A performance-based approach to project assignment and performance evaluation

Project assignment and performance evaluation have been addressed as two important and separate research issues in project management. This paper develops a new performance-based approach for integrating the project assignment and the performance evaluation processes in a project-based organization. An objective-oriented preference-based assignment process is developed to assign a project to a project manager. An optimal project assignment model is developed to maximize the total weighted contribution value of all new projects to the organizational objectives. An efficiency-based evaluation process is developed using data envelopment analysis to measure the relative performance efficiency of the completed projects and of the project managers. The approach provides a proactive mechanism for facilitating objective-focused management of projects. The outcomes of an empirical study conducted provide managerial insights in assigning projects to project managers and in evaluating the performance efficiency of both projects and project managers.     

Human resource management and project based organizing: Fertile ground,missed opportunities and prospects for closer connections

We explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996–2016. We offer three contributions to the field of project management. The first is theoretical where we analyze twenty years of research in key project management journals by adapting and extending the framework of Wright and Boswell (2002), and identifying categories of HRM research at three levels of analysis. This analysis provides an overview integrating exemplary research to date on the HRM-PBO link at different levels, showing areas where research is well-developed and also areas that, while promising, have not been examined in a systematic manner to date.Our second contribution is that we highlight a variety of theoretical as well as methodological resources from the HRM field that can be applied in project studies and in so doing promote cross-fertilization of ideas and approaches between these two fields.Finally, a key managerial contribution is that we introduce the project as a temporary organization level of analysis, explicitly making visible HRM practices on the project. This can guide both HRM practitioners, and project managers, in terms of the importance of projects as sites for human resource management and employment activities including careers, employee participation and employment relations all of which are critical issues and deserve more attention.     

Target value design: using collaboration and a lean approach to reduce construction cost

Target costing is an effective management technique that has been used in manufacturing for decades to achieve cost predictability during new product development. Adoption of this technique promises benefits for the construction industry as it struggles to raise the number of successful outcomes and certainty of project delivery in terms of cost, quality and time. Target value design is a management approach that takes the best features of target costing and adapts them to the peculiarities of construction. The concept of target value design is introduced based on the results of action research carried out on 12 construction projects in the USA. It has been shown that systemic application of target value design leads to significant improvement of project performance—the final cost of projects was on average 15% less than market cost. The construction industry already has approaches that have similarities with elements of the target value design process or use the same terminology, e.g. partnering and target cost contracts, cost planning, etc. Following an exploration of the similarities and differences target value design is positioned as a form of target costing for construction that offers a more reliable route to successful project outcomes.     

Contemporary project portfolio management: Reflections on the development of an Australian Competency Standard for Project Portfolio Management

Project portfolio management is an emerging aspect of business management that focuses on how projects are selected, prioritised, integrated, managed and controlled in the multi-project context that exists in modern organisations. Competency standards have been developed by professional bodies for project managers. However, to date there has been no attempt to develop a competency standard at the portfolio management level. This paper examines the process for development of the first performance-based competency standard for project portfolio management and identifies how this contributes to the body of knowledge in both project portfolio management and project management more broadly. The intent is to use the Standard to improve project portfolio management capability and practice in organisations, which in turn promotes efficient resource use and more profitable project outcomes. Specific issues regarding Australian practice are described, along with implications for how this may impact Australian practice in the future.     

建设工程项目可行性研究阶段的价值管理

阐述了建没工程价值与价值管理的涵义，分析了价值管理应用的可行性及意义，阐述了价值管理的主要工作内容，指出价值管理是提高建设工程项目可行性研究的质量、深度以及全面实现建设工程项目价值的重要手段。     

PPP项目伙伴关系维系对项目价值影响的实证研究

在分析 PPP 伙伴关系维系基础上,立足伙伴关系思维,采用回归分析揭示关系维系对 PPP 项目价值的作用机理。结果表明,信任、承诺和合同对 PPP 伙伴关系行为具有显著的正向影响,其中合同和承诺对伙伴主体合作行为的效应较为显著。信任、承诺、依赖、合同和合作行为对 PPP 项目价值创造均存在显著的积极影响,其中信任对 PPP 项目价值提升的直接效应和总效应较大。依赖对 PPP 项目伙伴关系行为的影响不显著,政府能力、社会资本主体机会主义行为以及中国关系文化等因素是产生此结果的重要因素。在此基础上演绎管理启示,为 PPP 项目管理实践提供科学依据     

Co-creation of value outcomes: A client perspective on service provision in projects

Client organisations, as financiers, owners, and users, face the challenge of generating and delivering value outcomes for a wide range of stakeholders. However, research has demonstrated that projects constantly fall short of providing valuable outcomes in the medium- and long-term. The value outcomes start to appear in the latter stages of a project, yet, they have a link back to the project definition phase, where value outcomes can be purposely designed for the long-term. Value outcomes per se have been historically researched from a supplier and financial perspective. However, the research around the client perspective has been scarce, particularly the exploration of the co-creation of value outcomes for the long-term. To this end, the Service-Dominant Logic is an established framework to analyse the co-creation of value outcomes in the long-term from a client perspective. Thus, this framework is being used in this research to analyse six project case studies from two public sector client organisations in the United Kingdom. The results show eight managerial value interactions, which may enhance a set of five value outcomes from a client perspective in the medium- and long-term. Additionally, tensions around the co-creation process have been identified, which require management attention to secure and to defend the value outcomes. Overall, this study may prompt project practitioners to undertake a set of co-creation practices in order to formulate projects as service provision, as well as to avoid negative financial impacts to business models.     

不同发起人的项目价值标准差异研究

传统项目管理通常指的是由项目团队承担外部客户发起的项目,而越来越重要的企业项目化管理将传统项目管理向前延伸到项目定义过程,项目发起往往是企业本身甚至项目团队。价值标准决定着行动方案,采用实证研究方法,对两种类型的项目在发起依据的价值标准进行探索性研究。结论表明虽然这两种不同发起人的项目价值标准因素的重要性各有侧重,但不存在明显的差异。研究将从侧面支持目前流行的项目管理知识体系的应用范围,即项目管理的跨行业通用性;同时为项目定义提供借鉴标准。     

台湾聚落防灾的观念与架构

聚落的保存与维护,是国际上近年研究的重要趋势;除了基于建筑群有形无形的文化价值整合性的保存再利用外,结合民众参与的防灾机制,也是其中关键性议题。古建筑及其附属文物蕴含的文化资产价值,是保存文化资产的核心目标。在联合国教科文组织的主导下,"世界遗产"已成为建立全球保存与管理共识的重要行动。国际间在联合国教科文组织(UNESCO)的策动下,将保存文化遗产建构于"杰出普世价值"(Outstanding Universal Value,OUV)的重要观念之上;近十余年间,受社会快速变迁与全球化的影响,在价值认知评估方面,"真实性"(Authenticity)与"整体性"(Integrity)已成为重要的评估依据。本研究参采国际文化资产防灾整合架构,导入聚落管理从上而下建构出一套较完整的防灾体制。     

基于改进挣值法的工程项目进度优化研究

"挣值法"作为一种项目管理技术由于自身的缺陷与不足不能直接应用于工程项目的进度优化,需要进行改进与拓展。针对项目进度优化的具体问题,对"挣值法"进行了引入关键线路和扰动参数的改进与拓展,同时提出了运用改进后"挣值法"进行工期预测的计算公式与工期扰动参数估算公式。改进后的"挣值法"可以理清项目进度偏差的来源与进一步提高对项目完工工期预测的准确度,为后续项目进度优化过程中制定措施修正进度偏差与适当压缩工期提供参考。研究目的在于提高"挣值法"应用于工程项目进度优化的适用度。最后用曲线图对引入关键线路法、扰动参数后改进的挣值管理模型进行了阐释说明,并给出了一个具体使用改进后"挣值法"的案例。     

浅谈价值管理在设计阶段的应用

简单介绍了建设工程项目价值管理及价值管理在设计阶段应用的要求，阐述了经验分析法、百分比法、ABC分析法等几种价值管理在设计阶段应用的方法，并对价值管理研究的应用——新建建筑中的价值进行了分析，以使设计全面体现建设工程项目的价值。     

Impact of relationship value on project portfolio success — Investigating the moderating effects of portfolio characteristics and external turbulence

Companies today need project portfolio management (PPM) to cope with the increasing number of projects and use it to ensure comprehensive management, strategic alignment, and efficient use of resources. Moreover, customers are demanding more value from their suppliers. The management of a project portfolio and the corresponding customer relationship portfolio implies a link between PPM and relationship management. By combining the fields of PPM and marketing, this study hypothesizes a connection between relationship value and project portfolio success. Because both parties need to extract value from a relationship, relationship value is divided into relationship value for the customer and relationship value from the customer. The results are based on a cross-industry sample of 174 German, Swiss, and Austrian medium-sized and large companies and rely on two informants from each firm. We find a significant relationship between relationship value and project portfolio success as well as moderating effects of portfolio interdependency, portfolio size, and technological turbulence.     

价值管理在设计阶段的实证研究

价值管理的理念给建设工程项目管理提供了一个全新的视角。本文通过对建设项目价值管理概念的分析,并从如何选择价值分析的对象着手,进而阐述价值系数的计算方法以及价值研究的工具,最后通过结合工程项目实证研究,总结了大跨度楼盖结构设计的VM研究方法。     

价值工程理论在建筑项目管理评价中的应用

利用价值工程的价值分析功能建立价值评价指标,对建筑项目管理的整个生命周期进行功能、成本分析,由此得到不同阶段不同参建部门的综合评价系数计算方法,进而为项目管理决策提供一条新的依据和思路。     

谈价值工程在建设项目管理中的应用

结合价值工程理论分析了价值工程在建设工程管理中的应用特点和意义,在此基础上研究了价值工程在建设项目管理中以及在规划设计阶段应用的步骤,以期为未来建设项目管理模式提供新视角和新思路。     

基于虚拟价值链的全过程咨询集成管理分析

全过程咨询的实施、信息技术的发展，为虚拟价值链在建设领域的应用创造了条件。结合全过程咨询的逻辑及实施要求，提出建立项目虚拟价值链的可能性及可行性。指出在全过程咨询模式下咨询单位可以利用信息优势建立虚拟价值链。通过虚拟价值链对项目实物价值链进行项目目标、全要素、全过程、所有参与方等方面集成，实现项目的集成管理，提高项目全寿命周期的效率和效益。并对全过程咨询项目虚拟价值链的管理提出未来的研究方向。     

基于特种筋材蠕变试验预应变加筋法 应用研究及计算模型

 通过对目前广泛应用于加筋土工程的特种筋材——CE131土工网、SDL25土工格栅进行了不同应力水平作用下的长期荷载蠕变试验。为比较不同强度土工合成材料的蠕变特性，研究制作6个CE131土工网试样和4个SDL25土工格栅试样。通过大量的试验结果分析，得出特种筋材CE131土工网、SDL25土工格栅的长期强度为抗拉强度的30%～40%，并提出在长期强度条件下特种筋材的预应变值大小及其计算公式。这对施工中的预应变加筋法技术有重要的参考价值。     

论政府投资项目评审的价值管理

建设工程项目价值是以最优的资源配置有效实现项目利益相关者的需求。政府投资项目评审的价值管理工作处于项目寿命周期的前期阶段,社会公共项目建设应充分考虑到各方利益,因此积极推行价值管理工作是很有必要的。且项目价值分析评价中的某些因素是难以量化的,本文总结了两种价值分析方法的具体应用,并举例进行说明。     

对建筑工程项目管理信息化的研究分析

对工程项目管理信息化的发展、市场、价值和技术进行了分析,提出了只有充分认识到工程项目管理信息化存在问题的根源,掌握了工程项目管理信息化的发展趋势,才能提高工程项目管理信息化水平,让信息技术真正地为工程项目管理发挥积极作用.