项目经理激励与约束机制改革的建议.docVIP

摘 要 项目经理对一个项目的成与败至关重要，特别是随着科学技术、经济建设和市场经济的迅速发展，工程建设项目向大型化发展，建设内容向高科技多层次发展，项目投资风险向多极化发展，项目管理也向精密化和定量化发展，这对项目经理就提出了更高的要求。 本文在阅读了大量的相关文献的基础上，介绍我国工程项目经理管理和激励的现状以及问题、介绍了项目经理责任制的由来、项目承包制的类型，以及我国工程项目管理中的问题和我国工程项目经理管理中的问题。然后，针对我国工程项目经理激励问题，本论文通过建立多任务或者多目标委托代理模型来分析我国项目经理激励机制设计问题。本论文中建立的工程项目经理激励的多任务委托代理模型，首次将项目经理的目标函数设为三个任务，即项目的质量、成本和工期三个方面的目标。而其他的相关方面的研究，都没有假设项目经理的目标是三个，做多的是假设项目经理的目标是两个。最后，针对我国工程项目经理激励和约束机制问题，本文提出了改革的建议。 关键词：项目经理；委托代理理论；多任务委托代理；激励 Abstract The rapid development of information technology in business today, whether it is business itself, the software vendors or service providers , are faced with enormous challenges. Enterprise information technology is fully effective , is it possible to realize the true meaning of corporate efficiency, thereby accelerating economic and social development , depending on how all the characters on the chain to achieve accurate self- positioning, self- development, and whether mutual efficient cooperation. As information technology software services provider, to create for themselves a good living environment is very important. At the same time , build a successful team to achieve team value , win and successfully serve customers , is a necessary condition for survival and development . This article will ask questions, how to build a successful software provider in team development team will face the problem of what kind of internal and external ; ? Then propose appropriate for the problem solution , reveal when information software services industry at risk and challenges, what method to use to solve problems , deal with the crisis. Paper is divided into six chapters . The first chapter is an overview , describes the market situation of enterprise information , business information services providers living environment ; second chapter describes the basic software service provider team structure and operational processes ; Chapter III of the current software service provider internal and external problems faced by the team