[摘　要]　基于项目治理理论，从工程投资结构安排和建设管理组织结构两方面，实证分析上海虹桥综合交通枢纽工程的治理结构，指出虹桥枢纽工程通过设施拆分、分类，确定投资结构安排，有效地降低枢纽系统的整体风险，减少对枢纽工程的直接投入，提高建设开发效率；其建设管理组织结构为工程实施提供了一种强有力的协调机制，高效地协调各方利益，有效控制工程复杂的界面管理，实现工程整体目标。

[关键词]　大型建设工程；项目治理；虹桥综合交通枢纽工程

Abstract: Based on the project governance theory, the paper empirically analyzes the governance structure of the Shanghai Hongqiao Integrated Traffic Hub Project from the aspects of the investment structure and the construction management organization structure. It points out that the arrangement for the investment structure based on the facility classification effectively reduces the overall risk of the project and its direct input, and improves the construction efficiency. Its construction management organization structure provides a strong coordinative mechanism to efficiently coordinate the interests of all parties and to effectively control its complex interface management, so it ensures the achievement of the project’s overall objective.

Key words: mega construction project; project governance; Hongqiao Integrated Traffic Hub Project

[参考文献]

[1]J. Rodney Turner. Towards a theory of project management: The nature of the project governance and project management[J].International Journal of Project Management，2006，24（2）:93-95.

[2]MC Bekker，H Steyn. Defining “project governance” for large capital projects[C]. IEEE AFRICON Conference， Institute of Electrical and Electronics Engineers Inc，2007.

[3]严玲，尹贻林，范道津.公共项目治理理论概念模型的建立[J].中国软科学，2004（6）：130-135.

[4]杨飞雪，汪海舰，尹贻林.项目治理结构初探[J].中国软科学，2004（3）：80-84.

[5]PMI. The Standard for Program Management[S].2nd Edition. Project Management Institute，2008.

[6]吴淑琨.公司治理和公司管理的系统化思考[J].南京大学学报（社会科学版），2001（3）.

[7]吴念祖.虹桥综合交通枢纽开发策划研究[M].上海：上海科学技术出版社，2009.

建筑经济，2010（11）：49-52