项目管理是一种动态、可变、未知的过程控制，由于种种不确定因素，作为企业
的一名项目管理者需要结合项目的不同特性及公司战略发展布局进行统筹全面
协调

依据 CR 公司实际发生案例，在项目管理过程中主要遇到质量、进度等各种
问题，通过 K 项目中质量、进度所暴露的具体问题，运用 PDCA 模型、CPM 方
法，分别绘制帕雷托图进行深入分析研究，得出影响质量主因依次是岗位职责分
工、项目主要管理人员业务能力、公司约束与激励机制、公司管理人员薪金构成
比例及材料供货水平等五项因素；影响进度主因依次是公司约束与激励机制、公
司人员薪金构成比例、岗位职责分工、原材料供应、项目管理人员团结协作及施
工作业队伍选择六项因素。在获得以上主因的基础上进行研判分析、对比汇总并
研究之间的关系，分析出现质量与进度等问题的原因主要体现在外部因素 K 项
目管理问题和内部因素 CR 公司绩效激励管理制度不健全与缺失。对 K 项目进行
质量循环 PDCA 四步骤工艺流程图优化、原进度甘特图重新绘制为网络图并优
化，对比进度优化前后不同之处。由 CR 公司绩效激励体系制度的不足着手，提
出绩效与激励机制的建立，并进一步明确采用可变薪酬的模式与适当的比例进行
员工激励，采用建立员工薪金保证措施、动态调整机制与方法等保证措施，促使
绩效激励制度持续性

最后，通过 CR 公司 K 项目管理研究，得出中小建筑民企在加强企业员工管
理的同时，更要对企业内部绩效与激励制度的完善与不足进行动态化的调整与优
化，制定适合企业自身发展的绩效激励制度是关键，运用多种方法调动员工主观
能动性最大化为企业创造更多价值。同时，中小型民企应重视和加强项目团队人
力资源管理，要投入更多的资金和人力进行管理与完善，保持绩效激励机制动态
连贯性，引领企业正常化运转

关键词：项目管理，质量管理，进度管理，绩效激励，可变薪酬
1Abstract
In today&39;s society under the background of rapid, efficient and sustainable
development, the traditional construction project management is faced with new
opportunities and challenges, especially small and medium-sized private enterprises
are more significant impact and influence. Project management is a dynamic process
control, variable, and the unknown, due to various uncertainties, as an enterprise of a
project managers need to combine the different characteristics of the project and
corporate strategy development layout of the overall comprehensive coordination.
CR company based on actual case studies, in the main process of project
management in the quality, progress and problems, through K project quality, progress
of exposed concrete problems, using PDCA model, CPM method, respectively, map
pareto in-depth analysis and research, it is concluded that affect the quality of the
cause, in turn, is a major management responsibility division of labor, project business
ability, constraints and incentive mechanism, the company&39;s management staff salary
composition proportion and the level of the five factors such as material supply;
Affect progress cause, in turn, is the company&39;s constraints and incentive mechanism,
the personnel salary composition proportion, responsibility division of labor, raw
material supply, project management and construction team unity and cooperation to
choose six factors. Above for the cause to analysis and comparison on the basis of
summary and study the relationship between the analysis of the reasons of the
problem such as quality and progress is mainly manifested in the external factor K
project management problems and the internal factors of CR company performance
incentive management system is not sound and missing. For K project to optimize
quality circulation PDCA four step process flow diagram, the original schedule gantt
chart map for the network and optimization, contrast progress differences between
before and after optimization. By the lack of CR system of company performance
incentive system, performance and put forward the establishment of incentive
mechanism, and further define the nature of variable compensation mode and the
appropriate proportion, can inspire employees by establishing employees&39; salary
guarantee measures and methods of dynamic adjustment mechanism and guarantee
2measures, prompting sustainability performance incentive system.
Finally, through the CR company K project management research, it is
concluded that small and medium-sized construction corporation in strengthening the
management of the enterprise staff at the same time, more to the enterprise internal
performance and the improvement of the incentive system and deficiency of dynamic
adjustment and optimization, suitable for the development of the enterprise itself
performance incentive system is the key to maximize use various methods to mobilize
employee subjective initiative to create more value for the enterprise. At the same
time, the small and medium-sized corporation should attach importance to and
strengthen the project team, human resource management to spend more money and
manpower management and perfect, keep the dynamic consistency performance
incentive mechanism, leading enterprise normalized operation.
Keywords: project management, quality management, progress management,
performance incentive, variable compensation
3目 录
第 1 章 绪论 ........1
1.1 研究背景 .... 1
1.2 研究目的 .... 2
1.3 研究意义 .... 2
1.4 相关理论基础3
1.4.1 相关概念 ........... 3
1.4.2 相关理论 .......... 4
1.5 研究内容与研究方法 ...... 5
1.5.1 研究主要内容 ...... 5
1.5.2 研究主要方法 ...... 6
1.5.3 研究技术路线图 .... 6
第 2 章 案例背景 ....7
2.1 行业背景 .... 7
2.2 CR 公司成长发展历程 ..... 7
2.3 CR 公司重点 K 项目介绍 .. 11
第 3 章 案例事件及问题剖析 .....16
3.1 案例事件 ... 16
3.2 案例问题 ... 18
3.3 K 项目问题产生原因分析 . 18
3.3.1 K 项目质量隐患问题数据调研 .... 20
3.3.2 K 项目进度延误问题数据调研 .... 21
3.3.3 K 项目进度、质量问题访谈调研 .. 23
3.4 K 项目进度、质量问题因素研究结论 ... 23
第 4 章 案例问题解决方案建议 ...24
4.1 解决方案总体思路及流程 . 24
4.1.1 K 项目质量隐患解决方案 ........ 25
44.1.2 K 项目进度延误解决方案 ........ 27
4.2 CR 公司绩效与激励机制完善 .......... 30
4.2.1 CR 公司绩效考核机制 ........... 30
4.2.2 CR 公司激励管理机制 ........... 31
4.3 CR 公司绩效与激励机制实施保障措施 .. 34
第 5 章 案例结论与展望 .........37
5.1 研究结论 ... 37
5.2 研究建议 ... 38
5.3 研究不足 ... 38
致 谢 .40
参考文献 ..........41
附 录 .43
5中国地质大学（北京）专业硕士学位论文第 1 章 绪论
1.1 研究背景
2016 年 10 月，随着中共第十八届第六次会议召开，会议主要研究并制定了第十三个
五年规划的建议。会议强调“十三五”时期，国民发展的环境、条件、任务、要求等都发
生了较大变化。要求认真总结经验、深入分析问题，从实际出发，以动态观念方式转变推
动发展质量和效益提升，为“十三五”时期我国经济社会发展指好方向。众所周知，建筑
业是传统高风险行业，在当今社会，快速高效解决处理建设项目实施中出现的不同问题显
得特别重要，这时就涉及到经常所提及项目管理问题，那作为正常运转良好的项目或者是
企业，必须有健全的绩
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