Organisational routines in multi-project contexts: Coordinating in an urban development project ecology

Project management literature have focused on either intra-organisational relationships or on vertical inter-organisational relationships. The purpose of this paper is to explore inter-project interdependencies and coordinating in multi-project contexts by using the notion of project ecologies. We adopt an organisational routines perspective to explore the coordinating practices managing those interdependencies. The empirical material underpinning our findings were collected and analysed through a case study of an urban development district, new to both the project ecology literature and the organisational routines literature. The findings highlight the existence and importance of horizontal interdependencies in project ecologies, as compared to the more commonly studied interdependencies in vertical relationships within and between projects. The need for horizontal coordinating is outside project managers’ regular focus on steering vertical relationships. Accordingly, the routines to manage the horizontal interdependencies in project ecologies are different to those in more engineered routines that are often described in project management guidelines.     

Change program management: Toward a capability for managing value-oriented,integrated multi-project change in its context

Program management has taken its position in project management research and in public and private organizations as a successful method for managing complex, uncertain, and large-scale changes. During the past 25 years, research has evolved from programs as the conceptual extension of projects to a rich field of empirical studies reflecting the special natures and contexts of change programs and their management, with unique theoretical foundations. To take stock of this recent history, in this article we analyze the patterns of previous empirical studies on change program management and their theoretical foundations. The goal is to identify and summarize proposals to guide forthcoming program management research. The results reveal three main themes of ongoing research: managing over the change program lifecycle, managing programs in their context, and program managers' capabilities. The roots of change program management in organization theories are apparent; structural contingency theory and information processing theories have dominated in previous empirical research, but are clearly being extended to agency, stakeholder, and actor-network theories. New research ideas are proposed for the use of programs in various types of changes, value creation and delivery through change programs, the profiles and capabilities of different actors in program management, the coexistence and interplay of multiple programs, and the complex stakeholder networks involved with change programs. When change becomes more prevalent in the organizations' dynamic contexts, there is an increasing need to develop program management toward an organizational capability for managing value-oriented, integrated, and multi-project change in complex stakeholder contexts.     

Managing multiple-supplier project teams in new software development

Goal and resource interdependence are vital elements in structuring new software development programs distributed across multiple organizations. Yet, we know little about how the precursor interdependencies affect collaborative behaviors among the inter-organizational projects. The objective of this study is to examine the collaborative structure of multiple projects in a supplier network, particularly in the context of new software externally developed. Based on social interdependence theory (SIT), we explore the impacts of goal interdependence and resource interdependence among the inter-firm software project teams on inter-project cooperation and coordination. The focus is on the combined effect of both interdependencies to determine if they contribute additively to the promotive behaviors of cooperation and coordination. Based on a sample of matched key informants for 149 business-to-business (B2B) product development programs in China, both goal interdependence and resource interdependence have a positive influence on coordination and cooperation as suggested in the literature. However, goal and resource interdependence interact such that the effects are not additive, but that the presence of goal interdependence reduces the effect of resource interdependence.     

The effects of project uncertainty and risk management on IS development project performance: A vendor perspective

The structural contingency perspective has been widely used in information systems development (ISD) project risk management research. This paper develops an integrative model to explore the moderating effects of uncertainty on the relationship between risk management and IS development project performance from a vendor perspective, rather than the client perspective that is mainly employed in the literature. A survey-based research design is used to collect data to test the proposed model. The results reveal that project uncertainty can moderate the effects of project planning and control on process performance and the effects of user participation on product performance. More specifically, the results indicate that project planning and control makes a greater contribution to process performance when there is a low level of inherent uncertainty and that user participation makes a greater contribution to product performance when there is a high level of inherent uncertainty. The results of this study contribute to a more acute understanding of the contingency approach to ISD project risk management.     

关于建设工程项目施工质量管理的研究

分析了建设工程项目施工质量管理的特点,系统研究了建筑工程项目的施工质量管理体系,并提出确实可行的管理方法,通过建立行之有效的工程质量管理体系,以保证工程施工质量,实现项目效益最大化。     

The integration of ideation and project portfolio management — A key factor for sustainable success

Effective management of single projects is no longer sufficient. In today's business market, proactive management of the whole project portfolio has become increasingly important for achieving long-term success and competitive advantage. At the front end of projects, opportunities are discovered, ideas are created, and the foundation for later project, portfolio, and, eventually, corporate success is laid. This paper contributes to the project management body of knowledge by combining the front end view on projects with the holistic view of managing project portfolio landscapes. It focuses on establishing a framework for conceptualization of the relationship between ideation and project portfolio management in product development environment by relating ideation portfolio management, front end success, and project portfolio success, and lays the groundwork for further empirical research. The overarching topic I address is the conceptualization of how ideation can facilitate and sustainably improve portfolio success in the product development environment in the long-term.     

成都市重点项目管理现状研究及建议

阐述了成都市重点项目的确定原则和完成情况,从管理机制、申报程序、保障体系等方面分析了成都市重点项目的管理现状,指出了其中的不足,并从信息化建设、保障制度等方面提出相关建议,对重点项目管理具有指导意义。     

建筑工程造价管理的分析与研究

从多角度对我国建筑工程造价管理领域存在的问题进行全面、科学和系统的分析,找到了问题的所在,并对其进行深入的剖析,在此基础上提出了问题的解决方案,为提高建筑工程造价管理水平提供了依据。     

建筑工程项目成品保护管理分析

在建筑工程施工过程中,成品保护贯穿于整个施工阶段,与项目目标的实现有直接影响。文章就目前施工企业对成品保护管理现状进行了分析,并针对性的提出了管理应对措施。     

浅议施工项目成本管理

针对项目成本管理的重要性,结合目前施工项目成本管理的现状,分析了目前工程项目成本管理在投标、评估、施工、考核等各个环节存在的问题,提出了加强项目成本管理的措施,从而提高施工企业的经济效益和竞争力.     

浅议项目管理在房地产开发工程中的应用

就目前房地产开发工程中存在的问题进行了分析，采用PDCA循环原理和WBS工作分解结构对存在的问题进行了探讨，以达到开发商与消费者双赢的目的。     

Project management system for a large international project

A management system is described that was developed for a large and complex project to be handled by a joint consortium with a consortium leader or prime contractor/subcontractor relationship. Emphasis is placed on the technical side of project management, i.e. systems engineering management, configuration management, quality assurance management, etc. and their interrelationship with other systems, such as scheduling, work breakdown structure, etc. The fields of structural organization, project phases, technical management, project control and product support management are summarized.     

The cumulative power of incremental innovation and the role of project sequence management

In innovation and project management studies incremental development projects are perceived as theoreticlly and organisationally uninteresting. By means of a longitudinal study of product improvement projects at an automobile firm, this paper challenges such views and shows how the cumulative impact of the studied sequence resulted in a competitive repositioning of the company's product portfolio during a financially difficult period. Project managers achieved this by transcending the separation between exploration and exploitation projects; they not only adhered to time, cost and quality goals but also tried out new ways of testing and experimenting with controversial technical ideas. The paper analyzes the intensive inter project learning that generated these ambidextrous capabilities and emphasizes that practices at the project-level need to be buttressed by expanded management learning and capability development also at the sequence level.     

Competing management approaches in large engineering projects: The Dutch RandstadRail project

The management of large engineering projects is often a combination of the focus on planning and control, and the ambition to be flexible given the complexity and uncertainties that characterises these kinds of projects. However, control and flexibility impose contradictory requirements upon the management of these projects. The literature on project management reflects this contradiction. Some authors underline that projects require firm planning and control, thus downplaying the role of flexibility. Others emphasise that projects require flexibility and responsiveness, thus moving away from rigid planning and control. In this contribution, we suggest that in practice project managers acknowledge the weakness of both extremes and therefore strive to combine the two. Moreover, we argue that project success is at risk when project managers do not succeed in meeting the requirements of control and flexibility. To be able to investigate how these competing requirements are dealt with in practice, a framework is developed. The usefulness of the framework is explored by applying the framework to the large engineering project Randstadrail—a light rail project in The Netherlands.     

A Scandinavian view of project management

The effects of cultural variations on project management are discussed. Based on the experiences of project organizations and project control systems, some concepts for management and control, which may be a part of a general Scandinavian approach to project management, are presented. The importance of realistic forecasting is emphasized.     

Fundamental uncertainties in projects and the scope of project management

This paper builds on discussions that took place over a series of meetings in the UK of the Rethinking Project Management Network. The management of uncertainty is seen as a necessary condition for effective project management. Sources of uncertainty are wide ranging and have a fundamental effect on projects and project management. These sources are not confined to potential events, and include lack of information, ambiguity, characteristics of project parties, tradeoffs between trust and control mechanisms, and varying agendas in different stages of the project life cycle. Common project management practice does not address many fundamental sources of uncertainty, particularly in ‘soft’ projects where flexibility and tolerance of vagueness are necessary. More sophisticated efforts to recognise and manage important sources of uncertainty are needed. Such efforts need to encompass organisational capabilities, including some aspects of organisation culture and learning.     

沪宁高速公路江苏段扩建工程档案管理

对沪宁高速公路江苏段扩建工程在项目建设期间在档案管理方面所做的主要工作进行了介绍,具体阐述了项目档案管理体制,管理措施,管理流程及档案的检索利用等情况,为同类工程积累了一定经验。     

加强施工项目管理提高企业竞争能力

就如何提高企业在社会市场中的综合竞争力，从加强项目管理、改善用工制度、合理调配企业资金、建立以市场为导向的现代化企业制度等方面作了介绍，以使企业在市场竞争中立于不败之地。     

Construction industry clients: A survey of their attributes and project management practices

The recent growth of interest in the strategic decisions made by clients as to how to organize and manage their projects has not as yet been matched by any extensive and systematic analysis of clients' attitudes and approaches towards project management. This paper seeks to help redress this imbalance by presenting findings from a survey of 138 client organizations drawn from both the private and public sectors. Focusing upon their experiences on a recently completed, comparatively large (£1 million plus) project, the paper examines similarities and differences in the ways in which clients organize and manage their projects and assesses the impact of these practices on project performance. Differences in the type, size and typicality of the projects are also taken into account in the analysis. The main conclusions drawn from the data are that client experience has an important impact upon many of the decisions made, that strategic decisions are often internally driven as opposed to project-based, that additional work and inadequate briefing still continue to cause problems during construction, and that there is little direct evidence in favour of alternatives to traditional managerial and contractual arrangements.     

谈代建项目实施阶段的工程造价管理与控制

介绍了代建项目造价管理与控制的背景及目标,着重从代建项目实施阶段入手谈代建制模式下代建方对工程造价的管理与控制,以期将代建项目投资控制在政府审定的概算内,并获得较多的节余分成。