摘要：2009 年 1 月，中国工业和信息化部为中国移动、中国联通和中国电信发放了 3 张第三代移动通信牌照，这标志着我国正式进入了 3G 时代。中国联通在原有第二代通信技术的基础上，增加了基于 WCDMA 技术知识的 3G 业务，这使得原本处于弱势的中国联通获得了更多的追赶竞争对手中国移动和中国电信的机会，但是，机会越大面临的困难也越大。为了尽快的弥补弱势，获得更多的市场发展机会，中国联通要求省会城市 3G 业务必须在 2009 年 5 月 17 日前完成第一期基础设施建设，9 月 28 日正式商用，并且随后逐年分期建设，继续巩固市场地位。可以说，中国联通的 3G 建设项目工程呈现出了投资规模巨大、建设周期短的显着特点，致使整个的建设过程中存在着诸多不确定性因素和不可控因素，从而增大了风险发生的可能性，提高了项目风险应对的难度，对建设项目风险管理水平提出了较高的要求。
按照集团公司的发展战略，长春联通根据自身实际情况，制定了长春联通3G 建设的分年分期建设计划，截止 2014 年，3G 建设已经进行到第五期，根据滚动规划，预计 2015-2016 年，长春联通 3G 建设项目仍将保持较高的投资水平，同时，根据市场发展趋势，逐步开始 4G 建设。可见，有必要根据长春联通的具体情况，研究 3G 建设项目的风险管理，归纳 3G 项目建设过程中出现的具体问题，总结降低建设项目管理风险的宝贵经验，将风险管理的手段和方法传递给长春联通各相关部门，在增强公司整体风险管理意识的基础上，进一步提高跨部门之间协同应对处理的能力，从理念、方法和知识几个方面全面提升长春联通风险管理的水平和创新管理能力，进而全面提高公司战略管理水平和增强核心竞争力，最终实现企业利润最大化的管理目标。
本文以长春联通 3G 建设项目为研究对象，通过追踪长春联通 3G 项目建设的整个过程，借鉴相应的风险管理理论，对长春联通 3G 建设项目实施中风险管理过程进行逐步分解，深入挖掘和分析项目过程中的各种风险，并有针对性地对建设项目中已存在的各种风险所应用的风险管理技术和方法进行总结，在此基础上提出项目可能存在的潜在风险，从而总结出有效的风险应对计划，为未来进一步提高风险管理水平提供有益的借鉴。本文通过深入的理论分析，结合长春联通 3G 建设项目的案例研究，意在积累出长春联通建设项目风险管理的宝贵经验，提高企业未来整体的风险管理水平，同时，探索出一条适用于长春联通的、对建设项目进行风险管理的路径，通过有效地降低风险达到控制并降低成本的目的，最终增加企业整体的盈利水平，并使之得以更大范围的应用和推广，为即将实施的联通 4G 建设项目提供了参考。
关键词： 3G 建设 风险 识别 评价。
Abstract:Ministry of Industry and Information granted China Mobile, China Unicom andChina Telecom three licenses of the 3rd Generation Telecommunication in January,2009, which marks the beginning of a 3G era in China. Based on the 2nd GenerationTelecommunication, China Unicom increases a new type of business on the basis ofWCDMA technology. China Unicom got a chance to catch up to adversaries ofChina Mobile and China Telecom, although it was dominated. More chances meansgreater difficulties, however. In order to make up for weaknesses as soon as possibleand get more chances for market development, China Unicom called capital citiesfor the first phase of construction to be complete before May 17th and put intocommercial operation on September 28th, 2009. Then, it will build in phases tostrengthen its position. 3G Construction Project of Changchun Unicom is featured byhigh level of investment and short cycle of construction, to say the least. It bringsabout many uncertainties and uncontrollable factors during the construction,increases the possibility of risks happened and the challenge of risk response. It alsoraises taller requirement to improve the ability of risk management.
According to the development strategy of Group Company, Changchun Unicommakes a plan of 3G construction project for three years. It expects to keep high levelof investment in 3G construction project in 2014-2016. At the same time, ChangchunUnicom will begin to plan 4G construction project gradually according to markettrend. It is necessary to study the risk management in 3G construction project,sumup specific problems appeared in 3G construction project, draw some experiences inreducing the risk of construction project, and communicate the methods of risk management with related departments in accordance with specific conditions ofChangchun Unicom. Built on the awareness of Enterprise-Wide risk management, itfurther increases the ability to coordinate a response among departments and theability to manage risk in several ways as concept, method and knowledge. Then itcan improve strategic management level and core competitiveness, and achieve themaximization of enterprise profit goal at last.
Taking 3G construction project of Changchun Unicom as research object,tracing the process of 3G constructions and using the theory of risk management forreference, this paper decomposes the process of risk management in 3G construction,excavate and analyze the risks in the project deeply and summarize the method andtechnology used in managing identified risks in the project. On this basis, this paperpoints out potentially possible risks in 3G construction project and concludes aneffective risk response plan, as a beneficial lesson for further improving riskmanagement. Through theoretical analysis with combinations of case study of 3Gconstruction project of Changchun Unicom, this paper aims to accumulateexperience for managing risks in construction of Changchun Unicom and raise itsmanagement level. Meanwhile, this paper intends to explore a path which isapplicable to manage risk in construction of Changchun Unicom. It is necessary toreduce risks effectively and lower the cost, which make more profits for the businessat last. The experience should be extended in a wider scape, and then provides areference for future 4G construction project if possible.
Key words:3G construction projects risk identification evaluation
目 录
第1章绪论
1.1研究背景
1.2研究意义
1.3研究方法和内容
第2章长春联通3G建设项目概述
2.1长春联通背景介绍
2.2长春联通3G建设项目过程介绍
2.3长春联通3G建设项目风险管理过程介绍
第3章长春联通3G建设项目风险识别和评估
3.1长春联通3G建设项目的风险识别
3.2长春联通3G建设项目的风险评估
3.3长春联通3G建设项目的风险分析
第4章长春联通3G建设项目的风险应对与监控
4.1长春联通3G建设项目的风险应对
4.2长春联通3G建设项目的风险监控
4.3长春联通3G建设项目风险管理效果评价
结论
参考文献
致谢
