浅谈施工项目管理

本文介绍了作者对施工管理过程应该重点把握的几点提出了自己的观点,着重指出项目管理应该抓住"怎么做"、"做多少"、"多少利",从而最大限度的将施工项目管理好。     

Development of a customer satisfaction evaluation model for construction project management

Construction project management (CPM) is a technical-oriented service for construction project clients. Evaluating the performance of service providers is beneficial both to purchasers, enabling them to appraise the services received, and to providers, helping them to improve their services. However, no appraisal system for such services exists. This study developed a novel customer satisfaction evaluation model for CPM services that was developed using a questionnaire-based survey and statistical analysis. Test results show that the developed model is a feasible system. Research using this model reveals that CPM services in Taiwan are satisfactory with acceptable performance for clients. The developed model is a good reference for evaluating and assessing CPM performance.     

A service-oriented integrated information framework for RFID/WSN-based intelligent construction supply chain management

As buildings are now taller, larger, and more complex, it has become increasingly more difficult to secure stockyards for materials and to resolve the surrounding traffic problems, creating an increased need for Just-In-Time (JIT) delivery. To support JIT delivery, it is necessary to build a framework that can facilitate the collection and share of information on construction components and material flow throughout the whole supply chain process. Many researchers have suggested that radio frequency identification (RFID) and wireless sensor network technologies could improve the effectiveness and efficiency of JIT management. In addition, service-oriented architecture (SOA), the services of which enable the interfacing of a heterogeneous system environment of parties involved in the supply chain management process, is suggested in the manufacturing industry as one of the solutions for effective collection and sharing of information in supply chain management. However, the construction industry has limits in applying the framework suggested in the manufacturing industry since the supply chain process in the construction industry is extremely dynamic due to frequent changes in the design and plans of construction projects. Therefore, the objective of this research is to develop a seamlessly integrated information management framework that can provide logistics information to project stakeholders for their decision making. The pilot test of the framework developed in this research showed that it can improve time efficiency by about 32% compared to the traditional supply chain management. The result of this research is expected to be utilized effectively as a basic framework to manage information in RFID/WSN based construction supply chain management (CSCM) environments.     

浅谈施工项目管理

本文主要从施工项目管理的组织机构、质量管理、进度计划、安全生产和文明施工等方面给以详尽的阐述,深入分析,提出个人对施工项目管理工作的认识。     

谈建设项目管理与施工项目管理的区别

在实际工作中 ,建设项目管理与施工项目管理的概念经常混淆 ,本文从管理主体、管理范围、管理内容和管理目标等几个方面论述了二着的区别与联系 ,以避免在工程项目管理工作中因概念不清而产生混乱和失误     

探讨建筑施工企业的项目管理

项目管理是反映企业管理水平高低的窗口,是建筑企业形象的体现。项目管理是施工企业其他各项基础管理工作的出发点和落脚点,是建筑施工企业经济效益和社会效益的源泉。项目施工水平的高低、施工质量的优劣、文明施工的好坏与项目管理有直接的关系,所以,建筑企业应把项目管理作为企业管理的重中之重。     

监狱工程建设及项目管理

本文通过对监狱视频监控工程建设的探索,梳理了监狱监控工程项目管理的特性,供相关工程人员参考。     

Metaheuristics for project and construction management - A state-of-the-art review

This paper carries out a detailed review of previous studies that employed metaheuristics to address problems/issues encountered in the life time of a construction or engineering project. The review is organized around critical problems/issues including engineering, cost estimation, planning, scheduling, and monitoring and control of project operations, with the objectives to optimize cost and time through the efficient uses of constrained or unconstrained resources. Metaheuristics are emphasized because they are especially suitable when approximate solutions are good enough in the case that the global optimum is either unknown or computationally too expensive to obtain it; both are characteristics of a typical large scale project. Based on the review, we offer our view of this research area and their potential for practical use. An attempt is also made to identify project management related topics where further advancement needs to be made.     

浅谈施工项目管理信息化建设

信息化建设是建设项目施工过程管理的迫切需要.本文分析了施工项目管理信息化的必要性,并探讨如何建立施工项目管理系统.     

Teaching construction project management with BIM support: Experience and lessons learned

This paper presents experiences and lessons learned during the introduction of Building Information Models (BIM) in construction engineering project management courses. We illustratively show that the introduction of BIM-based project management tools helped the teachers of two courses to develop more realistic project-based class assignments that supported students with learning how to apply different formal project management methods to real-world project management problems. In particular, we show that the introduction of BIM allows educators to design a class project that allowed the use of more realistic cases that better simulate real-world project conditions, helped students to learn how different project management methods integrate with each other, integrate change management tasks in a class assignment, and learn how to optimize project plans.     

浅析信息化在建设工程检测管理中的应用

随着建设工程检测业务的大幅度增加,检测单位数量也迅速增加,如何应用先进的信息化管理模式来为建设工程检测管理服务是一项当务之急的任务。本文论述了工程检测质量管理信息化系统的要求、优点及管理内容,并以福建省为例,阐明信息化在建设工程检测管理中应用的必然性和优越性。     

Impacts of multi-layer chain subcontracting on project management performance

This paper investigates the impacts of applying the multi-layer chain subcontracting system on project management performance with reference to Hong Kong construction industry. Multi-layer chain subcontracting system is widely used within construction industry as it is considered advantageous in many aspects such as better efficiency of subcontractors’ operation due to their unique skills. However, the fact of poor quality products in construction practice raises the doubt about the effectiveness of the chain system. Accordingly, the reasons why the applications of the system contribute to poor project performance are examined. A survey conducted in the Hong Kong construction industry demonstrates that the multi-layer chain subcontracting system, while widely adopted, is largely flawed. Based on the survey results, application of multi-layer chain subcontracting system contributes largely to the poor performance across the all major aspects including quality and time management, cost control, and communication and coordination performance. The association exists between poor project management performance and the increase of the number of layers in the chain of the subcontracting arrangement. The long communication chain because of the increasing layers of subcontractors results in various problems such as communication errors, poor supervision on the bottom-layer contractors. Consequently overruns in cost and time, and abortive and remedial works are common. Recommendations for improving the practice are suggested and explored, including change the practice of the “lowest bid” to an approach which incorporate both price and technical performance, limit the number of subcontracting layers, restrain the use of “supply-and-fix” subcontracting arrangement, and enforce the implementation of government regulations. The findings of this study provide useful references in examining the practice of subcontracting system in other construction industries and identifying the areas where the improvements can be made for gaining the benefits of using the system.     

关于建筑企业强化项目管理的探讨

针对工程项目管理存在的不科学、不规范等问题，提出建筑企业必须建立专业化的项目管理队伍，引进激励机制，实现项目分配制度的创新，调整优化企业内部生产要素配置机制，强化项目成本核算管理。     

Effect of host country and project conditions in international construction joint ventures

Joint ventures (JVs) have become popular because of their importance as a strategic alternative in global competition. International joint ventures (IJVs) are difficult to manage due to their complex structures involving more than two entities having different and competing objectives and strategies. Since each construction project is unique, project-specific factors are significant for the success of an IJV as well as the risks associated with the host country in which the IJV operates. In this study, the impact of host country conditions and project characteristics on IJV performance is investigated through a questionnaire survey. IJV performance is defined as a three-dimensional construct considering the performance of the project, the IJV partners, and the IJV organization itself. The results of the study suggest that project-related factors have a great impact on IJV performance. But they failed to provide evidence that IJV performance is affected by host country related risks.     

工程项目施工规划与造价管理分析

本文通过工程项目施工规划的分析,提出在施工规划时考虑合理有效措施加强造价管理的理念,以达到事前控制造价的目的,强调运用这种理念对工程项目降低施工成本,控制工程造价的重要意义。     

谈海外工程施工技术管理

结合阿东西高速公路M3标段施工实例,介绍了在阿尔及利亚东西高速公路施工中的承包模式、施工技术的相关方及运作体系、现场的报检程序,以及心得、体会等,为海外工程施工技术管理积累了经验。     

浅谈工程量清单计价下的施工企业工程造价管理

随着《建设工程工程量清单计价规范》的推广和实行,如何在工程量清单计价环境下做好施工企业内部定额管理、建立企业价格体系、加强施工过程中成本要素管理,本人就工作中的一些体会,浅谈自己的几点见解,供有关同仁商榷。     

ISO 9000 certification and construction project performance: The Malaysian experience

Purpose

This paper explores the relationship between an ISO 9000 certified quality management system (QMS) and elements of performance in construction project environments.

Design/methodology/approach

A survey based approach is used to collect data from project managers working in the Malaysian construction sector in both ISO 9000 certified and non-certified organisations. Three elements of performance are explored: project management (PM) practices, financial management (FM) practices and Project Success. The Project Management Performance Assessment model (PMPA) (Bryde, 2003) is used as the framework for assessing PM Practices. 336 completed questionnaires are analysed, with a group of 73 being from ISO 9000 certified companies (a response rate of 48.3%) and a group of 262 being from non-certified companies (response rate = 32.6%). MANOVA are used to explore differences in levels of performance between the two groups.

Findings

Overall there is significance difference in mean scores at the 5% level in respect of each of the PM and FM Practice elements of performance, indicating that ISO 9000 certified companies have enhanced levels of performance in their project environments compared to those in non-certified companies. The two exceptions are the PM Practice related to establishing partnerships and managing resources and the FM Practice related to allowing for inflation and price escalations. The results also indicate that ISO 9000 certification has a positive moderating effect on the casual relationship between PM Practices and Project Success. Based on the survey results a Project Management Performance Assessment for Construction (PMPAC) model is developed, which extends the PMPA to include performance enablers linked to financial management activities.

Research limitations/implications

The survey focuses on the construction sector in Malaysia and further work is required to see if the findings are applicable to other countries and also to other business sectors beyond the construction sector.

Originality/value

The research reported in this paper is original in that prior research into the link of ISO 9000 certification and dimensions of organizational performance has not explicitly focused on project environments. The research findings provide evidence that those seeking to enhance their project performance could gain benefits from developing a QMS and seeking ISO 9000 accreditation. However the finding also indicate that an approach to performance management based solely on establishing a certified QMS may have its limitations in terms of establishing processes for managing the relationships on a project through partnership approaches and in dealing with uncertainty in the external environment, such as price fluctuations. The PMPAC model presented in this paper provides a framework for those working in construction project environments to ensure their project management systems incorporate the key activities that enable better performance.