TA联通社会渠道建设项目后评估研究-项目管理专业论文.docxVIP

PAGE PAGE IV TA 联通社会渠道建设项目后评估研究 摘 要 随着我国电信体制改革的深入，电信全业务运营和竞争的时代已经来临，运营商之 间的竞争已从简单的业务竞争向价值链和营销网的竞争转变，渠道已成为运营商获得客 户取得竞争优势的重要资源，渠道建设和管理已成为运营商重要的工作内容。 项目后评估，是项目管理的重要组成部分，是在项目建成投入使用的一定时间后， 对项目运行的全过程进行系统分析，以及对项目产生的财务、经济、社会、环境、持续 性等方面的效益和影响进行客观、科学、公正的再评价。本论文介绍了项目后评估的理 论体系、内容程序以及采用的主要方法。 渠道项目存在建设周期长，成本占用高，管理控制难，效益显现慢的特点，对此类 项目的评估一直没有形成系统的分析模板及指标体系，项目决策存在一定的盲目性。本 论文选取了 TA 联通社会渠道项目为案例，使用多种方法进行了系统、全面、客观的分 析研究，提出了同类项目的后评估指标体系，并从目标、过程、效益、影响、持续性等 几个方面对项目进行了全方位后评估，总结了项目的经验与不足，为后续项目发展提出 了建议。 项目后评估工作不能孤立存在，只有从项目决策、组织实施、提出建议、信息反馈、 推广应用等多个环节共同努力，才能真正让后评估为企业发展发挥建设性的作用。基于 此，本论文还对运营商项目后评估工作提出了建议。 关键词：社会渠道 项目 后评估 The Post Evaluation Of Social Channel Project Construction Of TA Unicom Abst r act With the reform of telecom, the time when the telecom’s business operates and competes is coming. The competition among businessmen has changed from simple business to value chain and marketing network. As distribution channel has become the important resource from which the businessmen can get mass client and competition advantages, the businessmen are paying more attention to channel construction and management. As the important part of project management, post project assessment is used to analysis the project operating. And it is also used to revalue the efficiency and influence of the project with objective, scientific and fair view, including finance, economy, society, environment and persistence. This article introduces the theory system, content process and main ways of the post project assessment. Channel project has the disadvantages of long construction period, high cost, difficult to manage and slow to get profit. The assessment of these projects hasn’t formed systematical analytical template or index system. Project decision exist blindness. This article takes TA Unicom Society Channel Project as an example, using many ways to analysis and study and coming up with the same project’s post assessment, which revalues the project in the aspects of aim, process, efficiency, influ