進(jìn)入21世紀(jì)，隨著項(xiàng)目制企業(yè)的誕生，或者一些大型的集團(tuán)企業(yè)出現(xiàn)，企業(yè)的運(yùn)行管理方式不再以單一的項(xiàng)目管理的方式進(jìn)行，而是多個(gè)項(xiàng)目同時(shí)開(kāi)展工作。這樣就導(dǎo)致企業(yè)面臨的主要問(wèn)題由單一項(xiàng)目控制變成了如何協(xié)調(diào)管理多個(gè)項(xiàng)目。在一個(gè)軟件產(chǎn)品的全生命周期管理的過(guò)程中，實(shí)施的工作是占用人力資源最多、耗時(shí)比較長(zhǎng)的一個(gè)階段。一個(gè)快速、高效的實(shí)施過(guò)程，不僅能夠提高客戶的滿意度，加強(qiáng)合作，也能極大的降低交付團(tuán)隊(duì)的成本，提高公司的效益。在多個(gè)項(xiàng)目同時(shí)需要實(shí)施的條件下，對(duì)于人力資源這種企業(yè)最重要的資源，如何將人員和項(xiàng)目進(jìn)行合理的匹配，保證項(xiàng)目中的人員既不冗余也不短缺，激勵(lì)企業(yè)中的人員最大限度的發(fā)揮他們的能力，實(shí)現(xiàn)企業(yè)的目標(biāo)。是企業(yè)需要考慮的主要問(wèn)題。

Y軟件公司作為項(xiàng)目實(shí)施單位，對(duì)外提供信息化咨詢服務(wù)，需要實(shí)施的項(xiàng)目比較多，且容易變更，同時(shí)人員變動(dòng)也比較頻繁。由于在具體的工作中，對(duì)于不同的項(xiàng)目要求有不同的專(zhuān)業(yè)能力的人員去匹配。因此本文從項(xiàng)目和人力資源管理的一些概念出發(fā)，然后通過(guò)自己的實(shí)踐以及和項(xiàng)目管理部門(mén)的溝通，總結(jié)出目前Y軟件公司項(xiàng)目人員管理特別是人員項(xiàng)目匹配和人員調(diào)動(dòng)中存在的問(wèn)題。最后根據(jù)實(shí)際情況制定如下解決方案： 

根據(jù)人力資源評(píng)價(jià)的相關(guān)理論，構(gòu)建公司自己的人力資源評(píng)價(jià)體系，對(duì)Y軟件公司的實(shí)施開(kāi)發(fā)顧問(wèn)給出顧問(wèn)級(jí)別的評(píng)定標(biāo)準(zhǔn)。

梳理了公司的實(shí)施流程，當(dāng)出現(xiàn)新的項(xiàng)目時(shí)首先進(jìn)行分解。評(píng)估每個(gè)每個(gè)工作包的難度，然后匹配到具體可以完成活動(dòng)的顧問(wèn)級(jí)別，最后再估計(jì)出每個(gè)項(xiàng)目活動(dòng)完成需要的時(shí)間。完成上述工作后按照每個(gè)項(xiàng)目需要的顧問(wèn)級(jí)別，將人員匹配到項(xiàng)目上。

在項(xiàng)目實(shí)際實(shí)施過(guò)程中，利用掙值工具對(duì)項(xiàng)目進(jìn)度進(jìn)行監(jiān)控，對(duì)于項(xiàng)目變更、進(jìn)度變化、人員變化等情況及時(shí)了解，動(dòng)態(tài)的進(jìn)行人力資源的調(diào)動(dòng)。

對(duì)于企業(yè)中的關(guān)鍵資源分配，使用層次分析計(jì)算出評(píng)價(jià)指標(biāo)的權(quán)重，通過(guò)專(zhuān)家打分給項(xiàng)目排出優(yōu)先級(jí)，優(yōu)先級(jí)別較高的項(xiàng)目預(yù)先獲取這些關(guān)鍵資源。

最后給出了保證上述過(guò)程順利進(jìn)行企業(yè)需要建立的一些制度和措施，本文的選題對(duì)于軟件實(shí)施團(tuán)隊(duì)，特別是實(shí)施的軟件產(chǎn)品是標(biāo)準(zhǔn)的，需要少量二次開(kāi)發(fā)的，且有大量重復(fù)工作的團(tuán)隊(duì)實(shí)施工作具有非常大的借鑒意義。

 

關(guān)鍵詞：人力資源評(píng)價(jià)，多項(xiàng)目管理，人力資源分配，人力資源調(diào)度

 

Abstract

In the 21st century, with the birth of project-based enterprises, or the emergence of some large-scale group enterprises, the operation and management of enterprises is no longer carried out in a single project management method, but multiple projects are carried out at the same time. As a result, the main problem faced by enterprises has changed from single project control to how to coordinate and manage multiple projects. In the process of the whole life cycle management of a software product, the work implemented is a stage that takes up the most human resources and takes a long time. A fast and efficient implementation process can not only improve customer satisfaction and strengthen cooperation, but also greatly reduce the cost of the delivery team and improve the company's efficiency. Under the condition that multiple projects need to be implemented at the same time, for human resources, the most important resource of an enterprise, how to match personnel and projects reasonably, ensure that there is neither redundancy nor shortage of personnel in the project, and encourage personnel in the enterprise Maximize their abilities to achieve the goals of the company. It is the main issue that enterprises need to consider. 

As a project implementation unit, Y Software Company provides external information consulting services. There are many projects that need to be implemented, and it is easy to change, and at the same time, personnel changes are relatively frequent. Because in specific work, people with different professional abilities are required to match different projects. Therefore, this article starts from some concepts of project and human resource management, and then through its own practice and communication with the project management department, summarizes the current problems in Y software company project personnel management, especially personnel project matching and personnel transfer. Finally, the following solutions are formulated according to the actual situation:  

According to the relevant theories of human resource evaluation, construct the company's own human resource evaluation system, and give the evaluation standard of consultant level to the implementation development consultant of Y Software Company. 

The company's implementation process was sorted out, and when a new project appeared, it was first decomposed. Evaluate the difficulty of each work package, then match it to the level of consultants who can complete the activity, and finally estimate the time required to complete each project activity. After completing the above work, match the personnel to the project according to the level of consultant required by each project. 

During the actual implementation of the project, the earned value tool is used to monitor the progress of the project, to keep abreast of project changes, progress changes, personnel changes, etc., and to dynamically mobilize human resources. 

For the distribution of key resources in the enterprise, the weight of evaluation indicators is calculated using analytic hierarchy process, and the projects are assigned priority through expert scores. Projects with higher priority levels obtain these key resources in advance.  

Finally, some systems and measures that enterprises need to establish to ensure the smooth progress of the above process are given. The topic of this article is standard for the software implementation team, especially the software products implemented, requiring a small amount of secondary development and a large amount of repetitive work. The team implementation work is of great reference significance. 

 

Key words: Human resource evaluation, Multi-project management, Human resource allocation, Human resource scheduling

 

目  錄

摘  要 I

Abstract III

目  錄 V

第1章 緒論 1

1.1研究背景與意義 1

1.2 國(guó)內(nèi)外的研究現(xiàn)狀 1

1.2.1 人力資源評(píng)價(jià)方面的研究?jī)?nèi)容 2

1.1.2 人力資源配置方面的研究 2

1.2.3 人力資源調(diào)度方面的研究 3

1.3 研究?jī)?nèi)容與技術(shù)路線 4

1.3.1 要研究?jī)?nèi)容與論文結(jié)構(gòu) 4

1.3.2 研究方法與技術(shù)路線 5

第2章 相關(guān)概念和理論 7

2.1 項(xiàng)目、項(xiàng)目集與項(xiàng)目組合 7

2.2 項(xiàng)目組織結(jié)構(gòu) 8

2.3 項(xiàng)目管理辦公室 8

2.4 人力資源管理的相關(guān)理論 9

2.4.1 激勵(lì)理論 9

2.4.2 影響力理論 9

2.5 本章小結(jié) 10

第3章 Y軟件公司的人力資源問(wèn)題 11

3.1 Y軟件公司的基本情況 11

3.2 Y軟件公司的項(xiàng)目實(shí)施流程 11

3.3 Y軟件公司在人力資源分配方面的問(wèn)題 12

3.4 Y軟件公司人力資源問(wèn)題原因分析 14

3.5 解決辦法概述 15

3.6 本章小結(jié) 15

第4章  Y軟件公司人力資源評(píng)價(jià)及分配 16

4.1人員和項(xiàng)目匹配 16

4.2 Y軟件公司面臨的人力資源環(huán)境現(xiàn)狀 17

4.3 構(gòu)建Y軟件公司的人員評(píng)價(jià)體系 17

4.3.1 人員評(píng)價(jià)和勝任力模型 17

4.3.2 Y軟件公司的人員勝任力模型 18

4.3.3 實(shí)施開(kāi)發(fā)顧問(wèn)級(jí)別評(píng)價(jià)標(biāo)準(zhǔn) 19

4.3.4 對(duì)每個(gè)實(shí)施開(kāi)發(fā)顧問(wèn)進(jìn)行打分 20

4.4 項(xiàng)目經(jīng)理的選擇 21

4.5 項(xiàng)目人員的需求評(píng)估 22

4.5.1 對(duì)項(xiàng)目進(jìn)行任務(wù)分解 22

4.5.2 每個(gè)工作包難度的評(píng)估 23

4.5.3 評(píng)估項(xiàng)目的人力資源需求情況 25

4.5.4 給出資源的需求直方圖 26

4.6 項(xiàng)目人力資源分配 26

4.7 本章小結(jié) 27

第5章 人力資源的日常調(diào)整 28

5.1 人力資源分配情況的度量 28

5.2 項(xiàng)目監(jiān)控工具 29

5.3 使用掙值工具監(jiān)控并進(jìn)行項(xiàng)目的人力資源調(diào)配 31

5.3.1 項(xiàng)目進(jìn)度落后分析 31

5.3.2 監(jiān)控所有進(jìn)度提前的項(xiàng)目，標(biāo)記可以調(diào)出的人員 32

5.3.3 遍歷所有項(xiàng)目獲取資源 32

5.3.4 調(diào)出調(diào)入注意事項(xiàng) 32

5.3.5 案例分析 33

5.4 關(guān)鍵資源的調(diào)配 36

5.4.1 關(guān)鍵資源的分配機(jī)制 36

5.4.2 項(xiàng)目?jī)?yōu)先級(jí)比較 36

5.4.3 項(xiàng)目?jī)?yōu)先級(jí)后的人員分配 40

5.4.4 案例分析 41

5.5 本章小結(jié) 44

第6章 保障措施 45

6.1 人力資源的培訓(xùn)和交流 45

6.2 人員體系和控制 46

6.3 人員的激勵(lì) 47

6.4 使用勞務(wù)派遣 47

6.5 本章小結(jié) 48

第7章 結(jié)論與展望 49

7.1 結(jié)論及創(chuàng)新點(diǎn) 49

7.1.1 結(jié)論 49

7.1.2 創(chuàng)新點(diǎn) 49

7.2 展望 50

7.2.1 研究的不足之處 50

7.2.2 對(duì)組織進(jìn)行多項(xiàng)目人力資源管理的建議 50

參考文獻(xiàn) 51

附 錄 54

附錄1 項(xiàng)目中人力資源管理問(wèn)題的問(wèn)卷調(diào)查 54

附錄2 人員入職評(píng)價(jià) 55

致  謝 56

作者簡(jiǎn)歷及攻讀學(xué)位期間發(fā)表的學(xué)術(shù)論文與研究成果 57