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1.
Project management teams are often fluid, changing in composition over projects. Fluidity enables innovative project success, as it allows organizing social capital dynamically across projects. In this study, we argue for an optimum between fluidity and stability. We operationalize project management fluidity as the degree of intactness of the whole team from one project to the next. In a sample of 5370 projects of video game development over ten years using information obtained by web crawling on the internet, we find an inverted-U-shaped relation between intactness and project success, assessed as sales, expert reviews, and consumer reviews. We show that optimal intactness shifts according to project context; higher success occurs at lower levels of intactness when projects require more innovation. Finally, we replicate our findings using intactness of relations between project managers and their operational teams. We discuss the implications for project management, and potential future research.  相似文献   

2.
本文说明了管理理论在燃气工程施工项目管理中的 重要作用,并就其具体应用作了介绍。  相似文献   

3.
Companies frequently implement formalization to improve success. Previous research has found supporting evidence for the performance-enhancing effects of formalization in both single project management and project portfolio management. However, there is no research on how formalization at the project level interacts with formalization at the portfolio level, or on how this interaction may impact success. This study investigates the interaction of formalization at both levels and examines the moderating effect of project portfolio complexity on formalization. Using a sample of 134 firms, this study shows that single project management formalization and, likewise, portfolio management formalization are directly connected to portfolio success. Simultaneous formalization at these two levels delivers a complementary effect, resulting in an increase in success that is more than additive. A contingency analysis confirms that the proposed positive effects become more prominent if complexity is high. Complexity measured as project interdependency has a stronger moderating effect than complexity measured as portfolio size.  相似文献   

4.
Fundamental uncertainties in projects and the scope of project management   总被引:4,自引:0,他引:4  
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.  相似文献   

5.
从概念、工作方式及责任、工作性质及作用、工作范围、社会需求及从业要求几方面对工程项目管理和工程监理进行了比较分析,有助于深入理解和明晰二者的内涵,从而恰当承担应有的责任。最后指出工程监理向工程项目管理发展的趋势及注意事项。  相似文献   

6.
This paper deals with the management of exploratory projects, i.e. projects where neither the goals nor the means to attain them can be defined at the beginning. It relies on the historical case study of the Sidewinder Air-to-Air missile, designed by the US Navy between 1947 and 1957. The case is interesting because it violated all the best practices of PM, yet involved a short and cheap development process that resulted in a best-seller in missile history. This case thus helps to analyze the inner working of an understudied skunkworks (project-level) and to discuss the governance of exploratory projects (firm-level), more specifically the limits of Stage-Gate processes for radical innovations.  相似文献   

7.
TOT项目作为一种引导民间资本参与基础设施领域发展的有效方式,具有整体性、层次性、动态性和开放性等系统复杂性特征。在对TOT项目进行复杂性分析的基础上,提出了基于集成管理思想,包括管理对象、管理要素、管理目标和管理过程的集成管理模式,并且对实施复杂性集成管理的流程进行了分析。  相似文献   

8.
An increasing number of change processes and initiatives are organized and implemented as projects, often through the formation of ‘large-scale transformation projects’ (LST), involving a great number of specialists, departments, partners, development work, and knowledge bases. The theoretical foundation that supports the choice of managing change as projects and, in effect, the role of project management has received surprisingly little attention in the current literature. In this paper, we present a model where the success of change initiatives is explained by the quality of project management, which in turn is determined by the quality of knowledge integration. The outlined model highlights knowledge integration as a process determined by the scope and speed of change, which typically result in problems with synchronization of activities within an LST project. Our model draws on the idea of ‘knowledge entrainment’ to explain the fact that different parts (organizations, teams, individuals) tend to develop different time orientations and hence rely on different cycles of knowledge processes. This has important effects on the absorptive capacity of the involved parts of the project and the amount of information and knowledge that the project can digest. This paper discusses different knowledge-entrainment mechanisms and their effects on the role and practice of project management. Empirical data from an LST project in Posten, one of Northern Europe’s largest messaging and logistics operators, illustrate the model. The paper contributes to the analysis of the relationships between knowledge integration and time, particularly in LST projects.  相似文献   

9.
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.  相似文献   

10.
工程风险项目管理理论的构建与实践   总被引:2,自引:0,他引:2  
从我国工程项目管理实践中存在的不足入手,论述实施风险项目管理的可行性,建立了风险项目管理的流程,设计了风险库等管理工具,并以实际案例介绍了风险项目管理的应用。  相似文献   

11.
在智能工地信息化建设中,研发了施工安全、工程质量、劳动力资源、远程视频监控等信息化管理系统,并在项目管理中得到了应用与推广。信息化管理系统的应用加强了集团本部、工程公司对项目的动态管理,提升了项目管理的能级。本文主要阐述七建集团视频指挥中心的应用实践。  相似文献   

12.
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.  相似文献   

13.
项目管理理论及其架构   总被引:3,自引:3,他引:0  
一种观点认为缺乏全面的理论是阻碍项目管理被认可为一门管理学科的因素,现存的被系统观点所统治的项目管理理论更多地被视做工程学的分支,而不是管理学.更进一步,现存的理论是建立在大量源自经验证据的假设基础上的,这使得最终产生的理论似乎仅仅是建立在假设基础上的经验证据.这些假设使用了复杂的需要进一步界定的概念,这又使得项目管理理论似乎仅仅是一些定义.在这篇文章中,作者提出一套建立在五个简单的、自然的前提之上的关于项目管理的理论.这些前提不需要假设,所使用的简单的、自然的概念也不需要进一步界定(或者,另外一种情况是概念是由前面的前提得出的).  相似文献   

14.
结合中国江苏国际经济技术合作公司实施的苏丹石油公司办公楼项目,分析EPC项目管理应予重视的问题,提出加强EPC项目管理的具体措施。  相似文献   

15.
罗方锋 《山西建筑》2007,33(14):360-361
对西丽水库管理考核工作进行了介绍,指出了管理考核实施过程中遇到的问题,并针对出现的困难,提出了应对方法,以促使管理考核目标的实现,最终确保优质水源供应,同时促进了特区经济的可持续发展。  相似文献   

16.
一项预测性研究(项目管理协会(PMI),2001)表明,世界各地预计有1650万人在某种程度上从事项目工作,项目管理从业者的人数大概为200万人,并且正在以20%的增长率增长。大约22万人是项目管理组织的会员,105088人通过了PM芦认证(PMI事实调查,2005年1月),18416人持有国际项目管理协会(IPMA)四级认证(IPMA截至2005年2月26日,http://www.ipma.ch/managers/)。  相似文献   

17.
结合两届厦门国际游艇帆船展览会项目的沟通管理实践,在分析展览活动项目沟通管理特点、介绍沟通管理主要做法的基础上,就做好大型展览活动项目协调、提升项目管理水平提出几点对策,为今后大型展览活动项目管理提供参考。  相似文献   

18.
项目复杂性主要源自项目本体复杂性和认知复杂性.本体复杂性包括任务复杂性、技术复杂性、环境复杂性;认知复杂性是项目目标复杂性、组织复杂性、信息复杂性带来的管理认知难度.基于此,构建大型项目复杂性结构方程模型,通过AMOS 24.0软件得到实证结果:任务、技术、环境、目标复杂性对大型项目复杂性具有正向显著影响;信息复杂性对...  相似文献   

19.
建设项目全生命周期一体化管理模式探讨   总被引:1,自引:0,他引:1  
针对传统项目管理模式的弊端,结合当前建设项目发展的趋势,从项目全生命周期的角度出发,对建设项目全生命周期一体化管理模式进行了初步探讨。同时分析了此模式下的项目运作流程、组织实施和信息一体化平台。旨在通过寻求一种合理有效的管理模式,适应建设项目发展的现实需要,也为同类项目问题的解决提供有价值的参考。  相似文献   

20.
黄土高原水土保持项目是世界上最大和最成功的水土保持项目,给项目区农户以及下游居民带来了很大的收益.这一项目发展并实践了一种经济增长与环境可持续发展相结合的综合性水土保持模式,它已经在整个黄土高原推广.  相似文献   

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