learning from international practice.
For the project-oriented organizations operating effectively it is necessary to establish the operating mechanism matching with the organizations. This article introduces the operating mechanism mainly from work flow's improvement and human resources' safeguard. Work flow's improvement has defined the role of the various departments in the project clearly by establishing the project-oriented work processes which take project management as central. At the same time, it not only requires us to conclude and feedback timely, and to enhance the technical and management level, but also requires us to do a good job in customer service work, and to communicate with customers well. Human resources' safeguard mainly through the establishment of the project-oriented performance management and incentive system, causes department's value to manifest to the enterprise value creation carrier - - project role contribution. It uses the corresponding benefit actuation to cause various departments to play its respective role, undertakes its corresponding responsibility. It mobilizes the staff of the various departments participate in the project greatly and raises the organization efficiency.
Finally, this passage takes Jinan Tongyuan architectural design institute as the example which successfully restructures from a state-owned enterprise to a private enterprise. It designs a set of project guidance organization's implementation plan for this enterprise with the present situation of the enterprise. This plan makes every effort to draw close to the domestic design institute reality and to enhance project guidance organization's feasibility.
本文通过对国内外现代建筑设计企业管理及运行机制、尤其是组织机制方面的对比研究,找出国内设计企业在组织及项目管理方面的问题和差距,并从管理专业化的角度对组织结构功能进行重新梳理、定位,以项目管理为核心,从有利于资源配置、提高产能的角度提出项目导向型的设计院的组织优化方案。
该组织优化方案采用项目管理下的专业所模式,以矩阵式结构来组织完成项目,专业部门与项目导向型的职能部门是它的稳定部门,项目部是它的临时部门。它强调设计管理中的专业做精,职能做强,项目做宽的战略指导思想,切实发挥以项目管理为中心,以职能管理为保障,以专业管理为支撑的项目组织战略格局的作用,是借鉴国际通行做法并符合国内建筑设计企业实际情况的组织设计模式。
为使项目导向型组织有效运行,需要建立与之相配套的运行机制。本文主要从工作流程的改进与人力资源的保障两方面介绍与项目导向型组织相适应的运行机制的:工作流程的改进是通过建立以项目管理为中心的项目导向型的工作流程明确了各部门角色在项目中的关系,同时,及时总结反馈,提高组织技术与管理水平,做好客户的服务工作,实现与客户的良好沟通;人力资源保障主要是通过建立项目导向型的绩效管理与激励体系,使部门的价值体现在对企业价值创造的载体——项目的角色贡献中,利用相应的利益驱动使各部门扮演好其各自角色,承担其相应的责任,大大调动了各部门员工参与项目的积极性,提高了组织效率。
最后,本文选择国企改制比较成功的济南同圆建筑设计院为例,结合该院现状,为该院设计出一套项目导向型组织的实施方案,该方案力求贴近国内设计院实际,增强项目导向型组织的可操作性
Along with the end of WTO protection period in 2006 and the deepening of domestic architectural design enterprise's reform, the architectural design market competition is becoming increasingly fierce. As architectural design enterprises is the typical project-oriented enterprise and its main profit originates from the project, it must take the project management as the core and it's work should be centers on the project to launch. But under traditional organization pattern, its main business operation mode is focused on the plan. As this mode arising from the planned system, it had demonstrated in many aspects which conflicts the domestic reform and open policy and the intense market competition environment in recent years. To establish the project-oriented organization which suit international standards and the Chinese national condition is the inevitably request which for the architectural design enterprises, especially for the integrated architectural design business in the current market environment.
This passage first find the problem and the disparity of the domestic architectural design enterprise in the organizations and project management through the comparative studies of the domestic and international business management and operation patterns, particularly its organizational structure. It proposed project-oriented design institute organizations optimization which re-organizes the structure and re-locates the function, taking project management as the core from the advantageous in the resources deployment and the enhancement produces can.
This organizations optimization used by the professional institute model, in a matrix organizational structure to organize the project, professional departments and the functions of the project-oriented sector is the stability of its departments; the department of the project is its temporary department. It stressed the strategic guidance that around the project management to do the professional design fine, the functions stronger and the projects wide. It really plays the strategic pattern role that focus on project management for the protection of function management and the support of professional management. It is project organized mode in accordance with domestic architectural enterprise and by learning from international practice.
For the project-oriented organizations operating effectively it is necessary to establish the operating mechanism matching with the organizations. This article introduces the operating mechanism mainly from work flow's improvement and human resources' safeguard. Work flow's improvement has defined the role of the various departments in the project clearly by establishing the project-oriented work processes which take project management as central. At the same time, it not only requires us to conclude and feedback timely, and to enhance the technical and management level, but also requires us to do a good job in customer service work, and to communicate with customers well. Human resources' safeguard mainly through the establishment of the project-oriented performance management and incentive system, causes department's value to manifest to the enterprise value creation carrier - - project role contribution. It uses the corresponding benefit actuation to cause various departments to play its respective role, undertakes its corresponding responsibility. It mobilizes the staff of the various departments participate in the project greatly and raises the organization efficiency.
Finally, this passage takes Jinan Tongyuan architectural design institute as the example which successfully restructures from a state-owned enterprise to a private enterprise. It designs a set of project guidance organization's implementation plan for this enterprise with the present situation of the enterprise. This plan makes every effort to draw close to the domestic design institute reality and to enhance project guidance organization's feasibility.
引文
[1]祝波善.展望2008:建筑设计企业要打造“整合力、扩张力、支配力”天强管理顾问网
[2]朱国云.组织理论历史与流派[M]南京人学出版社97.10
[3]Tunrer,J.R.,Handbook for Project-Based Management,2nded[M],London:McGraw-Hill,1999.
[4]DeFillippi,R.J.,Arthur,M.,Paradox in project-based enterprise:the case of filmmaking[J].California Manage,1998,vol.40(2):125-39.
[5]Lindkvist,L.,Governing project-based firms:promoting market-like processes within hierarchies[J].J Manage Governance,2004,vol.8:3-25.
[6]Hobday,M.,The project-basedorganization:an ideal form for managing complex products and systems[J].Res Policy,2000,vol.29:871-930.
[7]Hobday,M.,Product complexity,innovation and industrial organization [J].Res Policy,1998,vol.26:689-710.
[8]Hobbs B,Aubry M.A realistic portrait of the PMOs:the results of an empirical investigation[J]].In:Proceedings of the PMI North American global congress 2005.Toronto,Canada,Newton Square,PA:Project Management Institute,2005.
[9]Morris P.Moving from corporate strategy to project strategy:leadership in project management.In:Proceedings of the PMI research conference 2004,London,UK,2004.
[10]卢向南,朱祥松.浅议项目导向型企业组织结构的设计[J].技术经济与管理研究,2004(4):77-78.
[11]赵景阳,高新伟.项目导向型企业的项目关系管理研究[J].项目管理技术
[12]戚安邦,于波.面向创新的项目导向型企业体制与机制的集成模型与方法研究[J].南开管理评论,2007,10(3):94-101.
[13]戚安邦,杨玉武,廖媛红,翟磊.面向知识经济和创新型国家的项目导向型企业组织和社会研究[J].科学学与科学技术管理,2006(4):70-76.
[14]邱菀华等.项目计划管理在项目导向型组织中的应用研究.中国项目管理研究会2004年年套论文集,2004,10.
[15]丁荣贵、孙亚男、吕冠珠.项目导向型企业的组织机制研究
[16]吴冰.勘察设计单位引入现代项目管理有关问题的探讨[J]中国工程咨询.2004(3)
[17]丁荣贵.基于过程的项目治理方式的实现
[18]丁荣贵.如何有效激励研发人员
[19]如何在项目化管理中提高人员的积极性.365优·中国办公网http://www.365u.com.cn/WenZhang/Detail/Article_104132.html
[20]济南同圆建筑设计研究院员工手册
[21]勘察设计行业员工考核问题分析.天天人力网http://www.tthr.cn/info/2275.htm
[22]中国(双法)项目管理研究委员会著 中国项目管理知识体系[M]电子工业出版社 2006
[23]丁荣贵.项目治理--实现可控的创新[M]电子工业出版社 2006.10
[24]工程项目组织与管理[M]中国计划出版社2007.11
[25]丁士昭 工程项目管理[M]中国建筑工业出版社 2005.10
[26]吴彦俊.大型建设企业项目组织三维结构设计研究[J]项目管理技术2008(2)
[27]工程咨询设计行业改革发展的实践与展望_摘要[J].中国勘察设计2007(9)
[28]谷伟、李渊,建筑设计企业组织结构选择[J].建筑设计管理,2007(2)
[29]张影.勘察设计单位管理创新的突破口[J]四川建材.2006(4)
[30]修璐.对我国大中型建筑设计企业发展有关问题的思考[J]改革论坛2005(1)
[31]吴来伟、莫正华.基于设计项目的企业组织结构重构研究[J]重庆建筑2004(5)
[32]何锦超.大型建筑设计企业生产组织管理模式的探讨[J]中外建筑2004(3)
[33]余威铭.论我国建筑设计企业管理现代化[J]建筑设计管理2002(3)
[34]王丽.浅谈我国中型建筑设计企业的组织瓶颈.天强管理顾问网
[35]赵春明.构造设计院基于项目管理的组织结构.全球品牌网http://www.globrand.com/2007/05/14/20070514-101817-1.shtml
[36]中国建筑设计前景诱人设计师三分天下争扩版图,TOM财经纵横网http://finance.tom.com
[37]勘察设计单位需要项目管理,中国经理人网 http://www.handlers.cn/
[38]工程勘察设计企业人力资源管理初探.飞诺网http://info.feno.cn/2007/120408/c000057153.shtml
[39]马伟东.建筑设计企业可持续发展模式的研究[D]武汉理工大学硕士学位论文.2003
[40]IPMA,Project-Oriented Business and Society,Proceedings of the 17th Conference on PM,Moscow,June,2003
[41]Turner,J.R.and A.E,Keegan,Mechanisms of governance in the project-based organization, European Management Journal, 2001, Vol.19 (3)
[42]Gareis, R. Management in Project-oriented Society, Proceedings of PMI Research Conference, 2002
[43]Huemann , M, and J.R, Turner, Proposal of Project Orientation International, IPMA and PMG, 2005
[44]Schlichter, J, PMI's Organizational Project Management Maturity Model[C].PMI Annual Symposium, Nashville, 2001
[45]Kerzner, H, Strategic; Planning for Project Management Using a Maturity Model [M]. NY: John Wiley&Sons, 2001
[46] PMI , PMI's Organizational Project Management Maturity Model Standards .USA, PMI, 2004
[47]Harold Kerzner. Project management: a systems approach to planning, scheduling, and controlling[M]. John Wiley & Sons, Inc. 2005.
[48]Clifford F Gray, Eric w Larson. Project management[M]. Mcgraw—Hill Companies, Inc. 2003.
[2]朱国云.组织理论历史与流派[M]南京人学出版社97.10
[3]Tunrer,J.R.,Handbook for Project-Based Management,2nded[M],London:McGraw-Hill,1999.
[4]DeFillippi,R.J.,Arthur,M.,Paradox in project-based enterprise:the case of filmmaking[J].California Manage,1998,vol.40(2):125-39.
[5]Lindkvist,L.,Governing project-based firms:promoting market-like processes within hierarchies[J].J Manage Governance,2004,vol.8:3-25.
[6]Hobday,M.,The project-basedorganization:an ideal form for managing complex products and systems[J].Res Policy,2000,vol.29:871-930.
[7]Hobday,M.,Product complexity,innovation and industrial organization [J].Res Policy,1998,vol.26:689-710.
[8]Hobbs B,Aubry M.A realistic portrait of the PMOs:the results of an empirical investigation[J]].In:Proceedings of the PMI North American global congress 2005.Toronto,Canada,Newton Square,PA:Project Management Institute,2005.
[9]Morris P.Moving from corporate strategy to project strategy:leadership in project management.In:Proceedings of the PMI research conference 2004,London,UK,2004.
[10]卢向南,朱祥松.浅议项目导向型企业组织结构的设计[J].技术经济与管理研究,2004(4):77-78.
[11]赵景阳,高新伟.项目导向型企业的项目关系管理研究[J].项目管理技术
[12]戚安邦,于波.面向创新的项目导向型企业体制与机制的集成模型与方法研究[J].南开管理评论,2007,10(3):94-101.
[13]戚安邦,杨玉武,廖媛红,翟磊.面向知识经济和创新型国家的项目导向型企业组织和社会研究[J].科学学与科学技术管理,2006(4):70-76.
[14]邱菀华等.项目计划管理在项目导向型组织中的应用研究.中国项目管理研究会2004年年套论文集,2004,10.
[15]丁荣贵、孙亚男、吕冠珠.项目导向型企业的组织机制研究
[16]吴冰.勘察设计单位引入现代项目管理有关问题的探讨[J]中国工程咨询.2004(3)
[17]丁荣贵.基于过程的项目治理方式的实现
[18]丁荣贵.如何有效激励研发人员
[19]如何在项目化管理中提高人员的积极性.365优·中国办公网http://www.365u.com.cn/WenZhang/Detail/Article_104132.html
[20]济南同圆建筑设计研究院员工手册
[21]勘察设计行业员工考核问题分析.天天人力网http://www.tthr.cn/info/2275.htm
[22]中国(双法)项目管理研究委员会著 中国项目管理知识体系[M]电子工业出版社 2006
[23]丁荣贵.项目治理--实现可控的创新[M]电子工业出版社 2006.10
[24]工程项目组织与管理[M]中国计划出版社2007.11
[25]丁士昭 工程项目管理[M]中国建筑工业出版社 2005.10
[26]吴彦俊.大型建设企业项目组织三维结构设计研究[J]项目管理技术2008(2)
[27]工程咨询设计行业改革发展的实践与展望_摘要[J].中国勘察设计2007(9)
[28]谷伟、李渊,建筑设计企业组织结构选择[J].建筑设计管理,2007(2)
[29]张影.勘察设计单位管理创新的突破口[J]四川建材.2006(4)
[30]修璐.对我国大中型建筑设计企业发展有关问题的思考[J]改革论坛2005(1)
[31]吴来伟、莫正华.基于设计项目的企业组织结构重构研究[J]重庆建筑2004(5)
[32]何锦超.大型建筑设计企业生产组织管理模式的探讨[J]中外建筑2004(3)
[33]余威铭.论我国建筑设计企业管理现代化[J]建筑设计管理2002(3)
[34]王丽.浅谈我国中型建筑设计企业的组织瓶颈.天强管理顾问网
[35]赵春明.构造设计院基于项目管理的组织结构.全球品牌网http://www.globrand.com/2007/05/14/20070514-101817-1.shtml
[36]中国建筑设计前景诱人设计师三分天下争扩版图,TOM财经纵横网http://finance.tom.com
[37]勘察设计单位需要项目管理,中国经理人网 http://www.handlers.cn/
[38]工程勘察设计企业人力资源管理初探.飞诺网http://info.feno.cn/2007/120408/c000057153.shtml
[39]马伟东.建筑设计企业可持续发展模式的研究[D]武汉理工大学硕士学位论文.2003
[40]IPMA,Project-Oriented Business and Society,Proceedings of the 17th Conference on PM,Moscow,June,2003
[41]Turner,J.R.and A.E,Keegan,Mechanisms of governance in the project-based organization, European Management Journal, 2001, Vol.19 (3)
[42]Gareis, R. Management in Project-oriented Society, Proceedings of PMI Research Conference, 2002
[43]Huemann , M, and J.R, Turner, Proposal of Project Orientation International, IPMA and PMG, 2005
[44]Schlichter, J, PMI's Organizational Project Management Maturity Model[C].PMI Annual Symposium, Nashville, 2001
[45]Kerzner, H, Strategic; Planning for Project Management Using a Maturity Model [M]. NY: John Wiley&Sons, 2001
[46] PMI , PMI's Organizational Project Management Maturity Model Standards .USA, PMI, 2004
[47]Harold Kerzner. Project management: a systems approach to planning, scheduling, and controlling[M]. John Wiley & Sons, Inc. 2005.
[48]Clifford F Gray, Eric w Larson. Project management[M]. Mcgraw—Hill Companies, Inc. 2003.