大型复杂工程业主方项目管理组织策划

对大型复杂工程业主方项目管理模式、业主方组织结构、业主方项目管理组织进行策划分析;结合2010年上海世博会世博村项目对业主方项目管理组织进行分析,试图建立一种有效、适应大型复杂工程的基于传统管理模式并充分融合PM模式的业主方项目管理组织结构模式.     

Project and program diagnostics: A systemic approach

This paper focuses on the theory and application of diagnostic concepts to assess the health of large projects or programs at any point in their life relative to the desired targets. The author presents a comprehensive project health check methodology. Project diagnostics is not to be confused with project progress measurement and control or project management maturity models as the objective is to see if the project team applies a systemic approach to the planning and management of the project. Its purpose is not to assess the project progress achieved at a given time and compare that to plans. Nor does it aim to assess the maturity of the application of a particular project management methodology/standard. The health of a project/program at a given time is found by evaluating the actual practices applied to manage a raft of variables which collectively characterise the management practice on that project.The technique – referred to as project health check or ‘PH-Check’ – has been computerised for ease of application. It provides a graphical picture of the heath of a project at the time of assessment. The results of the project health check can then be correlated with the results obtained from traditional project progress measurement tools. This correlation will yield greater understanding of the management of the enabling factors and their influence on project behaviour and results. This paper presents the PH-Check methodology and its underpinning concepts.     

广州新客站项目管理分析

以广州新客站站房工程为例,从工程项目管理组织的角度出发,探讨并总结其施工过程管理方法及经验,以进度控制为主线,对项目组织结构、三控制(投资、进度、质量)、组织协调等方面进行分析,探讨业主在工程项目管理中的作用,指出大型复杂公共建筑物建设过程中组织协调的重要性。     

Project governance and stakeholders: a literature review

Despite the importance of stakeholders in project governance, project management literature lacks from an inclusive framework which defines the roles, relationships and positions of internal and external stakeholders inside and outside of the organization's governance structure. This paper has the purpose to report a review on project governance literature to draw attention to the context within which the stakeholders are positioned, to extract their roles and relationships inside and outside of the organization and to develop new avenues for research regarding stakeholders in project governance. The conducted thematic analysis reveals that there are three contexts influencing organization's approaches towards stakeholders: success, megaprojects and ethics. The developed conceptual framework illustrates that organizations are in direct contact with external stakeholders at the organizational level and project level. Strategic decisions made at the organizational level are operationalised at the portfolio level and influence the approach towards external stakeholders at the project level. Considering the lack of theories to support general doctrine of stakeholder theory, this research suggests that future governance researchers adopt a broader view in selection of theoretical lenses in order to include the social and psychological aspects of the management of external stakeholders.     

Contract strategy for design management in the design and build system

Project team members in design–build system, including owner’s representatives, design–build (D/B) contractors and architects/engineers, have to adopt new roles in managing the design of large-scale projects. The design responsibility is transferred from the owner’s organization to the D/B contractor who is responsible for the design management in the projects to be delivered by the design–build procurement system. However, there remains the concern of design management between the designer and the constructor within the D/B organization, or between the joint venture parties of a D/B project. This paper presents a study, which reviews the issues concerning the design liability and contractual provisions for design management between the designer and D/B contractor in the said contractual arrangements of design–build system. It disseminates the results of a questionnaire survey and structured interviews of three groups of project participants: owners, designers and D/B contractors. The roles and responsibilities of the parties involved in design and design management are less than clear in their respective engagement contracts. In order to improve the design management of design–build projects, this paper recommended some strategic items to be considered in drafting contracts between owners/D/B contractors, D/B contractors/designers and owners/independent checkers to address the issues.     

高层建筑幕墙立交施工管理应用研究

进度控制的管理主要是：工期控制目标的分解，进度控制程序，进度控制要点和控制进度的风险措施。针对新城大厦幕墙进度控制难点，运用现代项目管理方法，从组织管理、合同、技术、信息管理角度分别加以控制，成功解决这一难题，工程达到了预期效果．仅用40余天在确保安全和质量的前提下，完成8万m^2的幕墙施工。     

On the broadening scope of the research on projects: a review and a model for analysis

In recent years, we have witnessed an increased interest in the research on projects and project management. The aim of this article is to review, classify and analyze the recent contributions within the field. This paper is based on two sets of data: (1) project-related research published in major management and organization scientific journals, and (2) articles published between 1993 and 2002 in the International Journal of Project Management. The article offers a framework suitable for analyzing the developments made and the different perspectives launched. It is submitted that “project research” instead of project management research might be a better concept for capturing the current state of the field. We also show that papers in the International Journal of Project Management have devoted little attention to research on contexts of multi-projects and multi-firms, a context that is considered to be of great importance for the future of project studies. The recent developments illustrate the need to better integrate project management with the general developments in management and organization. Of special importance, we conclude, is the one that we label project ecologies. We also believe that this concept, and research focus, might be of value for practitioners as it describes the way many modern industries work. The paper contributes to the internal debate about the content and identity of project research.     

A multicriteria satisfaction analysis approach in the assessment of operational programmes

Ex-post evaluation European Operational Programmes could provide useful information and knowledge that can be used as a guide in future planning.The different concerns of the operational programme stakeholders along with the operating constraints make programme evaluation a difficult and fuzzy task. This paper presents the application of concepts and methodologies of multicriteria data analysis to identify critical success and risk factors in achieving the strategic objectives of a programme. The MUSA (multicriteria satisfaction analysis) method was used for analyzing the satisfaction of project managers with respect to satisfaction criteria associated with four dimensions: the project’s results, the operations of the programme organization, the support of the project organization and the performance of the project team.The specific case study refers to a sample of projects in the Operational Programme for Education and Initial Training in Greece which was funded by the 3rd Common Support Framework. The results show that the proposed methodology can be a valuable tool for programme organizations, especially in the case of “soft” action projects where the deliverables are intangible and project management at beneficiary organizations is provided at an ad-hoc basis.     

Corrigendum to “A model to control environmental performance of project execution process based on greenhouse gas emissions using earned value management” [Int. J. Proj. Manag. 36 (3) (April 2018) 397-413]

Abstract was revised as follows:In response to recent climate change, which is believed to be attributed to the release of greenhouse gas (GHG) emissions, many countries are placing CO₂ abatement programs such as carbon tax and cap-and-trade. Projects do have a significant share in GHGs and therefore their environmental performance, like their schedule and cost performance, should be monitored and controlled. Although many large projects would pass an environmental assessment in the project evaluation phase, the issue of environmental performance monitoring during the project execution phase has not been addressed in project management methodologies. The objective of this paper is to develop a model to estimate project GHG emissions, and to measure project GHG performance using the developed metrics, which can be used at any point in time over the life of a project. A comprehensive study is conducted to collect information on GHG emission factors of various project activity data (such as material use, energy and fuel consumption, transportation, etc.), and a user form interface is developed to calculate the total GHG of an activity. Also, a breakdown structure is proposed which supports managing all the project GHG accounts. The monitoring and control model is formulated based on the logic used in earned value management (EVM) methodology. The proposed model is then implemented to a work package of a real construction project. The results present the project initial GHG plan and show that the model is able to calculate project GHG variance by the reporting date and predict project final GHG based on a project GHG performance index. The method presented in this paper is general and can be applied to any type of projects in an organization that aims to reduce its carbon footprint. The same structure can be applied to monitor and control any other environmental impact associated with project execution process.     

Implementing corporate ethics management and its comparison with the safety management system: a case study in Hong Kong

A case study of one general contracting construction organization in Hong Kong was undertaken. The study illustrates the current state of corporate ethics management in the implementation of a corporate code of ethics. The overall process of developing the corporate code of ethics from planning to implementation was investigated. It was found that the corporate management of the organization that was studied adopted a laissez‐faire approach in implementing its code at the project level. This means that there was no formal and unified cross‐organizational plan for implementing the code at the project level. The methods of communicating the corporate code of ethics to the members of the project team were left to the discretion of the individual project manager. The research findings also showed that different project managers adopted different methods of communication to disseminate the corporate code of ethics to members of their project team.     

工程项目可持续管理中的二元组织构造

研究了传统项目管理组织与工程项目可持续管理的不兼容性,构建了适用于工程项目可持续管理的二元项目管理组织。分析传统项目管理组织在工程项目整体管理组织中的局限,找出它与工程项目可持续管理不兼容的原因:项目管理参与者多元化导致项目管理目标多样化和动态化,进而在保证管理目标动态化的前提下将多元项目管理参与者压缩为二元,使多元化的管理目标随着管理主体的分类在项目整体组织中通过两条不同的目标管理渠道分别进行管理,并在宁夏石化炼油污水风机改造工段中建立二元项目管理组织进行实践     

A model to control environmental performance of project execution process based on greenhouse gas emissions using earned value management

In response to recent climate change, which is believed to be attributed to the release of greenhouse gas (GHG) emissions, many countries are placing CO2 abatement programs such as carbon tax and cap-and-trade. Projects do have a significant share in GHGs and therefore their environmental performance, like their schedule and cost performance, should be monitored and controlled. Although many large projects would pass an environmental assessment in the project evaluation phase, the issue of environmental performance monitoring during the project execution phase has not been addressed in project management methodologies. The objective of this paper is to develop a model to estimate project GHG emissions, and to measure project GHG performance using the developed metrics, which can be used at any point in time over the life of a project. A comprehensive study is conducted to collect information on GHG emission factors of various project activity data (such as material use, energy and fuel consumption, transportation, etc.), and a user form interface is developed to calculate the total GHG of an activity. Also, a breakdown structure is proposed which supports managing all the project GHG accounts. The monitoring and control model is formulated based on the logic used in earned value management (EVM) methodology. The proposed model is then implemented to a work package of a real construction project. The results present the project initial GHG plan and show that the model is able to calculate project GHG variance by the reporting date and predict project final GHG based on a project GHG performance index. The method presented in this paper is general and can be applied to any type of projects in an organization that aims to reduce its carbon footprint. The same structure can be applied to monitor and control any other environmental impact associated with project execution process.     

海外建设工程风险识别研究

风险管理的前提是建立科学完善的风险识别系统。以丰富的实践经验为基础,从建筑承包商的角度提出海外建设工程从项目评估、项目决策到项目建设三个核心阶段的风险识别重点及主要风险因素,并就风险识别提出完善风险管控机构、树立属地国规则意识等建议。     

Directions for future research in project management: The main findings of a UK government-funded research network

In 2003 the UK’s Engineering and Physical Sciences Research Council (EPSRC) agreed to fund a research network – Rethinking Project Management – to define a research agenda aimed at enriching and extending the subject of project management beyond its current conceptual foundations. The main argument for the proposed Network highlighted the growing critiques of project management theory and the need for new research in relation to the developing practice. Being the first paper of this Special Issue, this paper presents the Network’s main findings: a framework of five directions aimed at developing the field intellectually in the following areas: project complexity, social process, value creation, project conceptualisation, and practitioner development. These areas are based on a comprehensive analysis of all the research material produced over a 2-year period and represent the dominant pattern of ideas to emerge from the Network as a whole. They are not meant to be the agenda for future research, but an agenda to inform and stimulate current and future research activity in developing the field of project management. Methodologically, the five research directions represent a synthesis of ideas for how the current conceptual base needs to develop in relation to the developing world of practice. As well as presenting the main findings, the paper also presents a practical research framework aimed at researchers working in the field. The intended audience for the paper is the project management research community, and also researchers in other management areas for whom the Network’s findings might be of interest.     

基于 SEM 的建设项目造价控制影响因素研究

在城市化推进过程中,我国建筑产业逐渐形成以建设项目工程造价为主的市场竞争点。但在工程项目建设活动中,就造价成本而言,容易出现预算与决算相差过大、成本控制难、投资失控等问题。基于文献研究,构建了建设过程、材机选取、造价依据、项目管理、组织管理及财务管理对建设项目造价控制构成影响的假设模型,将问卷调研数据代入结构方程模型实证分析建设项目造价控制的关键影响因素。研究发现,建设项目造价控制受建设过程的直接影响,以及材机选取、造价依据、项目管理、组织管理及财务管理的直接和间接影响,影响程度由大到小依次为建设过程、项目管理、材机选取、组织管理、造价依据、财务管理。该研究结果对建设项目成本造价的控制和管理具有一定的应用价值。     

Branding and governmentality for infrastructure megaprojects: The role of social media

This paper explores subtle strategies that megaproject teams develop in practice to manage stakeholders external to the project team. A governmentality approach is used to account for these strategies. A metro rail megaproject in India provides the case for the study. The strategies were identified through a content analysis of 640 project and non-project based Tweets posted by the metro rail organization. We augmented this dataset with the community's response through social media, as well as through semi-structured interviews that captured the project teams' responses. The findings indicate that the megaproject used various strategies: promoting the organization, giving progress updates, appealing to the community, as well as targeting of specific sections of the population. The effect of these attempts at governmentality through branding were observed in community discourses on social media platforms that echoed the strategic discourses projected by the megaproject while interviews enabled us to access the project team's responses. For the project community, the effects included a positive brand image, creating community brand advocates and building support for the project during contentious episodes. For the project team, the effects included job attraction, enhanced job perception as well as the creation of project team brand advocates. The relation between the governmentality instruments and their corresponding effects are theorized in six propositions.     

Hard and soft projects: a framework for analysis

This paper provides clarification on the use of the terms ‘hard' and ‘soft' in the context of project and program management, by exploring what it means for a project to be hard or soft. This paper draws on the authors' practice based research into large organisational change programs in a variety of contexts, and the literature on project management, systems thinking and evaluation. A framework for exploring the hardness and softness of project process and outcomes is provided. It acts as an aid to structured discussion and informed decision making about the application of methods for managing projects and programs and the appropriate methods for evaluating their success. This framework is designed to aid in the transfer of lessons learned to practice by offering a common point of comparison between projects, and has potential for use as a predictive aid to resourcing. Its use is demonstrated in three cases.     

节约型工程建设管理途径研究

通过分析节约型工程建设内涵,从工程建设宏观管理角度出发,提出推进项目管理、改革政府投资工程项目组织实施方式和注重既有建筑的维护、改造再利用3种管理途径,以推进节约型工程建设,使得社会资源和能源得到高效利用。     

A continuum of organizations formed to carry out projects: Temporary and stationary organization forms

Projects are carried out by temporary organizations. These organizations can function independently or in cooperation with stationary organizations. To enable efficient project and program management, these differences in organization structure have to be considered. This paper therefore contrasts organizations formed to carry out activities at project sites based on forms of employment, work processes and resource networks used. Findings indicate that temporary organizations that are dominated by stationary “parent” organizations often rely on its abilities to secure access to crucial resources and to identify suitable work processes. “Pure” or virtually “pure” temporary organizations instead rely on their employees’ skills and contacts to develop suitable routines and gain access to resources.     

The utopia of order versus chaos: A conceptual framework for governance,organizational design and governmentality in projects

Images of utopia of order and chaos can serve to depict paradoxes observed in projects by illustrating the ongoing challenges presented by formal organization and informal social structure at the interface of temporary/permanent organizing. This paper develops a conceptual framework that shows that governance, organizational design and governmentality are all essential to an understanding of projects. We seek to clarify these concepts and to consider temporalities in the organizational project management context. This implies examining temporary/permanent organizing interaction at macro-meso-micro levels and challenging the traditional categorization of the formal and the informal aspects into two different and isolated streams of research. The paper offers a theoretical contribution to project studies by creating a bridge between process theory, the sensemaking perspective and the study of organizational project management. It also contributes to practice through the framework's analytical potential and improved understanding of the relationship between governance and organizational design.