The commissioning [project management]

The installation, in a noisy, dusty, poorly lit underground experimental hall, was hard going. Then the technicians went home, leaving three engineers to commission it, and that was worse. I found that a helpful therapy was to sit down in the evening and send an E-mail back to base, trying to convey a little of the day's work. I should explain that this was a few years ago, when E-mail was more of a novelty than it is now. I had a terminal in my hostel room, but back at base there was just a shared dial-up connection, so my messages were printed and put on a notice board. As a reminder to managers of what life can be like in the field, here are the E-mails of the final two weeks. I hope enough time has passed that they will not cause embarrassment, and of course I have changed the names, but the story really is true. The project was a large superconducting magnet, supplied to APPL (American Particle Physics Laboratory)     

The mating game [project management]

A proposed engineering project may be regarded as a sequence of predetermined tasks, with each task being of predetermined length. Alternatively, a proposed engineering project may be regarded as being similar to a game of chess, in which there are an unknown number of unknown moves, with each move being an attempt to make some progress from whatever mess exists as a result of previous moves. The author discusses an imaginary scenario between an engineer wishing to enter a chess tournament who asks management to fund the venture. An imaginary conversation between the engineer and two managers regarding the proposed venture is given     

Projects, people and practices [project management]

The selection and implementation of the `project management system', or methodology, are often viewed as a higher priority than selection and support of the project team. This article is based on the experiences of the author, and considers that the management and support of the team should be given equal or higher priority     

Many things come in twelves [project management]

Prompted by the twelve days of Christmas, the article ponders twelve things for project managers to consider when starting up a project. Topics cover project start-up, project requirements, pitfalls, and project team selection     

重点技改工程档案管理

本文主要就重点工程的档案管理进行分析、探讨,提出见解和措施,以利于更好地管理。     

浅谈煤气工程施工中的技术管理工作

1前言 煤气工程施工中的管理包括现场管理、财务管理和技术管理.其中技术管理有着十分重要的意义,它直接影响工程的质量和施工的安全.根据我们近几年的施工经验看,由于各单位专业人员有限,有时从事煤气施工技术管理工作的人员素质不高,技术管理工作不到位,给煤气工程的施工带来一些问题,如技术标准不明确,施工记录、技术档案不健全.     

论项目责任工程师的工作定位及项目技术管理

从提高施工企业项目部整体管理水平角度出发,浅谈项目部责任工程师的工作定位和施工项目的技术管理问题,以提高项目责任工程师的素质,使其更好适应项目管理的需要。     

浅谈建筑工程施工项目的技术管理

针对施工技术的重要性,介绍了技术管理工作的主要任务,分析了工程施工项目技术管理的意义,从多个方面深入探讨了加强建筑工程施工项目管理的技术措施,指出只有将技术管理纳入建筑企业的管理中,才能不断提高施工技能和技术管理水平.     

技术管理与项目成本的关系

就建筑工程施工过程中技术管理和项目成本之间的关系进行了探讨分析,根据具体工程,采取技术措施,有效控制施工各环节,以达到节约成本的目的。     

Staff development [management]

People are essential to the achievement of any human endeavour and management is the art of getting things done through people. Here, the author argues that a company's greatest asset is its personnel, and no effort should be considered too great to encourage their maximum potential     

Agile manufacturing [management]

For many companies, `lean' production during the recession has meant a relentless drive to reduce cost, as opposed to its original concept of adopting best `lean' practice and seeing costs fall. The result has been that the companies are more starved than `lean' and are poorly placed to take advantage of the recovery due to reductions in skilled staff in general and design and development capability in particular. Here, the author argues that in order to become agile, companies have to concentrate on the other, forgotten, aspects of `lean' production, aim for flexibility and speed of response, and also ensure they are adaptable to future changes in the market     

项目管理技术在苏丹石油钻井技术服务项目中的应用

针对中国石油技术服务企业越来越广泛地参与国际竞争,本文以苏丹某国际石油钻井技术服务项目为背景,运用项目管理技术,对石油钻井技术服务项目的范围管理、进度管理以及挣值原理的应用分别展开了讨论.     

Vision culture [business management]

Many businesses and institutions are facing unprecedented demand and supply pressures. In this paper, the author argues that organisations need to develop a culture which is well matched to these pressures     

Environment innovation [innovation management]

This paper discusses how the right environment contributed to the success of CMR Fuel Cells, a UK developer of fuel cell stacks for portable and small stationary power generation applications. Because of the company's potential, CMR Fuel Cells was recently floated on the Alternative Investment Market (AIM).     

Finance is simple [management]

In any game it is imperative to understand how to score in order to win. The author argues that finance is the scoring system of business so understanding the terminology is essential. Although many people have an irrational fear of the subject, he states that finance is, in fact, simple     

Groups that work [management]

Groups form a basic unit of work activity throughout engineering and yet the underlying process is poorly managed. The author examines the group process and how it can best be utilised. The key is that the group should be viewed as an important resource whose maintenance must be managed just like any other resource     

Secondhand material [recycling management]

No longer the preserve of environmental fanatics, recycling is now an economic and legal issue for all manufacturing companies. This paper describes how firms at every stage of the supply chain, from raw material producers through manufacturers to distributors, will soon be required to share more and more responsibility for the final fate of their products. This will in turn place new constraints on manufacturing and design for manufacture, in terms of material selection, process routes and detailed design     

工程项目管理流程分析及应用

结合具体施工项目,分析了工程项目施工管理的基本流程,介绍了流程中的进度控制、质量控制、安全控制及投资成本控制等关键管理步骤,通过严格管理,从而实现了各项预期目标。     

现代技术项目风险管理研究热点与启示

研究了当前技术项目风险管理研究的三个热点,即项目全面风险管理、持续风险管理和界面风险管理,分析了每一种理论方法的基本内容和适用领域,指出当前项目管理的主流是采取定性与定量相结合的评估方法,着眼于建立一体化的项目风险管理框架,并针对不同领域项目的特点开发项目风险管理的工具软件.