Risk management — an approach for project managers

Risk management for the project manager is considered. The process of risk management is broken down into: identification of risk sources, assessment of their effects (risk analysis), development of management response to risk, and providing for residual risk in project estimates. Various methodologies are given in each of these stages, although it is stressed that risk management should be viewed creatively and not be tied down to a set of rules.     

Managing construction project change: a knowledge management perspective

In the information age, organization theories have addressed problem‐solving as an information‐processing activity. However, in this era, with the realization of knowledge‐based views of the organization, shared problem‐solving is increasingly recognized as a knowledge creation trigger. During shared problem‐solving, stakeholders bring different types of knowledge into the problem situation and it is captured, created and shared by the team members. In construction projects, shared problem‐solving often takes place through pragmatic problem‐solving on site, in particular, through managing project changes. However, this significant role of knowledge in managing project change is not well appreciated in the extant literature. Accordingly, to explore how knowledge is created during project changes in construction a case study approach was adopted using two change events in two collaborative settings within the UK construction industry. The case study findings revealed that different forms of knowledge are created during the project change process within construction projects. However, this knowledge remains largely tacit and does not disseminate to the wider organization due to imbalanced codification and personalization strategies existing in such settings. A knowledge management perspective is introduced to manage project change so that construction project teams can successfully resolve and learn from change events.     

Quality assurance — an effective project management technique

The principles behind quality assurance as an effective strategy for management of large-scale capital projects are discussed. ‘Fitness-for-purpose’ objectives are analysed, and the need to minimize economic and other consequences of failure is shown to be essential as a means of obtaining customer confidence. Quality assurance management techniques involve thorough design review, document and drawing checking, and prototype testing. Assessments by purchasing organizations and third-party bodies ensure compliance with standards.     

分析质量目标管理在建筑施工管理中的应用

在市场经济条件下,建筑企业要想提高自身的竞争力就应该采取措施提高建筑工程的质量,而当前普遍选择的方式之一就是使建筑施工质量目标管理方式优化。通过管理方式的优化能够提高管理工作的实际效果,从而提高建筑工程质量。     

目标管理在施工质量管理中的应用研究

目标管理是一种先进的管理制度和管理方法。在施工质量管理中,实行和运用这一制度和方法,对于提高工程项目管理水平,调动施工人员的积极性和创造性,降低施工成本,提高工程质量,确保工期,提高施工企业经济效益等方面有现实指导意义。     

正确应用目标激励 提高工程项目管理水平

目标激励方式正在工程项目管理实践中被广泛应用,盲目的目标激励将给工程项目带来损失。为了提高工程项目管理水平,本文从目标激励的优势分析和主要理论基础入手,着力探讨工程项目管理中应用目标激励的主要理论依据和科学方法。     

从中国竞争国际工程承包市场历程谈外向型工程管理人才的培养

中国建筑企业进军国际工程承包市场近30年以来,努力进取,不断开拓,取得了长足的发展,2006年有49家企业进入全球最大225家国际承包商行列,当年完成营业额300亿美元。但是,2005年中国1609家企业有对外承包资格,对外承包额不过217亿美元,平均国际营业额不到0．2亿美元。中国企业对外承包竞争力不强的主要原因是缺乏国际工程管理人才、整体组织协调不力、技术含量不高、管理水平不高。解决对策是强化政策扶持,发挥咨询设计的龙头带动作用;强化激励机制,稳定国际工程管理人才队伍;强化国际合作,培养外向型工程管理专业人才。     

浅谈工程总包模式下的项目管理

从当前建筑市场形势出发,探讨了项目经理的素质和意识,就如何加强总包公司的服务控制职能进行了探讨,提出了完善项目部管理方式的方法,以加强工程总包模式下的项目管理。     

Improving the interpretation of ‘less than’ values in environmental monitoring

This paper reviews the approaches used to deal with the interpretation of measurements reported as ‘less than’ a stated reporting limit. The principal current methodologies are examined and their shortcomings discussed. Recent key papers on the subject are summarised. It is concluded that lack of easy‐to‐use alternative methods have led to the continued use of substitution methods that are acknowledged to be biased. With the aim of promoting a more technically sound approach to dealing with ‘less than’ data, a supplementary spreadsheet tool is supplied to provide the reader with ready introductory access to a simple way to apply maximum likelihood methods. Recommendations and simple guidelines for better practice are provided.     

贯彻《建设工程项目管理规范》的若干问题

《建设工程项目管理规范》颁布已1年多，在实施中对一些问题应有正确的认识：包括规范的作用，与国际做法的关系，与施工组织设计的关系，如何对待施工项目管理规划，矩阵式组织，项目经理部解体的必要性，承包问题，网络计划技术的应用，质量管理体系标准与TQC的关系，项目成本核算制，施工平面图的作用，内部市场，生产要素管理中的风险防范等。     

工程项目固定合同总价模式下项目目标成本管理

本文通过对某钢厂冷轧项目施工的案例分析,探讨在固定合同总价模式下项目的成本管理,并结合风险项目管理,对其在项目成本管理、风险项目管理中的经验进行提炼和总结,以便以后在类似项目、BT或EPC等项目的管理中有所借鉴。     

Diagonal network analysis — a new technique for project managers

Owing to its numerical rather than visual presentation, numerical network analysis, a term used to encompass techniques such as the critical path method, has never really been accepted as a working tool in the building industry. To fill this gap, diagonal network analysis (DNA) was developed. The DNA chart displays in visual terms everything that numerical network analysis gives only in numerical terms, and shows overlapping of activities without having to construct complex ladders. An arrow programme need not be drawn first as the program does this for the user. The development of a program that could draw a DNA chart from input data simple enough for even a builder to understand is described.     

政府投资项目代建模式下监理企业的发展机遇与对策

结合政府投资项目代建管理模式,分析了在大力推行政府项目代建制的背景下我国监理企业所面临的市场机遇,指出监理单位是未来项目代建管理的主体,并分析了监理企业所面临的风险,提出了监理公司的应对策略.     

燃气管网工程档案的管理

介绍了城市燃气管网工程档案的组成和作用,分析了档案管理存在的问题,提出了加强档案管理的措施。建议结合地理信息系统,对档案进行信息化管理。     

治理对公共项目管理绩效改善的实证研究——以企业型代建项目为例

通过文献综述可知,公共项目管理绩效改善有管理和治理两大途径,前者显而易见,已得到学术界和实务界的普遍认可,而后者一直以来都被默认为是成立的而没有得到任何证实。首先借鉴产业组织理论的SCP范式,提出关于公共项目治理、管理、管理绩效3个变量之间路径的基本假设,并构建实证研究模型。而后,运用结构方程模型方法对60个企业型代建项目的数据进行统计分析,研究结果表明,公共项目治理通过管理间接贡献于公共项目管理绩效。最后,通过对研究结果的分析得出公共项目管理绩效改善的一种基本思路,即GMP分析框架,从而证实了治理确为公共项目管理绩效改善的重要途径。     

浅谈施工企业从事受业主委托的工程项目管理

工程项目管理是国际通行的工程建设项目组织实施方式,国家政策和规范的支持,潜在工程项目管理市场的存在,施工企业利用自身优势,拓展经营思路抓住机遇必将为企业带来新的利润增长点.     

‘Eco-civic’ optimisation: A nested framework for planning and managing landscapes

An important institution for regional resource governance is civic engagement in local affairs, including resource use issues. Local civic engagement has traditionally been structured around local government and, more recently, to catchment-based decision-making bodies. If citizens are to participate in regional resource management in ways that are meaningful to them, it is important that both the landscape units being discussed and the jurisdictional boundaries are meaningful. We have been examining how boundaries for resource management regions might be identified. Three considerations are believed to be important if regional resource management is to be meaningful to the citizens involved. Firstly, that the regional boundaries maximise the areal proportion of the region that residents consider to be part of their ‘community’, which should lead to greater commitment to civic engagement in resource management. Secondly, that the character of the landscape units within the region possess a high degree of homogeneity, reflecting greater coincidence of interest among the inhabitants of the region. The third consideration is a hierarchical multi-scaling capacity to deal with externalities of resource use. The approach was tested through identification of a series of nested ‘eco-civic’ resource management regions for north-eastern New South Wales in Australia. The results delineate resource governance regions that nest at local to regional scales for integrated natural resource management. Such ‘eco-civic’ regions demonstrate a better spatial representation of social and ecological characteristics than existing regional frameworks.     

The integrative role of the project management office in the front end of innovation

This research addresses management control in the front end of innovation projects. We conceptualize and analyze PMOs more broadly than just as a specialized project-focused organizational unit. Building on theories of management control, organization design, and innovation front end literature, we assess the role of PMO as an integrative arrangement. The empirical material is derived from four companies. The results show a variety of management control mechanisms that can be considered as integrative organizational arrangements. Such organizational arrangements can be considered as an alternative to a non-existent PMO, or to complement a (non-existent) PMO's tasks. The paper also contrasts prior literature by emphasizing the desirability of a highly organic or embedded matrix structure in the organization. Finally, we propose that the development path of the management approach proceeds by first emphasizing diagnostic and boundary systems (with mechanistic management approaches) followed by intensive use of interactive and belief systems (with value-based management approaches). The major contribution of this paper is in the organizational and managerial mechanisms of a firm that is managing multiple innovation projects. This research also expands upon the existing PMO research to include a broader management control approach for managing projects in companies.     

网格化管理：城市社区管理模式的创新

网格化管理模式是数字城市技术与社区管理方法创新的结合,具有综合化、精细化、透明化、主动化与协同化的优势,但如何将数字城市技术优势同网格化管理完美结合,必须进行城市管理体制的创新,这是问题的关键也是推广网格化管理模式的难点.     

Public policy for a multiproduct firm : Tearing down the ‘Berlin Wall’ in telecommunications

United States telecommunications policy contains ‘Berlin Walls’ that due to technology advances are being breached. Policies that encourage competitors are unnecessarily constraining traditional providers, the local exchange carriers. These constraints are causing market distortions, harmful to consumers. We propose four specific policy changes that should be adopted in order to bring down the walls while providing protections against any residual market power held by the exchange carriers. Specifically: use of incremental cost test to deter/detect cross-subsidies, price imputation for intrafirm transfers, generalized open network architecture, and removal of prohibitions on exchange carrier provision of video programming.