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.     

项目经理在施工项目管理中的重要作用

施工项目管理能力的优劣往往成为施工企业在市场竞争最后决胜的关键因素,故介绍项目经理在施工项目管理中的重要作用,以及项目经理成为优秀项目经理必须具备的素质和技能。施工企业应着力培养、选拔,加强管理,让优秀项目经理在施工管理中发挥作用。     

Project cash forecasting in the client organization

Project cash forcasting is a major problem faced by client organizations, due largely to inaccurate project estimates at the outset. Inadequate project definition and risk analysis at the approval stage and, in some cases, a tendency of the project manager to overestimate are major contributors to the inaccuracy of project estimates. In addition, some organizations expect project managers to develop project-approval estimates to within 10% accuracy, having completed less than 5% of the total project design. The reasons for failure of project cash forecasting are discussed, and the need for developing a forecasting strategy is established. Some solutions to the problems are suggested.     

Maximizing strategic value from megaprojects: The influence of information-feed on decision-making by the project manager

Large projects are notorious for erosion of value during execution. Decisions made by project managers have a significant impact on the strategic value of the asset delivered, and those decisions depend on the information feed on which they are based. This study uses theories of organizational behavior, decision-making and program management to investigate the impact of information feed used by project managers on the strategic value delivered by mega projects in the oil and gas industry. A global survey of 69 managers of mega-projects was conducted. Results showed that information feed to project managers significantly influences the strategic value created by megaprojects. Also some moderating effects of contextual factors on this relationship were found. The contextual factors that influenced project manager decision-making relate to what they perceived to be Senior Management drivers for their projects. However the hypothesized moderating influence of project manager experience on decision-making was not found—an interesting observation. It was found that the extent to which project managers feel in control should influence the scope and quality of information-feed that should be sought. Four risk areas were observed as significant to long-term value creation from megaprojects: government relations; host community relations; contract management and procurement; and the influence of multi-location execution.     

建设单位安全经理工作压力研究

近年来,安全管理在建设工程管理中越来越受到重视,建设单位新设立“安全经理”岗位进行安全管理工作。由于安全管理作为贯穿施工全过程的管理工作、涉及内容多、工作责任大,并且新设立岗位缺乏相关经验,安全经理目前面临较大的工作压力。采用问卷调研的方法对建设单位安全经理工作压力大小及压力源进行调研,通过均值分析和配对样本t 检验,分别对岗位工作任务压力现状和不同生产阶段的工作压力来源进行了分析。结果表明:安全经理的工作压力主要来源于需要专业技能的日常安全管理工作,即重大危险源管理和安全检查;兼职安全经理的工作压力同时来源于安全管理工作和非安全管理工作,且二者压力值均处于较高水平;开工阶段、基坑阶段和主体施工阶段安全管理工作压力较大,其中钢管脚手架、起重机械、吊篮、危大工程的安全管理工作压力尤为突出。并为缓解建设单位安全经理工作压力提出了针对性建议。     

项目经理在项目管理中的工作重点

指出了以项目管理为中心，实行项目经理负责制是工程建设项目管理成败的关键，从项目初始阶段、实施阶段、结束阶段探讨了项目经理在项目管理中的主要工作，以提升项目经理在项目管理中的作用。     

The project manager — a capite ad calcem

Success as a project manager does not depend on professional skill alone, but encompasses every facet of personal development. A project is defined and ten types of project environment are described according to the planning and control treatment each requires. The management team is seen as comprising four grades of staff, and the manager himself is required to operate in seven main areas of work. To do this, he has to develop eight technical skills and seven personal qualities. The duties and attributes of a project manager are described.     

Project management knowledge and skills for green construction: Overcoming challenges

A competent project manager is vital to project success. While many studies have examined competency of project managers, few have done so in the context of green construction. Therefore, this study aims to identify challenges faced by project managers who execute green construction projects and to determine the critical knowledge areas and skills that are necessary to respond to such challenges. Through literature review, surveys and interviews with project managers, this study will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.     

Escalation of commitment in troubled IT projects: Influence of project risk factors and self-efficacy on the perception of risk and the commitment to a failing project

Past studies have indicated that project managers may be less likely to continue failing IT projects if they are able to perceive project risks accurately. Using the scenario of a failing IT project, a computer simulation-based experiment investigated the influence of individual self-efficacy and project risk factors on the perception of risk. Participants played the role of a project manager and managed a simulated IT project. The results suggest that project managers are likely to underestimate the risks of a project with endogenous risk factors as compared to a project with exogenous risk factors. Results of this study point to a ‘self-efficacy bias’ where project managers with higher self-efficacy may underestimate the risks of a troubled IT project as compared to project managers with lower self-efficacy. Further, risk perception mediated the influence of self-efficacy on the commitment to a failing IT project.     

对加强施工项目管理若干问题的思考

介绍了应如何加强施工项目管理 ,从如何选好项目经理、健全项目经济部责任管理体系等方面进行了论述 ,指出“高质量、短工期、低成本”是项目管理工作中永恒的主题     

A decision-making support system module for project manager selection according to past performance

This paper proposes a decision-making support system (DMSS) module for selecting project managers and demonstrates its implementation. The selection of a new project manager is based mainly on the past performance of potential managers, for example, on the relative performance evaluations they have received on projects managed by them in the past. Past projects are ranked in accordance with a ranking method. Project managers are ordered according to past project rank. The difference in quality between the past performance of the candidates is statistically examined using the Mann–Whitney–Wilcoxon U test. This enables the establishment of a subgroup of one or more preferred candidates, where the significance level of the statistical test has an impact on the subgroup size. The final candidate may be selected from this subgroup according to personal qualifications and suitability for the specific project. We demonstrated the use of such a DMSS module by an Israeli information technology company as part of their process to select a project manager. A ranking method within the Data Envelopment Analysis context (the Cross-Efficient method) was implemented with three inputs and four outputs selected for the project ranking.     

试论施工企业对项目经理的监督管理

从市场经济的负效应，建筑市场运行不规范以及复杂的外部施工环境等方面论述了对施工企业项目经理实行监督管理的必要性，阐述了对项目经理进行监督管理的基本对策，以确保项目目标的实现。     

Surviving the project management battle

Although few people would consider running an engineering business akin to fighting a war, it may often be advantageous to plan engineering projects like military manoeuvres. Be they large or small, projects must be planned and executed with precision if they are to succeed, and it is up to the project manager to ensure that the whole process runs smoothly. It is important for potential project managers to be flexible and to gain experience in managing a variety of initially small projects. With this experience they can then proceed onto larger and larger projects building on their skills as they do so     

都市新景观 纽约高线公园

为了建设可持续发展的宜居城市,中国的城市管理者需要更加慎重地思考我们今天的城市问题,而西方发达国家一些成功的城市建设经验非常值得国内同行的参考和借鉴。通过对纽约市近年来最重要的城市更新项目——高线公园的研究：分析公园的历史、设计策略和景观施工,总结该公园的开发模式,以此来激发国内城市管理者和风景园林师对过去城市建设工作...     

基于业绩评判的总承包项目经理职业资格标准体系研究

当前中国建筑业正逐步向工程总承包方向发展.总承包要求项目经理具有很强的职业能力,与国外相比,国内项目经理无论在知识体系、职业素质以及职业能力都存在较大差距,而职业资格标准是提升项目经理能力的根本途径,国内目前在此方面研究尚为空白,因此有必要研究并建立该体系.文章借鉴英国国家职业资格,结合中国实施的总承包制度,实证研究并建立具有国际特征的基于业绩评判的总承包项目经理职业资格标准体系,旨在通过知识更新和培训,培养和提升总承包项目经理的职业能力,从而提高中国建筑业的国际竞争力.     

浅谈建筑工程的项目管理

建筑工程项目管理是一项较为复杂的综合性工作,本文以项目经理的必备素质为突破口,探讨了这样几个要点,即项目经理的必备素质、建筑工程中项目管理所占的分量、建筑工程项目工程的管理要点及应遵循的基本原则以及其对项目管理的重要意义。     

建筑业项目经理领导有效性研究

关于领导有效性的研究较多,但对建筑业这一特定行业的研究却很少。本文针对建筑业项目经理这一特定群体选取适当的绩效指标,从关心员工和关心任务这两个领导行为的基本维度研究其领导有效性。研究发现,领导行为对项目绩效有显著影响,“高关心员工、高关心任务”的领导类型最为有效,而任务导向型和员工导向型项目经理的领导有效性会因评价指标选取的不同而存在差异。本研究可为项目经理调整领导行为、提高领导有效性提供参考。     

Exploring variety in factors that stimulate project managers to address sustainability issues

As it is increasingly being recognized that projects play a key-role in creating a more sustainable society, the integration of the concepts of sustainability into project management should be considered as one of the most important global project management trends today. This integration refers both to the sustainability of the project's deliverable and to the sustainable management of projects. In this last perspective, sustainable project management, the project manager has a central and influential position. However, many factors or circumstances influence the behavior of the project manager with regards to addressing sustainability in his or her project?The study reported in this paper explored the variety factors that stimulate the project manager to address sustainability issues in the project he or she is managing. Based on the factors provided by the Theory of Planned Behavior (TPA), the study used Q-methodology to explore different subjective patterns of stimulus project managers experience. Based on the factor analysis of 49 Q-sorts, we discovered three factors in the stimulation of sustainable project management behavior. These three factors, that represent distinct stimulus patterns, were labeled as “Pragmatic”, “Intrinsically motivated” and “Task driven”.By identifying three distinct patterns of what stimulates project managers to address sustainability issues, the study contributes to a successful implementation of sustainable project management as a new ‘school of thought’ in project management.     

Managing information flow on a megaproject

Every project organization is a pyramid, with a project manager at the apex and supporting staff below, increasing in number at each level. The size of the project will determine how large the organization will grow, and as it grows, so do its administrative requirements. This article, based on experience on a multioffice megaproject, is an attempt to draw attention to principles that are fundamental to dealing with these requirements and to illustrate how the principles are implemented.