基于合作博弈的巨项目组织联盟合作协调研究

巨项目组织联盟的合作协调是实现巨项目管理目标的组织保障和关键环节,巨项目组织的高效运行需要构建基于合作的柔性管理机制。以合作博弈理论为分析工具,构建巨项目组织联盟合作博弈分析模型,提出基于Shap ley值的巨项目组织联盟效益贡献分配方法,并通过实例分析验证所建模型的可行性和有效性,进而探讨巨项目组织联盟合作协调策略:建立巨项目组织联盟中合作伙伴的有效磋商机制、公平合理的效益贡献分配机制,以及促进巨项目组织联盟合作实现优势互补。研究结果表明巨项目组织联盟的合作博弈分析模型不仅为定量解决巨项目组织联盟的合作协调问题提供了新的思路和方向,亦为巨项目组织管理决策起到有益的参考借鉴作用。     

谈如何做好项目经理部的内部管理和协调管理

简要介绍了项目经理部内部管理目标,主要管理人员的职责权限及各部门职能,分别阐述了项目经理部与业主、监理、设计部门、分包单位等多方面的协调工作,以指导施工企业优化项目管理组织机构,强化组织管理职能。     

建筑工程的超密集物流组织与管理

结合武汉市火神山医院建造工程,在对建造过程中超密集物流管理的痛点进行分析的基础上,总结了物流的组织、计划、协调等方面问题的解决措施。通过现场合理组织和管理,确保了超短工期大体量医疗应急工程的成功实施,为类似工程施工提供了借鉴。     

政府—市场二元作用与我国重大工程组织模式的关系

新中国成立以来,我国重大工程基础设施建设取得了巨大成就,在建设过程中逐渐探索出了一系列根植于“政府—市场二元作用”的、具有中国特色的重大工程组织模式。深入剖析政府—市场二元作用在重大工程建设中究竟发挥怎样的作用是分析重大工程组织模式的入口。从重大工程组织模式、政府作用、市场作用等相关概念分析出发,梳理二元作用与我国经济发展不同阶段关系,论述和建立二元作用与我国重大工程组织模式之间的相互关系框架,为进一步深化研究打下基础。     

政府投资重大工程组织模式演变分析及实证研究

在政府—市场二元体制作用下,我国工程实践者和理论研究者逐步探索出一系列具有中国特色的政府投资重大工程组织模式,但目前国内对不同历史时期、不同政治经济环境、不同体制对组织模式影响的研究较少,尤其缺乏对不同历史时期不同模式之间演变的内在规律的研究,使得在重大工程的实践过程中,往往不能科学地决策采用何种组织模式。按政府参与程度的不同分类,选择４种典型重大工程组织模式作为研究对象,分析投资环境、管理体制环境和项目经营属性因素对我国重大工程组织模式演变的影响,并通过跨案例的实证研究,探讨组织模式演变的内在规律,为政府投资重大工程业主方的项目管理提供参考和借鉴。     

港区工程项目管理的组织模式与运行控制

总结了上海外高桥港区建设项目管理在目标控制、投标控制、招标采购、征地动迁等方面的经验和教训,探索大型城市基础设施项目管理的一般规律和方法,为相关建设项目的组织管理提供有益的参考.     

建设项目组织界面协调机制研究

在建设项目中,界面管理具有十分重要的地位,大量的矛盾、争执和损失都发生在界面上。不同项目单元的人员具有不同的价值观,导致不同职能部门之间潜在的冲突。在解决冲突的过程中,当冲突某一方的看法属于正确的时候,可以选择这一方的方案用以解决冲突。当冲突双方的方案都无法解决出现的冲突时,可以选择专家干预的办法来解决冲突。本文在仲裁理论的基础上,提出了一种组合协调模式一等级协调和无等级协调,用于解决建设项目组织内部的界面冲突。     

浅析工程项目管理中的组织与协调

从业主项目管理的角度,介绍了项目组织协调工作的原则,通过对组织与协调作用的分析,探讨如何做好工程项目建设的组织与协调工作,从而实现工程建设的质量、进度、投资三大目标.     

广州大学城建设的组织与管理

广州大学城建设规模庞大,系统复杂,建设时间紧迫,给建设组织与管理工作带来了很大的困难,文中介绍该项目组织与管理的基本原则、组织体系与制度设计等,其成功经验对于探索大型政府投资项目的组织与管理新模式具有重要意义。     

Exploring the critical nexus between authoritarian leadership,project team member's silence and multi-dimensional success in a state-owned mega construction project

State-owned mega construction projects are greatly driven by the top-down authoritarian leadership that ironically restricts two-way communication and free flow of ideas. Prominent studies have highlighted various critical success factors of project success; however, the effects of authoritarian leadership and project team member's silence have been completely overlooked, especially in mega construction projects. The present study makes a pioneering effort to address this critical research gap and investigate the effects of authoritarian leadership and project team member's silence on the multi-dimensional success (including project management success, project ownership success and project investment success) in a mega construction project. Drawing on data from 357 project professionals directly associated with the China Pakistan Economic Corridor (CPEC) and covariance based structural equation modeling (CB-SEM) with Mplus, the findings provide new empirical evidence that authoritarian leadership has a significant negative influence on the multi-dimensional success in the CPEC mega construction project. The findings also establish that project team member's silence negatively mediates the relationship between authoritarian leadership and the multi-dimensional mega construction project success. The study implications offer new strategic insights for managing mega construction projects, especially in transition economies that still have deep roots of authoritarian cultures.     

A study of mega project from a perspective of social conflict theory

Extensive studies show that mega project has close connections with globalization and civilization, but little articles make social logical analyses of mega project. Traditional conflict management lays stress on projects leading to conflicts while neglecting the fact that conflict can also result in mega project in a social context. This paper studies the relationship between mega project and social conflict by exploring mega project from the perspective of the social conflict theory, and develops a conceptual model of mega project, which includes three propositions: (1) mega project is the outcome of social conflict; (2) it functions as a safety valve in society; and (3) it has close relationships with the level of political centralization and economic development. At the end, this paper puts forward some suggestions about the construction of mega project.     

全装修住宅项目专业化分工初探

从装饰单位施工管理的角度,结合全装修住宅项目专业化分工的发展趋势,探讨如何配合业主做好前期协调工作,并针对各专业单位的施工特点、接口要求,进行组织协调,避免返工,以提高整个装饰工程施工效率.     

Design team meetings and the coordination of expertise: the roof garden of a hospital

The coordination of work and expertise in construction projects is often treated in terms of models or formal rules. However, much is to be gained, if we are to understand it, by examining actual coordination practices. The objective in this article is to address practices of coordination of expertise in the context of design team meetings. The focus is specifically on conversational practices between the structural engineer and the landscape architect who are part of the design team in a healthcare infrastructure project. The central argument is that the coordination of expertise relied on and was organized by mundane and everyday methods, and not by formal and abstract ones. This argument is drawn from ethnomethodology, a form of sociological analysis that focuses on the situated methods by which activities are produced, but shares concerns found in the literature on actual project management practices. The ethnomethodological stance, however, offers a different perspective on the significance of the empirical reality of projects and a possibility to incorporate within this literature a concern with the ordinary methodical organization of project activities.     

Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy

We develop a model of practices undertaken by project managers to address the challenges of organizational fields in an emerging economy context. We anchor the model in a qualitative study of project managers’ activities in a major construction industry firm in India. We make three contributions. First, our study illustrates how the micro activities of project managers, in coordination with the actions of senior management, address the emerging economy challenges, and project managers’ responses hold lessons for the emerging literature on “projects as practice.” Second, we augment the dominant cognitive orientation in the discussion of organizational fields in project management literature with a practice perspective. Finally, we enrich the institutional theory stream in project management. In addition to the mechanisms identified in that stream of literature, our data suggest that the activities of project managers in major construction projects may act as a mechanism of transition in emerging economies. While the project managers in the Indian construction industry firm undertook numerous field building activities that were crucial for their projects’ success, these activities were simultaneously addressing major gaps in the economic infrastructure of India. Thus, our data portray construction industry managers as not merely engaged in project execution, but as active participants in the economic transition of a country.Similarly, labor and supplier markets in India were underdeveloped, and the projects had to bear the cost of this development.     

谈建设工程监理中的组织协调

介绍了建设工程监理中组织协调工作的定义及其重要意义，在此基础上，从系统方法的角度对建设工程监理中的组织协调进行了分析和探讨，阐述了监理组织协调中应注意的问题，以期为工程监理及建设创造良好环境，确保监理总目标的实现。     

公路工程项目各参与成员间的协调沟通

结合公路工程建设过程中项目组织系统特点,对项目质量、成本、进度及安全进行控制,对业主、设计方、施工方及监理方之间协调沟通的工作内容进行了研究,为公路工程各参与成员间合作关系的项目管理提供了理论依据。     

谈以设计为龙头的项目设计管理

以实施的项目管理为例,从团队组成、风险控制、协调程序、进度管理、质量管理、造价控制方面叙述了项目设计过程和实施过程中的设计管理理念,通过此设计管理理念及其运作,充分发挥EPCM项目整体协调优势,对项目投资、进度、质量进行有效的控制.     

基于GPS定位的电网工程建设管理应用设想

管理(manage)是社会组织中为了实现预期的目标,以人为中心进行的协调活动。电网工程建设管理的核心是控制,全球定位系统(Navigation Satellite Timing And Ranging Global Position System,简称GPS)的广泛应用,使进一步提升电网工程建设管理控制力成为可能。将GPS定位功能应用于工程建设管理过程,能在建设人员管理、工作状态实时掌控、管理层与施工人员实时信息传递等方面得以强化,并可以提升进度及技经管理质量。     

建设工程项目的协调与冲突的管理研究

指出建设工程项目动态管理实质就是一个不断通过协调预防和冲突处理技术解决项目冲突的过程，首先提出了建设工程项目协调与冲突管理的内涵和特征，在此基础上，对建设工程项目动态管理的协调和冲突处理技术进行了深入研究，以完善建设工程项目管理。     

基于项目质量控制人的因素研究

人的因素是项目质量控制中的第一因素.项目经理不仅要具备计划、组织、控制及技术等技能,还应具备良好的沟通技巧、处理压力和协调能力,同时要分清项目经理和职能经理的职责,赋予项目经理与责任相应的权力.由于项目组织是一个团队,做好团队内的有效沟通、项目的协调是工作的必要条件,同时需要适当的授权,使每一个相关责任人都主动、自觉地去工作,以期达到项目质量控制的目标.