Partnering模式伙伴选择标准与项目绩效关系的实证研究

近年来,Partnering战略合作模式在许多领域被广泛应用。从项目绩效的角度,对Partnering模式下工程项目合作伙伴选择标准与项目绩效关系进行实证研究。通过对200家建筑工程样本企业进行数据分析得出:设计合理的合作伙伴选择标准并执行,可以直接增进Partnering模式下合作伙伴的项目绩效。     

基于Partnering模式的工程项目合作伙伴选择标准研究

本文在总结国内外Partnering模式研究现状的基础上,提出我国工程项目合作伙伴的选择标准指标体系,通过在工程项目参与主体中发放调查问卷,识别出管理层的支持、共赢理念、信任关系以及成本及质量的共同控制,是我国目前推行Partnering模式选择合作伙伴的重要标准。     

Partnering模式在工程管理中的应用研究

总结了Partnering模式的内涵与核心要素,介绍了Partnering模式的管理架构模型和工作流程,并梳理了推行该模式的难度,得出了推行的方法和内容,指出推行Partnering模式有利于在参建单位之间创造合作伙伴式合作的环境。     

Partnering管理模式下合作伙伴的选择机制

在对业主与承包商博弈分析的基础上,依据Partnering管理模式中合作伙伴的选择方法,结合我国实际情况提出一种新的筛选机制并作了具体阐述,以指导业主选择到合适的承包商,并让承包商愿意建立合作关系。     

Partnering合作伙伴的选择

合作伙伴的选择对Partnering成功实施起着举足轻重的作用,所以根据指标体系建立的基本原则制订了一套较全面且易于操作的综合评选指标,然后提出了两阶段评选方法,运用模糊数学的方法和ANP法计算各企业与理想企业的贴近度并进行排序,最后将排序最高的企业确定为最佳合作伙伴。     

工程项目管理模式-Partnering模式的探讨

Partnering是国际上正在研究和推行的一种新的工程项目管理方式.针对目前研究成果更多的是从概念和理论层面对战略Partnering模式进行的研究和介绍,本文从工程项目全过程的角度论述了项目Partnering模式实施流程,提出项目Part-nering模式是战略Partnering模式的第一步,根据合作伙伴的特征将其划分为5个等级,提出了对Partnering实施过程绩效进行评价的效能监控表,以控制和监督项目执行过程中Partnering的效果,并分析了Partnering执行过程中存在的缺陷,最后阐述了项目Partnering模式和战略Partnering模式的联系和区别.     

基于灰色关联度的Partnering伙伴关系选择

分析了Partnering模式的特点及模式的运作程序,提出了Partnering模式成功的关键影响因素。基于灰色关联度,建立了伙伴关系选择的评价指标体系和关联度评价方法。     

基于战略Partnering 模式的工程项目组合管理研究

工程项目组合管理模式的选择对项目组合综合效益有显著影响,将战略Partnering 模式应用于工程项目组合管理中,有助于提高工程项目组合的管理水平及收益。通过对战略Partnering 模式概念和特点的分析,设计了战略Partnering 模式的组织结构,提出了战略Partnering 模式的工作流程,详述了基于战略Partnering 模式的工程项目组合管理机制应包括信任机制、沟通机制、协作机制、利益机制与调节机制。     

建筑项目分包商与合作伙伴关系

伙伴关系（Partnering）模式的提出对于建筑业长足、稳定的发展起到了积极的推进作用。传统意义上的伙伴关系通常针对业主与承包商间的合作关系,忽视了分包商参与伙伴关系的重要性。合作伙伴关系旨在提出分包商应融入伙伴关系模式中,充分发挥其能动作用。日本建筑业实践证明,合作伙伴关系的存在具有超越性和合理性。实现合作伙伴关系的途径包括：业主对于分包商参与合作伙伴关系的推动途径,以及使伙伴关系延伸到分包层次的技术途径。     

我国引进Partnering模式的本土化策略

通过对Partnering模式本土化必要性、原则的分析,笔者认为Partnering模式是新兴的、科学、先进的管理方法.由于我国与国外存在着明显的经济体制、社会文化、管理理念等的差异,所以不可照搬国外的Partnering模式,进而提出了Partnering模式本土化的原则、过程和四项基础工作.     

Development of a partnering performance index (PPI) for construction projects in Hong Kong: a Delphi study

Over the past decade, research studies on benefits, critical success factors, difficulties, process, conceptual and theoretical models of construction partnering have been ubiquitous in the construction management discipline. In fact, there is adequate evidence that an increasing number of client organizations are adopting a partnering approach to undertake their building and construction projects both locally and worldwide during the last decade. With the perceived benefits that partnering brings about, research into Key Performance Indicators (KPIs) to evaluate the success of partnering projects in construction becomes vital as it can help set a benchmark for measuring the performance level of partnering projects. However, although there are some related studies and papers on this research area, few, if any, comprehensive and systematic studies focus on developing a comprehensive, objective, reliable and practical performance evaluation model for partnering projects. A model has been developed using the Delphi survey technique to objectively measure the performance of partnering projects in Hong Kong based on a consolidated KPIs' conceptual framework previously developed for partnering projects. Four rounds of Delphi questionnaire survey were conducted with 31 construction experts in Hong Kong. The results reveal that the top seven weighted KPIs to evaluate the success of partnering projects in Hong Kong were: (1) time performance; (2) cost performance; (3) top management commitment; (4) trust and respect; (5) quality performance; (6) effective communications; and (7) innovation and improvement. A statistically significant consensus on the top seven weighted KPIs was also obtained. Finally, a composite Partnering Performance Index (PPI) for partnering projects in Hong Kong was derived to provide an all‐round assessment of partnering performance. Different partnering projects can now be assessed on the same basis for benchmarking purposes. Construction senior executives and project managers can thus use the Index to measure, evaluate and improve the performance of their partnering projects to strive for construction excellence. Although the PPI was developed locally in Hong Kong, the research method could be replicated in other parts of the world to produce similar indices for international comparison. Such an extension would aid the understanding of managing partnering projects across different geographic locations.     

A computerized model for measuring and benchmarking the partnering performance of construction projects

Research into partnering performance measures for building and construction projects becomes crucial because a growing trend of client organizations has been observed to adopt partnering approach to procure their projects worldwide over the past decade. Although there are some related research studies and papers documented on this research area, few, if any, comprehensive and systematic research studies focus on developing a comprehensive, objective, reliable and practical performance evaluation model for partnering projects in construction. A Partnering Performance Index (PPI), which is composed of seven weighted Key Performance Indicators (KPIs), has been developed to measure, monitor, improve, and benchmark the partnering performance of construction projects in Hong Kong. A set of Quantitative Indicators (QIs) and well-defined ranges of Quantitative Requirements (QRs) for each QI have been further established using the Delphi survey technique and Fuzzy Set Theory. Evaluation of partnering success can now be based on quantitative evidences, thus tackling the subjectivity of performance evaluation. By making use of the Internet and database technology, PPI can be monitored on-line, thus saving much time, cost and efforts on data collection and retrieval than if they are done manually. As such, an Internet-based computerized partnering monitoring and benchmarking tool, namely the Computerized Partnering Performance Index System (CPPIS) has been developed. The Internet-based CPPIS enables project participants to input data at any time and location and the project administrators could perform data analysis via the Internet. The CPPIS also enables project managers to measure, monitor, improve and benchmark their partnering performances against those already stored in the database. Graphical presentations of data and various performance measures are also built in to assist various end-users to identify problematic areas and critical success factors for achieving partnering excellence.     

Partnering 模式下的伙伴选择与项目绩效:合作关系的中介效应

Partnering 模式是改善项目绩效的一种有效方式,不同的伙伴选择会对项目绩效产生不同的影响。根据已有的研究将伙伴选择划分为信任程度、有效沟通、共赢态度和技术水平 4 个维度,引入合作关系作为中介变量,实证研究了伙伴选择对项目绩效的作用机制以及合作关系的中介效应。研究发现,合作关系在技术水平对项目绩效影响的中介效应并不显著,在有效沟通和共赢态度对项目绩效的影响中起着部分中介作用,在信任程度对项目绩效的影响中起着完全中介作用。研究结果对于 Partnering 模式下项目绩效的改善以及 Partnering 模式在我国的进一步发展与应用有着借鉴意义。     

The effect on contingency allowances of using risk analysis in capital cost estimating: a Hong Kong case study

Despite the vast interest and enthusiasm on the benefits of construction partnering, no apparent trend exists to show that it has become the dominant choice of procurement method across construction industries internationally. Rather, the implementation of construction partnering has been patchy, with varying degrees of success and, in many instances, its adoption is more an exception than the norm. This study argues and sets out to test the proposition that despite the huge advocacy for the use of partnering, its slow uptake and, more importantly, the inconsistent results it yields are due to the lack of systematic investigation into the institutional determinants of partnering. Based on data collected from 526 firms covering various industry disciplines, results show that firms' use of partnering is selective and that this selectiveness is significantly determined by the industry's level of institutional norms and not by the conventional notion that partnering increases a firm's profitability or efficiency. Findings further indicate that firms that perceive there are strong industry norms for partnering are twice as likely to use partnering as firms that do not have such perception. By empirically examining the institutional conditions under which partnering is more likely to occur, this study sheds some light on why the implementation of partnering remains at a conservative rate and suggests avenues for future research.     

Partnering项目融资风险分担研究

Partnering为项目的实施提供了一个全新的理念,相对于传统的承发包和项目管理模式拥有更多的优越性,但对融资风险仍无法规避。文章分析了Partnering模式下存在的融资风险,确立了基于效率和公平的风险分担原则,构建Partnering项目风险分担指标体系。结合灰色关联分析法和熵权法建立了一个风险分担模型,使得项目融资风险得到有效、合理地分担。通过实例证明了模型的有效性和可操作性,并指出了该模型内部风险分担尚存在一定的局限性。     

基于Partnering 模式的工程总承包项目冲突处理机制研究

为有效减少城市轨道交通工程总承包项目中由工作界面混乱、沟通协调不畅等问题引起的冲突争议,基于Partnering模式中的典型冲突处理机制,并结合冲突分析理论量化冲突程度、辨别主要冲突主体,使冲突处理的决策实现合理性和科学性的统一。在此基础上,依托Partnering 模式冲突弹射机制的原理和冲突处理的层级划分结果,以冲突特征描述作为冲突决策的预处理,构建基于Partnering 模式的工程总承包项目冲突处理机制。应用该机制对广州地铁18 号线项目进行冲突处理,验证该方法切实可行,可操作性强,为城市轨道交通项目的冲突处理提供了理论依据和实践指导。     

The definition of partnering as a Wittgenstein family‐resemblance concept

This article on partnering and family‐resemblance makes two contributions to the debate about the definition of partnering in construction. The first is a distinction between general prerequisites, components and goals when discussing the concept. In order to understand what is specific about partnering the focus should be on the components, which are identified through a literature review. The second contribution is to apply Ludwig Wittgenstein's idea of family‐resemblance to the partnering concept. His idea is that a complex concept can be understood as a network of overlapping similarities. From the literature review it is concluded that there are two necessary components in partnering – trust and mutual understanding – and that a number of different components can be added to form a specific variant of partnering. This provides a new method to define the vague and multifaceted concept of partnering in a flexible and structured way.     

An empirical study of the benefits of construction partnering in Hong Kong

Many construction companies have adopted partnering in their construction projects over the past 10–15 years due to favourable project outcomes achieved. Its use in construction projects has been increasing rapidly as its benefits become more apparent and pervasive. This paper reviews the partnering literature within the construction field and tries to portray the comprehensive picture of benefits for the partnering practice. Through partnering and the active involvement of all key project parties, the project is more likely to be completed within budget, on time, and with the least number of conflicts, claims and work defects. Also, this paper reports upon the findings of a questionnaire survey of partnering benefits in Hong Kong. Seventy‐eight project participants completed a questionnaire to indicate the relative importance of partnering benefits. The perceived benefits were measured and ranked from the perspectives of the client, contractor and consultant for cross‐comparison. The results revealed that ‘Improved relationship amongst project participants’, ‘Improved communication amongst project participants’ and ‘More responsive to the short‐term emergency, changing project or business needs’ were the most significant benefits derived from the use of partnering. More partnering arrangements should be actively introduced into the construction procurement process so that every party can enjoy the full benefits of partnering.     

Towards a shift in mindset: partnering projects as engagement platforms

The last decade has seen shifts in both practice and research regarding client–supplier relationships. Cooperative project client–supplier relationships have become increasingly common, and have spurred a stream of vivid research on for example alliances and partnering. Despite increased attention, an insufficient understanding of the relationship dimension is identified, described as a ‘black box’. Here it is suggested that a key to unlock this ‘black box’ is to focus on the everyday practice and the role of the mindset of involved actors throughout the project. We argue that running partnering projects involves more deeply rooted changes than previously recognized. Changes relate to the mindset among involved actors, where service (instead of merely products or production) becomes the core denominator. First we aim to illustrate that a partnering project, if well functioning, can be understood as an engagement platform, and second we aim to discuss the consequences if this is acknowledged in practice. The case, a successful Swedish partnering project, is explored from a service-dominant logic perspective and it is suggested that successful partnering projects are to be defined as engagement platforms. A refined categorization of the components of partnering is provided and the implications of a shift in mindset discussed.