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通过对政府投资项目特点分析,从代建管理单位的角度,就做好项目代建管理,分别从业主、设计、施工总承包以及监理四个方面提出了工作要点和注意事项。 相似文献
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代建制作为一种政府投资项目的建设管理制度,在实际执行过程中遇到一些问题,因代建取费较低,已在一定程度上影响这一制度的执行。本文从现有实践中分析代建制项目相关取费入手,结合北京市的有关规定和福建省的实际情况,通过与监理工作取费的对比分析,探讨提高政府投资项目代建取费的建议。 相似文献
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政府投资项目代建取费是代建制改革的重要内容,关系到代建制改革的成败,加强代建取费研究对代建制改革发展完善具有重要意义。首先分析了目前政府投资项目代建取费的现状,指出了代建取费不合理的原因,给出了代建取费改革完善的建议,同时建议将代建取费改革纳入代建制改革的整体通盘考虑。 相似文献
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政府投资项目代建的范围和数额标准一直没有统一规定,为更好地发挥代建制控制项目投资额度、质量和工期,提高建设项目管理水平的重要作用,对项目代建范围和数额标准进行实际调查,并对地方政府实施代建情况进行梳理,分析政府投资项目代建范围、数额标准及其比例在不同发展阶段的运行规律,提出政府投资项目代建范围和数额标准建议,为国家统一规范政府投资代建项目提供基础参考。 相似文献
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目前,高校将大量的建设工程结算审计委托造价咨询机构完成,控制好委托审计质量有着举足轻重的作用。文章在分析高校建设工程项目委托审计现状以及存在的主要问题的基础上,以该项工作的开展为脉络,从实务角度出发,提出了委托审计各个环节的控制措施,确保委托审计的质量,以达到预期的目的。 相似文献
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对工程代建制进行了介绍,并对项目管理代建制运行带来的好处进行了阐述,论述了代建制运行过程中存在的问题,最后对建设项目代建制三种基本模式的构建进行了阐述,以加强建设项目监管,发挥投资效益。 相似文献
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Changes in construction projects are inevitable. In order to minimize the impact of changes on a project, it is imperative to implement change management. This study aims to assess the status, importance and impact of change management implementation in the Singapore construction industry. To achieve the objective, a comprehensive literature review was conducted to gain an in-depth understanding of change management, and a questionnaire survey was conducted. Analyzing the data collected from 384 projects submitted by 32 companies, the implementation status was investigated at both company and project levels, followed by identification of key factors that encourage and discourage companies to practice change management. Furthermore, the importance and impact of change management in terms of project performances such as cost, time, and quality were also examined. The analysis results establish that the implementation status in the Singapore construction industry is relatively low while improvement in project cost, time and quality performances achieved by the companies that implement change management tends to be greater than the companies that do not. Recognizing the implementation status, importance and impacts of change management will be a starting point to reduce changes that negatively affect project performances, ultimately allowing the Singapore construction industry to increase opportunities for project success. 相似文献
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根据目前项目管理的现状,许多建筑业企业,特别是大中型建筑工程总承包企业,在项目管理中尚存在着一些弊端和不尽完善之处。如何解决这一问题,本文从企业层面,从内部机制等方面,阐述了试行"直属项目经理部管理模式",这一转变思路,从其内涵、性质、管理模式、企业的配套改革措施及注意事项上,做了较为详尽的阐释和论述,以期对项目管理工作有所裨益。 相似文献
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在综合分析代建制下政府投资项目中政府和代建方委托代理关系的基础上,根据委托代理理论,指明无论是委托方还是代理方都有可能单方面做出对自己有利的决策而损害对方利益,发生道德风险;因此运用博弈论的方法建立政府投资代建制项目委托方和代理方之间的博弈模型,并分别从显性激励机制,隐性激励机制以及锦标制度约束双方的视角进行风险防范分析。基于博弈分析的结果,对防止政府投资代建制项目发生道德风险提出了政策建议。 相似文献
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Tao Chen Meiqing Fu Rui Liu Xuanhua Xu Shenbei Zhou Bingsheng Liu 《International Journal of Project Management》2019,37(3):485-500
Due to the increasing complexity and flexibility of business activities, project-based organizations have become common. In such organizations, project management competencies, which refer to a collection of knowledge, personal attitudes, skills, and relevant experience, are core assets that must be taken seriously. Formalized project management career paths have been widely implemented in the construction industry. However, most recent studies treat project management competencies as static constructs and fail to consider their dynamic changes as a career path advances. To fill this gap in the literature, this study conducted an empirical examination of project management competencies integrated with a career model for the construction industry. First, key project management competencies are identified through a literature review. Then, a project management career model for large Chinese construction companies is developed based on an empirical investigation of six large Chinese construction companies from various sectors. Moreover, a quantitative analysis is performed to explore how these competencies dynamically change as position levels rise in the career model. The research findings indicate that significant differences in project management competencies exist at different levels of the career model. However, the distribution remains steady at different project management position levels for conceptual and organizational competencies, human competencies, and technical competencies. 相似文献