基于SIR模型的重大水利工程建设的社会风险扩散路径研究

重大水利工程项目建设可能引发社会风险而不利于工程建设和社会发展,这些风险是通过一定的风险扩散机制而最终发生的。考虑到民众对其利益受损及补偿程度估量的差异性,将重大水利工程建设的利益相关者划分为:不满者、抵触者及支持者,探讨重大水利工程项目建设引发的社会风险扩散机制,基于SIR模型构建了重大水利工程建设社会风险扩散模型研究其风险扩散路径,得出在社会风险发生之前采取有效的预控措施是控制社会风险扩散的最优选择。并根据模型的分析提出了3点对策,即建立完备的信息共享机制、建立健全的利益补偿与社会保障机制以及建立完善的风险应急预案。     

公路工程质量监理方法的探讨

针对质量监理是公路工程施工监理的核心和重点,根据宁夏高速公路工程施工监理现状,从现场质量监理分工、程序、质量监理工作的重点及工程实体的检测方面探讨了公路工程质量监理的方法,指出现场监督和工后实体的检测是监理监控的重要措施。     

对市政工程施工索赔的认识

结合市政工程的施工特点,从索赔的性质和意义入手,重点介绍了几种常见的索赔情况,并论述了如何做好索赔工作,以提高承包商对索赔的认识,维护自身的合法权益。     

从中国竞争国际工程承包市场历程谈外向型工程管理人才的培养

中国建筑企业进军国际工程承包市场近30年以来,努力进取,不断开拓,取得了长足的发展,2006年有49家企业进入全球最大225家国际承包商行列,当年完成营业额300亿美元。但是,2005年中国1609家企业有对外承包资格,对外承包额不过217亿美元,平均国际营业额不到0．2亿美元。中国企业对外承包竞争力不强的主要原因是缺乏国际工程管理人才、整体组织协调不力、技术含量不高、管理水平不高。解决对策是强化政策扶持,发挥咨询设计的龙头带动作用;强化激励机制,稳定国际工程管理人才队伍;强化国际合作,培养外向型工程管理专业人才。     

浅谈重点工程建设项目档案管理工作的存在问题及其对策

本文总结了重点工程建设项目档案的特点。探讨了近年来档案管理工作中存在的问题,提出了做好重点工程档案管理工作七个方面的对策。     

A performance-based approach to project assignment and performance evaluation

Project assignment and performance evaluation have been addressed as two important and separate research issues in project management. This paper develops a new performance-based approach for integrating the project assignment and the performance evaluation processes in a project-based organization. An objective-oriented preference-based assignment process is developed to assign a project to a project manager. An optimal project assignment model is developed to maximize the total weighted contribution value of all new projects to the organizational objectives. An efficiency-based evaluation process is developed using data envelopment analysis to measure the relative performance efficiency of the completed projects and of the project managers. The approach provides a proactive mechanism for facilitating objective-focused management of projects. The outcomes of an empirical study conducted provide managerial insights in assigning projects to project managers and in evaluating the performance efficiency of both projects and project managers.     

From dynamic capabilities to ERP enabled business improvements: The mediating effect of the implementation project

This study explores whether an Enterprise Resource Planning (ERP) implementation project mediates the relationship between dynamic pre-adoption capabilities and ERP-enabled business improvements. The results from our field survey of large ERP adopters in Austria suggest that the effects of the two out of three selected dynamic capabilities are dependent on the properties of the underlying organizational transformation project. While external information acquisition and IT governance capabilities are fully mediated by the performance of the ERP implementation project, decision making only directly impacts business capabilities. These results further our understanding about the role of the implementation project for ERP value creation and the different natures of capability relationships. We call for more research on co-presence conditions related to dynamic capabilities and IT transformation project performance.     

The relationship between success criteria and success factors in organisational event projects

Project success is a widely studied and discussed phenomenon of project management. Whilst certain success criteria and success factors are common across different project types, there are unique criteria and factors that apply only to specific projects. This paper presents the development and investigation of the attributes of the success criteria and factors of organisational event projects, as well as an analysis of the relationship between the criteria and factor areas. The study is based on a questionnaire survey of world and European championships. The findings of the study are of interest because they distinguish the success factors that represent relationship orientation and task focus. An analysis of the correlations suggests that relationship-oriented success factors, such as communication, co-operation and project leadership, play a crucial role in carrying out successful organisational event projects.     

Managing projects with distributed and embedded knowledge through interactions

In project-based industries studies show difficulties in extracting, distributing and applying embedded and practice knowledge across structural and organisational boundaries. We focus on interorganisational projects consisting of distributed and embedded knowledge. Interaction becomes important in order to cooperate and share interorganisational and distributed knowledge. The aim of the research is to explore how sharing and generating practice based and distributed knowledge occurs through interaction in interorganisational projects and how this is managed. The study focuses on the design phase and relates traditional design practices to concurrent design practices. In the study we observed six cases of design meetings in the construction and oil and gas industry and performed 31 interviews. The paper contributes with the following: (1) understanding and visualisation of interaction patterns, (2) insight in use of various forms of interaction, and (3) ways of managing distributed and embedded knowledge through interaction.     

The ritualization of transitions in the project life cycle: A study of transition rituals in construction projects

To manage the project life cycle and facilitate transitions, Project Management (PM) research often points to temporal models and structuring devices. However, the social and symbolic facet of transitions in projects remains understudied. Therefore, this research focuses on the ritualization of transitions in projects. Specifically, the aim is to gain insight into the practice and meaning of transition rituals in the project life cycle. To do so we draw from field research in the infrastructure sector where participant-observation was carried out during eight transition rituals in four Dutch construction projects, and 58 interviews were executed with project participants. The contribution to the PM debate on temporary organizing lies in the conceptualization of transition rituals as powerful symbolic and strategic practices in the project life cycle, and in the provision of an overview showcasing how, when and why transition rituals are practiced to facilitate transitions and embed a project in its environment.