How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management

Inherent interest conflicts between a project management team and project owner are often neglected in project risk management. Risk management by the project management team basically focuses on project short‐term survival, or project success toward handover to the customer, while for the project owner, strategic success should be more important. To see how this takes place in and influences real projects, seven large projects were studied, and interaction in project risk management between the project owners and project management team was examined for each project. The study revealed that the main focus in the studied projects was on operational risks, even within the project owner's set of high‐priority risks.     

Categorizing risks in seven large projects—Which risks do the projects focus on?

In a hierarchy of project objectives, strategic objectives will often be principally different from the operational ones. Operational objectives concern the project outputs/results, and strategic objectives concern the project goal and purpose. In this study, risks are categorized as risks to operational, long‐term, or short‐term strategic objectives, and, by studying a dataset of some 1,450 risk elements that make up the risk registers of seven large projects, we examine how operational and strategic risks are distributed in the projects. The study strongly indicates that risks to a project's strategic objectives rarely occur in the project's risk registers, though project success and failure stories indicate their importance.     

浅谈施工现场安全管理

建筑工程施工现场安全生产是建设工程项目管理的一个重要环节。进一步加强施工现场安全管理,强化安全意识,依法落实安全生产责任,这不仅仅是个施工项目管理问题,而是一个工程项目部应尽的社会责任;这也不单纯是一个政策问题,更是关乎工程项目部的经济效益、社会信誉和企业的可持续发展。树立"安全第一,预防为主"的意识,时时刻刻抓安全生产管理,是工程项目部及项目经理的必备课程和职责。     

Environmental Policies for Sustainable Development: An Analysis of the Drivers of Proactive Environmental Strategies in the Service Sector

This article examines the drivers of environmental proactivity in the service sector. Hypotheses were tested using multiple hierarchical regression analysis with data from a sample of 41 managers in Spanish environmental consulting companies. Results show statistically significant relationships between (1) managers’ attitude towards sustainable development, (2) positive short‐term firm performance and (3) the strategic attitude of environmental consulting firms and the adoption of proactive environmental strategies by the studied companies. This article is pioneering in the analysis of drivers of corporate proactive environmental strategies in the consultancy sector. The findings have practical implications for policy‐makers, investors and other agents interested in a better management of the environment. Economic incentives such as subsidies to environmental training programmes for managers can induce changes in cognitive components of managers’ attitudes. Education policies could also affect managers’ attitudes towards the environment. Companies may also encourage attitude change by providing their managers with financial assistance to receive environmental training. External assistance to develop a strategic attitude could be an interesting policy to encourage voluntary environmental initiatives. Finally, fiscal deductions, tax breaks or subsidies to those companies interested in managing the environment can be effective incentives for those firms facing a weak short‐term financial situation. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment     

浅谈建设工程的质量管理

随着社会生产力的发展和科学技术的进步,建设工程在工程管理上的要求也日益规范化、系统化,工程成本、工程进度以及工程质量和安全等方面与以往有着质的飞跃。"百年大计,质量第一。"工程质量是基本建设的生命,是工程建设的核心,提高工程质量、降低建设成本、最大限度满足建设单位的需要,是基建项目管理的根本目的。因此,要加强对基建工程的管理,尤其是工程质量的管理。     

影响建筑工程管理的主要因素及对策分析

随着社会的发展,建筑工程面临着新的标准和挑战。为了保证我国建筑行业的稳定、健康、持久的发展,加强建筑工程管理势在必行。文章介绍了我国建筑工程管理的现状,及其生成的原因,同时也说明了解决当前问题的一系列措施。     

Stakeholder Engagement: Defining Strategic Advantage for Sustainable Construction

Although sustainable development is increasingly becoming a part of business plans, it is unclear what makes the economic, social and environmental dynamics strategically compatible. This research examines which of the following in sustainable development – government policy, managerial attitude and stakeholder engagement – is the most influential on the profitability of companies in the UK construction sector. Quantitative and qualitative analyses were rendered through a survey and semi‐structured interviews. Patterns of ambiguity in legislation were discovered as an obstacle for changing the sector's mind‐set. Stakeholder engagement was identified as the defining factor increasing managers' awareness, helping legislation to be effectively implemented and making sustainability highly appealing to clients. These findings indicate that to gain competitive advantage, companies should embark on long‐term strategic alliances which adopt the proposals of environmental non‐governmental organisations and closely follow public opinion. This, strengthens brand equity, allows for premium pricing, increases market share and maximizes profit. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

公路工程项目施工管理方法探讨

随着我国基础建设事业的高速发展,特别是公路建设,发展极为迅速,公路工程项目的施工管理已成为必然需要。本文在简要阐述现阶段公路工程项目施工管理现状基础上,从加强项目的制度、计划、人本、成本、质量、安全、机械设备、竣工验收等方面的管理入手,以确保公路工程项目的有序进行。     

工程项目施工成本控制与管理方法探析

文章在研究过程中,深入探索工程项目施工成本控制与管理的重要性,分析当前时代背景下,成本控制可以促使现阶段企业的竞争力提升,尤其是对于工程行业来说,竞争日益激烈,通过成本控制来促使企业稳定发展。应积极提升工程项目施工成本控制水平,明确控制管理现状,提出相对应的原则,创新管理方法,发挥出其自身的控制优势,以促使建筑工程行业实现可持续发展。     

EPC承包模式下可持续设计管理

根据项目全生命周期理论和对建筑工程质量事故的调查数据,设计管理对建设项目管理尤为重要。EPC模式下的设计管理应当是可持续的过程,包括建筑产品设计的可持续,建设项目设计过程的可持续,总承包企业发展的可持续三个层次。每个层次的设计管理内容包括技术和管理问题,通过分析提出了相应的建议。     

TM视角下的上海可持续转型路径

可持续、低碳转型的复杂性决定其需要创新性、系统性的治理方法和工具。根据荷兰等国可持续、低碳转型的实践经验,将转型管理理论创造性地应用于上海可持续转型中。基于转型管理周期模型,探讨了上海可持续转型的发展路径:上海可持续转型需要从战略层、战术层、运作层、自反层四个层次和周期进行步进式布局,从建立可持续、低碳转型管理团队到构建转型愿景、从确定转型路径到开展转型试验,学习、监督和反思贯穿整个过程。     

工程训练中心可持续发展之路的探索

全国各高校工程训练中心的初建和转制工作已基本完成,但由于建设周期较短,普遍存在训练项目不完善,教学资源利用率低,管理制度滞后等问题。通过采取挖掘中心现有潜力,展示工程训练的成绩,深化人事和分配制度改革以及增加对外创收等措施,将全面提升工程实训的教学质量,实现工程训练中心的可持续发展。     

浅谈工程施工合同管理中建设单位需要关注的重点

建设工程合同管理是建设项目管理的重要内容之一,是建设项目管理的核心,是保证建设工程项目顺利实施的必要条件。工程管理的各方面工作都要围绕着这个核心来开展,建筑工程项目施工合同的管理已经成为我国建筑业可持续发展、实现科学管理的重要内容。建设单位应高度重视工程施工合同的管理,促使参建各方自觉履行合同约定的条款,从而降低建筑市场风险,控制工程投资,切实维护建筑市场的秩序,确保建筑工程项目顺利进行。     

论建设单位在工程质量管理中的影响力

我国发展经济建设时期,工程项目建设质量是需要严格管理的重要环节。工程质量管理关系到我国民计民生,建设单位需要加强自身在工程质量管理中的重要地位及影响力,在工程质量管理中提高风险认知度,风险分析能力,以及风险防范措施的实行效率。笔者在文中阐述了建设单位在项目工程中遇到的问题,以及提高工程质量管理的方式方法。     

浅谈建筑工程中的成本管理

针对当前建筑工程的现状,探讨建筑工程项目成本管理与控制。每一项建筑工程项目都应认真地了解建筑工程项目成本管理的原则,在此基础上对成本管理的费用进行预测、计划、核算和分析,只有做好建筑工程项目成本的管理控制工作,才能提高经济效益。     

关于天然林保护工程资金管理的现状及其对策探讨

天然林保护工程是一项国家实施可持续发展、保护生态环境的重点建设工程。其作为六大林业重点工程之一,在资金管理方面存在着许多问题,文章就此及其对策进行了相关的探讨。     

业主方建设工程的项目管理

随着现在建设工程投资规模、领域的扩大、投资来源多样化、工程项目对环境、经济影响增强,业主工程项目管理应该是包括项目从决策立项到交付使用维护全过程的管理,工程项目的采购也从单纯的施工承包发展到项目管理、工程总承包等多种形式。对于具体的工程项目,其目标也不仅是在限定的投资、工期、质量目标内对工程项目进行综合管理以实现项目预定目标,还应与资金筹措、风险分析、使用维护以及与所在地经济、环境等联系起来,工程项目管理的方法,除了具体的技术性方法,还要向前后期的评价延伸,将工程项目自身作为一个系统来管理,也就是运用系统科学的方法,通过信息反馈与调控,对工程项目进行全面综合管理,包括计划、组织、指挥、协调、控制,以实现项目的综合目标。建设项目管理的核心任务是项目的目标控制。要满足可持续发展的要求。     

Situational Project Management for Collaborative Research Projects

Collaborative research projects form a specific project type, aimed at organizing innovation endeavors between industry, academic, and public partners. They've become increasingly widespread and their management is challenged due to ambiguously defined goals and the heterogeneous interests of many partners. We present a situation‐specific approach that enables managers to select established project management knowledge according to changing needs along the project life cycle. Making use of thematic analysis, we develop a graphical framework to describe and analyze project situations. Further we establish situation profiles as a concept to relate each situation to a management method that corresponds with its managerial needs.     

建筑施工企业项目成本控制的探讨

加强项目成本控制是施工企业提高管理水平、经济效益和持续稳定发展的关键。文章从加强项目成本控制的必要性、成本控制应坚持的原则及成本控制的具体措施方面进行分析,以有效降低项目成本,为企业创造更高的效益。     

企业系统化的项目管理方法思考

高效的项目管理是项目成功的重要保证,项目管理水平成为项目型企业生存与发展的核心竞争力。项目管理的最终目标是实现企业的战略目标,企业需要在系统化的思想指导下探寻有助于实现战略目标的项目管理方法。