Activity Gazer: A multi-dimensional visual representation of project performance

Project failure often arises from a flawed or delayed perception regarding the discrepancies between planned and actual performance; for this reason, project managers constantly seek better methods of capturing, processing, and presenting the complexity of multi-dimensional project data. Visual representations provide a useful means of monitoring key aspects of project performance, thus enabling project managers to better execute their duties. This paper introduces the conceptual framework for, and a prototype implementation of, Activity Gazer, a novel paradigm that renders project monitoring and control data in an intuitive visual environment. Activity Gazer applies the concept of earned value management, among other metrics, to provide performance information regarding schedule, cost, quality, and safety at the activity level. This information visualization tool facilitates management-by-exception and improves the effectiveness and efficiency of project managers for large-scale construction projects.     

Identifying,framing and managing uncertainties in project portfolios

Uncertainties in the organization, external environment and from single projects may hamper project portfolio performance unless managed properly. This paper introduces a framework on uncertainties and their management in project portfolios and pursues increased understanding on how managers can take uncertainty into account better. We explore uncertainties, how managers frame them as opportunities or threats, and the actual practice of managing them across ten R&D project portfolios. The framework on project portfolio uncertainties and their management is further refined based on the empirical results. As key contributions, we show evidence on the balanced existence of three types of uncertainties, the threat bias in their framing, and the dominance of rational, opportunity driven mechanisms of control in uncertainty management. We discuss the context-dependent practice of project portfolio management and the need to complement rational mechanisms with structural and cultural, for project portfolio management to become a dynamic capability.     

Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework

This paper presents a framework for characterising project complexity in large engineering projects, which can be used to adapt the front-end development phase of engineering projects to the particular complexity. Recently, a large number of project complexity related papers were published, demonstrating the evident importance of “complexity” in current project management research. However, no generally accepted framework is available to support the characterising and understanding of project complexity that appreciates the richness of project complexity in large engineering projects. Therefore the TOE (Technical, Organizational, and Environmental) framework was developed, based on a literature survey building upon existing work and on new empirical work consisting of eighteen interviews about six projects in the process engineering industry. As a result of an inductive approach, this framework presents the elements that contribute to project complexity from a theoretical as well as a practical perspective. The framework can be used to assess the complexity of engineering projects, and subsequently adapt the front-end development phase of projects in order to better manage the complexity of the project.     

Project management education and training in the USA

Education and training within the USA in the project management field is described. This is intended to: improve understanding and acceptance of project management principles and practices; develop specific planning and control skills, including the use of particular computer software packages; and improve the success rate for project planning and execution. Training and education has traditionally been directed toward project managers and the specialists in project planning and control whose jobs are to support the project manager and the project team. In recent years, more recognition has been given to the need for training functional contributors to the projects as well, and even senior managers who are the owners or sponsors of projects, and this paper describes the various avenues available for training.     

浅谈建筑工程项目管理

通过对项目经理自身素质的要求、抓好中心环节施工成本的控制、先进的管理手段等几个环节的论述,提出了建筑工程项目管理的模式,对完善建设工程项目管理工作具有一定的指导意义。     

Object–Oriented Enterprise Modeling and Simulation of AEC Projects

In this paper we describe an object–oriented framework for developing enterprise models of Architecture, Engineering, Construction projects, and a methodology for formalizing these models such that they can be used for discrete event simulation of information processing and coordination in project execution. The simulation results can be used to predict the probable effects of carrying out proposed changes in planning and managing projects.
In our enterprise modeling framework we represent engineering design projects in terms of deliverables (requirements and solutions), plans (activities and process relations), and organization (participants and organizational relations). The resulting project model is the starting point for identifying coordination requirements between project team participants. Our methodology uses matrix techniques derived from qualtiy function deployment (QFD) to identify interactions between project requirements and solutions and calculate measures of product complexity . We then describe information flow between project activities in a similar matrix and calculate measures of process uncertainty . Finally, we identify the responsibilities of project team members and use a matrix to point out organizational interdependencies .
We apply our framework and methodology to model and simulate engineering design for a major extension of an electrical power substation. Our simulation results demonstrate how project performance is contingent on the fit between the project policies and the objectives and preferences of the project team.     

Project understanding,planning, flexibility of management action and construction time performance: two Australian case studies

Construction time performance (CTP) and flexibility in approaches to project time planning have been shown to be significantly associated. This raises interesting questions about how effective planning and control to facilitate flexibility in overcoming unexpected problems may be achieved. Case study data were used to explore links between planning and flexibility. This paper reports upon a recent study of two highly complex projects, a mental and forensic health hospital and a very large freeway/bridge/tunnel urban infrastructure project. The authors investigated planning flexibility using a framework of project team understanding and knowledge transfer to provide a model that contributes to our understanding of mechanisms and drivers that delivers flexible behaviour that may affect CTP. We conclude that both ability, supported by organizational and team competence, and commitment to explore construction method options in a flexible manner, i.e. responding to unanticipated problems, are necessary to facilitate good construction time performance.     

建筑工程规划验收竣工测量关键工艺探讨

建筑工程规划验收是城乡规划管理部门对已批准的建设工程进行规划监督检查的重要环节。规划验收竣工测量是为建筑工程规划验收提供可靠的、准确的基础资料,是规划管理过程的一项重要的基础工作。本文结合武汉市规划管理部门对建筑工程规划验收相关规定与要求,对建筑工程规划验收的竣工测量工作进行系统性归纳总结,同时对建筑工程规划验收竣工测...     

品质管理在工程项目管理各阶段的作用和管理特点

对工程项目的质量管理应上升到品质管理的高度上来 ,即不仅仅是按规范要求进行施工质量管理 ,而是按项目的品质定位 ,对项目的整体使用功能、配套条件、耐久年限、抗震等级、设备标准、建材标准、装饰水平、舒适程度、美观程度等进行全面控制管理。品质管理要求从项目的选址立项到规划设计、施工建造、质量验收以及后期养护管理等每一阶段 ,全方位按照品质定位的标准进行分阶段品质目标管理     

Synthesis of a Model for Life-Cycle Project Management

The focus of this article is on life-cycle objective–based project management models in general. The model has been designed (1) to facilitate employment of life-cycle objective–based project management approaches and (2) to support concurrent engineering and construction, thus promoting greater integration of total processes under which projects are proposed and implemented. In order to synthesize the functions designed in the model, we undertook a detailed case study of a large capital project. This case study has been documented in separate articles; only the results of the study will be presented in this article. While this field research shed light on the actual needs and requirements, the design of the functions was approached from first principles. They incorporate the basic shift from the traditional objectives of cost, time, and quality to life-cycle objective functions, such as return on investment, facility operability, and life-cycle integration. This article describes the fundamental philosophy and framework for the development of life-cycle project management in general and contrasts this with the traditional project management models.     

海外工程建设项目管理工程实践——项目报价篇

按照国家"走出去"战略要求,中国石化工程建设公司不断拓展海外市场,先后承接各种类型的海外工程建设项目,如工程总承包项目(EPC-Engineering,Procurement and Construction)、工程设计项目(E-Engineering)、工程设计加采购服务(EP-Engineering and Procurement)等。在海外项目运营中,我们以国际项目管理方法论为基础,结合项目管理信息系统应用,不断积累项目管理工程实践和经验。本篇是海外工程建设项目工程实践系列中项目报价篇,主要针对海外项目前期报价,结合国际投资估算工具———KBase软件的应用,简要介绍我们的工程实践。抛砖引玉,共同提高我国工程建设行业开拓国际市场的项目管理水平。     

Schedule control model for linear projects based on linear scheduling method and constraint programming

China Railway is undertaking massive construction and development projects.A reasonable and resource-leveled schedule that allows for adjustments for unforeseen circumstances during construction is critical for managing railway construction projects. Currently, most construction projects use traditional network planning methods or the Gantt schedule for project management. However, these methods have limited applicability to railway construction projects, which are typically linear. This study uses the linear scheduling method and constraint programming techniques for solving schedule control problems faced during railroad construction. The proposal comprises a schedule control model, scheduling model, and schedule control system; the scheduling model is central to the schedule control model. Characteristics such as high flexibility and practicality facilitate multi-objective optimization during scheduling and modification of the linear schedule. The proposed model and algorithm were validated by comparing results with actual data from a highway construction project and the Urumqi–Dzungaria railway construction project.     

工程承包联营体柔性分析及案例研究

联营体工程承包模式在大型复杂工程项目中多有应用,将管理柔性理论引入到工程承包联营体研究中,根据联营体特点并结合项目管理理论,提出了联营体的柔性定义和柔性特征。在借鉴企业组织柔性量化分析方法基础上,建立了联营体的环境动荡性分析和柔性分析的框架和方法。对承包两个大型国际项目工程承包联营体进行了实证研究和对比分析,得出其环境动荡性和柔性度评价结果。为分析和改善工程联营体的运营和管理提供了新的视角和有效的分析工具。     

The efficient scheduling of resources in engineering construction projects: reflections on a case study from Iran

A particular problem for productivity in engineering construction projects is poor front-end planning, in particular, the lack of attention to resource-loaded schedules. In such projects, resources are highly specific and constrained, resulting in conflicts that can compromise planned durations and add cost. There are many techniques available for mitigating these conflicts. These have been extensively reported and compared in the literature and some have been adopted into commercially available computerized scheduling packages that are used by most major contractors. Project managers normally have access only to the techniques offered by the software that their organizations happen to use. In the reported case, a heuristic algorithm developed by academics was implemented and tested against a well-known standard software scheduling tool on the construction of a combined-cycle power plant in Iran. When results were compared, the performance of the manually applied algorithm was found to be superior in its ability to provide acceptable time–cost trade-offs. The underlying argument is twofold. First, that deficiencies in planning (particularly the reconciliation of resource constraints with completion targets) are responsible for poor productivity in engineering construction projects. Second, as improved techniques for optimizing ‘resource-loaded’ schedules are continually being sought and devised, they should be made available to project managers; and the best way for this to happen is for them to be incorporated into commercially available project management software.     

基于WBS的机场测绘工程项目管理

以西南某机场测绘工程为例,在精度要求是一般工程项目5倍的情况下,基于WBS工程项目管理方法,通过剖析测绘工程进度计划的制约因素和质量管理关键因素,优化测绘工程项目中进度与质量控制的关键切入点,找出测绘工程项目的作业流程中存在的障碍,并建立进度和质量管理体系。同时,针对具体实践中流程障碍的分析与研究,提出了具体的优化对策。旨在更好地为大中型综合测绘工程项目在进度控制和质量管理方面提供合理意见,建立的管理体系在工程实践中得到了应用,并取得了良好的效果。     

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.     

地铁项目规划设计管理工作思路研究

作为重大基础设施投资项目,地铁工程建设持续时间长、涉及专业多,对建设单位的专业化管理程度要求高。结合地铁项目特点,从管理实践出发,分析研究了建设单位在不同设计阶段规划设计管理工作的主要内容和工作重点,对工作中存在的问题提出解决方案或思路。研究认为,地铁项目的规划设计管理人员应按照规划设计阶段的不同,理出主要工作,抓住关键任务,对各阶段容易出现的问题提前进行预判,做到心中有数;规划资料和现状基础资料的收集是建设单位主要职责,也是稳定设计的前提,应该作为重点工作完成;成熟、稳定且可实施性强的方案离不开外部条件的协调稳定,在初步设计阶段外部协调工作应予以高度重视;设计功能的不断完善和投资的有效控制应该作为设计管理人员的工作目标而不断强化。     

Systems thinking in innovation project management: A match that works

This paper discusses why conventional project management practices lead to the failure of publicly funded innovation deployment projects, and investigates how the use of systems thinking in project management can help projects be more successful. Based on 12 case studies of two EU innovation policies, we provide evidence that by using systemic project management, which entails providing flexibility in planning, communicating and controlling activities, innovation projects are more successful. This research refutes previous theory that claims that we should formalize to manage complexity and uncertainty. The key finding is that systems thinking methods provide the flexibility to manage innovativeness, complexity and uncertainty in innovation projects more successfully. Suggestions for further research include suggestions of how to embed flexibility in project management methods using the constructs of equifinality and causal embeddedness.     

Opportunities for enhanced lean construction management using Internet of Things standards

Traditionally, production control on construction sites has been challenging, and still remains challenging. The ad-hoc production control methods that are usually used, most of which are informal, foster uncertainty that prevents smooth production flow. Lean construction methods such as the Last Planner System have partially tackled this problem by involving site teams into the decision making process and having them report back to the production management system. However, such systems have relatively long “lookahead” planning cycles to respond to the dynamic production requirements of construction, where daily, if not hourly control is needed. New solutions have been proposed such as VisiLean, KanBIM, etc., but again these types of construction management systems require the proximity and availability of computer devices to workers. Through this paper, the authors investigate how the communication framework underlying such construction management systems can be further improved so as to fully or partially automate various communication functions across the construction project lifecycle (e.g., to enable lean and close to real-time reporting of production control information). To this end, the present paper provides evidences of how the Internet of Things (IoT) and related standards can contribute to such an improvement. The paper then provides first insights – through various construction scenarios – into how the proposed communication framework can be beneficial for various actors and core business perspectives, from lean construction management to the management of the entire building lifecycle.