浅析BT项目的投资控制

分析了进行BT项目投资控制的必要性,界定了BT项目投资成本的范围和阶段。根据BT项目的特点,把BT项目运行的过程分成项目决策阶段、项目准备阶段、项目招标阶段、项目实施阶段(设计阶段、施工阶段)、项目转让阶段,从全过程的角度探讨了BT项目的投资控制。     

工程项目管理与项目成本控制

通过对工程项目管理中项目合同管理、项目协调管理、项目变更管理、项目计划管理、项目信息管理五个方面内容以及项目成本控制内容的阐述,揭示了项目管理和项目成本控制的关系,即:项目成本控制体现了项目管理的本质特征,并代表着项目管理的核心内容.     

广州海珠半岛花园工程项目管理的点滴总结

工程项目是当前应用最普遍、最典型的"项目",建筑工程项目管理的实践丰富了项目管理理论,融合了项目管理实践经验的系统的项目管理理论又为建筑工程项目管理提供了理论依据,促使建筑工程项目管理日趋成熟,并形成系统化、规范化、程序化和科学的管理。     

广州海珠半岛花园工程项目管理的点滴总结

工程项目是当前应用最普遍、最典型的“项目“,建筑工程项目管理的实践丰富了项目管理理论,融合了项目管理实践经验的系统的项目管理理论又为建筑工程项目管理提供了理论依据,促使建筑工程项目管理日趋成熟,并形成系统化、规范化、程序化和科学的管理。     

项目组合管理——项目导向型企业的必由之路

分析了项目导向型企业在规模增长、项目越来越多的情况下,面临的项目管理上的冲突和矛盾,提出了应用项目组合管理的方法来解决的思路。继而介绍了项目组合管理的概念、实施项目组合管理的意义、项目组合管理的流程,并提出了实施组合管理的意见。     

房地产项目市场定位实践研究

准确的项目定位是决定房地产项目能否成功开发的关键。论文结合"中海·天悦府"项目,从区域市场、项目SWOT分析、客户定位、产品定位等方面系统分析了项目定位的相关流程和方法,确立了本项目独特的市场定位,确保了项目开发预期目标和效果的实现,为类似项目的开发定位提供了经验借鉴。     

建设工程项目管理的方法论研究

建设工程项目是数量最多、最典型的“项目”,建设工程项目管理的实践是项目管理理论的重要渊源之一,融合了项目管理实践经验,系统的项目管理理论又为建设工程项目管理提供了理论工具,使得建设工程项目管理日益系统化、科学化。     

工程项目管理与项目成本控制

通过对工程项目管理中项目合同管理、项目协调管理、项目变更管理、项目计划管理、项目信息管理五个方面内容以及项目成本控制内容的阐述,揭示了项目管理和项目成本控制的关系,即:项目成本控制体现了项目管理的本质特征,并代表着项目管理的核心内容。     

施工项目资源管理的主要原则

施工项目资源是指劳动力、材料、设备、资金、技术等项目生产要素,是完成施工任务的重要手段,也是施工项目目标得以实现的重要保证.本文从项目资源管理的基础入手,分析了项目资源管理的现状,阐述了项目资源管理的作用、地位、重要性和复杂性,同时,对如何实施项目资源管理进行了论述.     

浅谈建设工程项目管理模式与基建办管理模式相比较的优势

从项目建设程序、项目进度控制、项目费用控制、项目质量控制及职业健康与安全管理五个方面,讨论了建设工程项目管理模式相比较建管办管理模式的优势。得出了建设工程项目管理模式有利于项目遵守建设程序、有利于项目进度管理、有利于项目费用控制、有利于项目质量控制、有利于职业健康与安全管理的结论。     

关于查表法与公式法计算铸铁管水头损失的探讨

以"怀柔应急水源地21号对井供水管线跨怀河工程"为背景,探讨了按水力坡降或比阻以及依据谢才公式计算铸铁管水头损失的方法,并对这两种计算方法的异同优劣进行了阐述,指出在长管工程中采用查表法计算管道水头损失更简单快捷。     

Organizational learning during internationalization: acquiring local institutional knowledge

Organizational learning plays an important role for firms entering new international markets. Acquiring knowledge of a foreign market helps firms to decrease uncertainties, misunderstandings and risks, allowing them to plan and achieve project expectations more accurately. Little is known, however, about how real estate developers, contractors and engineering firms initially collect important local knowledge for their international projects. This study uses qualitative research methods to explore the sources firms use to acquire different types of local knowledge. The results indicate that organizational learning is a complex process, and although similarities exist, different types of firms use different sources to collect needed knowledge. The research contributes to theory by responding to requests for additional research on how firms actually acquire and develop institutional knowledge. In addition, by understanding the sources used to acquire different types of institutional knowledge, company managers can determine the best sources to employ to acquire knowledge that is important for their specific business.     

Benchmarking-based process reengineering for construction management

In order to determine the most suited best practice processes to be implemented, a benchmarked company must conduct an accurate analysis of the gaps between best-practice processes and its own processes in order to redesign business processes successfully. This study applies benchmarking to BPR and meanwhile integrates semantic similarities and trend model concepts to develop a benchmarking-oriented process reengineering (BOPR) approach that will enable a project team to determine the best-practice company process most suited to benchmarked company needs. In BOPR approach, the concepts of semantic similarities analysis was applied to find the semantic-related objects between best-practice processes and benchmarking process; and the trend model methodology was applied to evaluate the degree of communication ease for best-practice processes once such are implemented in the benchmarked company. Finally, a procurement process case study from best-practice companies was analyzed to validate the feasibility of the developed BOPR method. In the case study, the BOPR method was implemented for the benchmarked company to assist the project team to determine the best choice paradigm for their benchmarking project.     

Comparative analysis between integrated project delivery and lean project delivery

Integrated Project Delivery (IPD) and Lean Project Delivery (LPD) are innovative approaches that are capturing the attention of the construction industry. However, there is a confusion about the definitions of these approaches and how they integrate a project delivery process. This confusion negatively affects the learning process, which could create a barrier to advancing them. Based on a structured literature review and two case illustrations, this study aims to clarify the similarities and differences between IPD and LPD. This paper presents a comparative analysis of these approaches through a structured analysis of the project organizations, contractual relationships, and operational systems. The results showed that the operational system is perhaps the most relevant difference between these approaches for their definition as a project delivery system. The core of both approaches is to encourage the use of integrated project organizations, relational contracting, and integrated process as mechanisms to integrate a project delivery system.     

最后计划者系统与关键链项目管理比较

最后计划者系统（LPS）和关键链项目管理（CCPM）,是项目管理与计划控制的两种新方法。鉴于两种方法主要是围绕建筑管理环境下的项目管理进度计划与控制而展开,有着共同目标,但两者是基于不同的生产管理理论,以不同的视角来审视和处理计划的管控方式。两者在同一项目中是否可以融合而相得益彰,是一个值得深入研究的问题。在介绍两种方法的基础上,通过系统性比较,揭示两者在理论基础、计划方式、目标改善、心理处置、衡量指标、经验习得、演化特性、适用范围等方面的异同性,明晰各自优劣势,为进一步探索两者协同乃至融合集成奠定基础。     

Construction industry clients: A survey of their attributes and project management practices

The recent growth of interest in the strategic decisions made by clients as to how to organize and manage their projects has not as yet been matched by any extensive and systematic analysis of clients' attitudes and approaches towards project management. This paper seeks to help redress this imbalance by presenting findings from a survey of 138 client organizations drawn from both the private and public sectors. Focusing upon their experiences on a recently completed, comparatively large (£1 million plus) project, the paper examines similarities and differences in the ways in which clients organize and manage their projects and assesses the impact of these practices on project performance. Differences in the type, size and typicality of the projects are also taken into account in the analysis. The main conclusions drawn from the data are that client experience has an important impact upon many of the decisions made, that strategic decisions are often internally driven as opposed to project-based, that additional work and inadequate briefing still continue to cause problems during construction, and that there is little direct evidence in favour of alternatives to traditional managerial and contractual arrangements.     

某企业办公楼改造项目冷热源方案经济分析

在确定空调系统冷热源时,用户对一次性投资往往比较重视,而忽略了其它方面,设计工作者在确立冷热源方案时必须作出全面的考虑,提出正确适合的意见帮助用户确定冷热源方式.本文结合一个既有建筑改造设计项目,对冰蓄冷、电蓄热相结合的冷热源方案进行了全面的技术经济分析.     

动物房洁净室排风能量回收方案技术经济性比较

介绍了板式换热器回收、热管回收、空气源热泵回收等能量回收方式,结合工程实例,比较了三种方案的经济性。     

柔性与刚性挡风抑尘墙结构设计对比

结合工程经验,简述了挡风抑尘墙的抑尘原理,比较了刚性与柔性两种挡风抑尘墙的异同和优劣,供结构设计时参考。     

建设项目分解结构与编码体系的研究

建设项目分解结构和编码体系的合理与否在很大程度上决定了整个项目管理工作的绩效水平。作者在对国际典型标准编码体系进行讨论的基础上,详细分析了以工种工程为划分依据和以建筑元素为划分依据的两类分解方式的异同,提出项目分解结构与工作分解结构间的一阶导数关系,并据此建立了同时包含元素码和工种码的建设项目综合分解体系,进一步简要说明其功能实现过程。