The relative importance of the PMBOK® Guide's nine Knowledge Areas during project planning

Although A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition identifies nine Knowledge Areas that project managers should focus on while managing projects, it does not indicate the relative importance of each of these Knowledge Areas. However, such information can be of great significance in helping project managers determine how to use their available resources most effectively. This article investigates the relative importance of the project management Knowledge Areas used during the planning phase of a project and their impact on project success. Results presented in this article are based on a field study that involved 783 project managers from different countries and industries. The study revealed that the Knowledge Areas with the greatest impact on project success were Time, Risk, Scope, and Human Resources. However, these results have been found to be sensitive to the industry in which projects were undertaken. Differences among industries are described and discussed in the article.     

Application and project portfolio valuation using enterprise architecture and business requirements modelling

This article describes an architecture-based approach to IT valuation. This approach offers organisations an instrument to valuate their application and project portfolios and to make well-balanced decisions about IT investments. The value of a software application is assessed in terms of its contribution to a selection of business goals. Based on such assessments, the value of different applications can be compared, and requirements for innovation, development, maintenance and phasing out can be identified. IT projects are proposed to realise the requirements. The value of each project is assessed in terms of the value it adds to one or more applications. This value can be obtained by relating the ‘as-is’ application portfolio to the ‘to-be’ portfolio that is being proposed by the project portfolio. In this way, projects can be ranked according to their added value, given a certain selection of business goals. The approach uses ArchiMate to model the relationship between software applications, business processes, services and products. In addition, two language extensions are used to model the relationship of these elements to business goals and requirements and to projects and project portfolios. The approach is illustrated using the portfolio method of Bedell and has been implemented in BiZZdesign Architect.     

行为金融学视角下投资套利者面临的成本限制与风险

随着金融市场上各种投资套利者出现套利等异常现象的累积，模型和实际的背离使得传统金融理论的理性分析范式陷入了尴尬境地，行为金融学理论悄然兴起。阐述了行为金融学的产生，研究了行为金融对投资套利者面临的成本、限制与风险的影响，最后探讨了行为金融学视角下对投资套利者的启示。     

A conceptual framework for tackling knowable unknown unknowns in project management

Understanding and dealing with the unknown is a major challenge in project management. An extensive body of knowledge—theory and technique—exists on the “known unknowns,” i.e., uncertainties which can be described probabilistically and addressed through the conventional techniques of risk management. Although some recent studies have addressed projects where the existence of unknown unknowns (unk unks) is readily apparent or may be assumed given the type of project—e.g., new product development or new process implementation—very little work has been reported with respect to projects in general on how a project manager might assess its vulnerability to unk unks. In this paper, we present a conceptual framework to deal with (i.e., recognize and reduce) knowable unk unks in project management. The framework is supported by insights from a variety of theories, case analyses, and experiences. In this framework, we first present a model of the key factors—relating to both project design and behavioral issues—that increase the likelihood of unk unks and a set of propositions linking these factors to unk unks. We then present a set of design and behavioral approaches that project managers could adopt to reduce knowable unk unks. Our framework fills a gap in the project management literature and makes a significant practical contribution: it helps project managers diagnose a project to recognize and reduce the likelihood of unk unks and thus deal more effectively with the otherwise unrecognized risks and opportunities.     

探析电力项目工程期管理的风险控制

电力工程项目由于技术含量高、环节众多、周期长、投入大、不确定性因素多,从项目的工期、质量、成本都存在各种风险,项目风险管理是为了最好地达到项目的目标,识别、分配、应对项目生命周期内风险的科学与艺术,是一种综合性的管理活动。本文介绍电力工程项目风险管理与风险控制,提出了电力工程项目中的风险控制方式。因此通过识别、判断风险,制定风险控制计划、应对策略,加强监管等尽可能地减少风险,以最大限度地实现工程项目管理的目标。     

网络环境下传统财务管理的困境与对策分析

网络条件下企业财务管理的环境发生了变迁,传统财务管理不仅难以满足电子商务的要求,并且还受到新的管理模式和工作方式的挑战。本文认为,针对传统财务管理困境,应建立企业财务管理信息系统以及企业网络信息安全保障体系,完善企业内部制度以适应电子商务的要求,重建新形势下的财务管理模式。     

Managing Risks in Complex Projects

Dealing effectively with risks in complex projects is difficult and requires management interventions that go beyond simple analytical approaches. This is one finding of a major field study into risk management practices and business processes of 35 major product developments in 17 high‐technology companies. Almost one‐half of the contingencies that occur are not being detected before they impact project performance. Yet, the risk‐impact model presented in this article shows that risk does not affect all projects equally but depends on the effectiveness of collective managerial actions dealing with specific contingencies. The results of this study discuss why some organizations are more successful in detecting risks early in the project life cycle, and in decoupling risk factors from work processes before they impact project performance. The field data suggest that effective project risk management involves an intricately linked set of variables, related to work process, organizational environment, and people. Some of the best success scenarios point to the critical importance of recognizing and dealing with risks early in their development. This requires broad involvement and collaboration across all segments of the project team and its environment, and sophisticated methods for assessing feasibilities and usability early and frequently during the project life cycle. Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross‐functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.     

Project management systems: Moving project management from an operational to a strategic discipline

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of an organization's strategy might influence not only the nature of the projects that it undertakes, but also the appropriateness of the arrangements that it makes to manage those projects. Using a model conceptualized from the literature on strategic management, an analysis of four organizations that have made significant investments in project management over the past 5 years supports the hypothesis that the degree of “fit” between an organization's strategic drivers of value and the configuration of its project management system influences the value it obtains from project management.     

政府投资工程中的项目文化建设探讨

在论述了项目文化的内涵及其建设的重要意义，并从推行人本管理、追求精品理念以及塑造项目形象三方面，针对政府工程业主如何由内而外地树立健康的项目文化，从而实现项目目标进行了探讨。     

物流金融活动的风险管理

由于物流金融业务参与者投资的性质不同,其风险管理措施也有所不同。其措施是:运用MONTE CARLO模拟计算市场风险敞口的VAR并结合压力测试,分配物流金融业务所占资金比率及其每个领域的资金比例;运用信用风险模型分析风险敞口面临的潜在损失;通过改善物流金融业务参与者的业务流程、管理水平及定期和不定期内部检查等措施,降低操作风险带来的损失;通过控制不同信用等级的交易对家的不同资金配额、贷款及还款要求和衍生品交易限制等措施,降低因流动性风险产生的经济损失。     

A project portfolio risk‐opportunity identification framework

This article introduces a framework to identify risks and opportunities during portfolio risk management that helps to decrease the uncertainty of achieving the strategic goals of the organization. The final output of the framework is a portfolio risk‐opportunity register, which highlights the potential events that could impact the achievement of the goals. An illustrative example of how risk‐opportunity identification can be conducted within this framework is also exposed. In spite of being theoretical in nature, the model contributes to the risk management domain applied specifically to project portfolio management, opening the possibility of further research for its verification.     

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.     

公路工程的变更及控制策略研究

本文就公路工程的变更及控制策略研究这个课题,谈到公路工程变更的管理概况,具体谈到公路建设工程项目变更管理的现状以及工程变更对它的影响。继而提出加强公路建设项目工程变更管理的控制策略。从不同方面论述加强公路工程的变更管理、控制公路工程的变更的策略,达到工程预期的目标。     

谈以信用资产组合的信用风险度量改善我国商业银行的信用风险管理

信用风险的管理是商业银行面对的古老话题。但是随着金融创新和经济体制的变革,信用风险的内涵和外延都在扩融。商业银行的最重要的只能就是风险管理,而信用风险管理又是商业银行风险管理的重中之重。本文首先介绍我国商业银行信用风险管理的现状,之后从企业和银行两个角度介绍信用风险产生的原因。其次本文讲述商业银行如何用信用资产组合的信用风险度量来管理信用风险。最后文章从多方面讨论我国商业银行使用该方法所需要的条件,从而为我国金融和经济体制改革提出建议。     

Exploring the role of steering committees in realizing value from project management

The impact of steering committees on project performance and their role in creating value from project management capabilities is not well understood. A case study analysis was chosen to analyze the configurations and specific functions of project steering committees. A measurement model for steering committee configurations was developed to enable further survey‐based studies. One of the major insights resulting from the authors' interviews with project managers and senior managers was that they perceived the existence of a project steering committee only when the context was defined and clarified. Furthermore, a large variety of committee involvements was identified, concluding that steering committees per se are very rare. On the project level, the cases clearly demonstrate that committees with project steering functions play an important role in the selection, initiation, definition, and control of projects. On the organizational level, they are important to implement and maintain project management standards. Finally, the results clearly indicate that steering committees directly support project success and are instrumental for attaining value from an organization's investments in its project management system.     

The impact of green finance on the level of decarbonization of the economies: An analysis of the United States', China's,and Russia's current agenda

With growing global concern for mainstreaming of environmental protection measures, the promotion of climate change and sustainable development policies, the international community, represented by international organizations, research institutions, and world-wide businesses, has focused on green finance. Existing research on green finance in the context of environmental trends has been reviewed in terms of the products and determinants of green finance. This study aims to assess the impact of green finance on the decarbonization of economies in the context of a review of current and potential problems and prospects. Based on the examples of the People's Republic of China, the Russian Federation, and the United States of America, the study suggests that today green finance has not yet demonstrated a tangible effect in these countries. Based on the results of the study, it can be argued that in the three countries, the main tool of green finance in the field of decarbonization is green bonds; other types of green finance are used to a limited extent. The progress of the United States and China is not so obvious, but based on the overall involvement of relevant government agencies and businesses in the green bond market, it can be assumed that the results will be observed in the near future.     

An approach to evaluate incentive policies for energy development

The federal energy agencies are continuously seeking new energy resources to make the U.S. self-sufficient in its energy requirements. Geopressured resources have been identified for quite some time as possible candidates. However, the fundamental barriers to commercializing this source of energy are the excessive capital investments necessary and high uncertainty. This study proposes a methodology for exploring the use of economic incentives as instruments to stimulate the growth of geopressured resource development in the United States. It also identifies how incentive policy options are related to the fundamental barriers against a U.S. geopressured gas capability. The study models the geopressured development project as a Monte Carlo simulation. The geopressured system model simulates the production from a known geopressured resource. The profitability of the geopressured resource development project under alternate incentive policy options is evaluated as to their impact on two base case scenarios of potential investors in such development projects. The evaluations concern the policy impacts on improving project economics and risks. Results indicate that economic incentive policies are effective tools for improving the profitability of geopressured resource development projects. Each incentive serves different purposes with regard to inherent economics, project risks, marketplace uncertainties, and developers' access to capital. The effectiveness of the incentive policies depends on the developer's attitudes and attributes.     

Eco‐innovation and firm growth in the circular economy: Evidence from European small‐ and medium‐sized enterprises

As the circular economy (CE) concept gains growing popularity among consumers and producers, small‐ and medium‐sized enterprises (SMEs) increasingly look for ways to reorganize their offering and operations to integrate into the CE. This study examines the impact of (a) circular eco‐innovations and (b) external funding available for CE activities on the growth of European SMEs using a data set of 5,100 SMEs across 28 European countries in 2016. Findings reveal that a significant threshold investment (i.e., higher than 10% of revenues) into circular eco‐innovations is required for SMEs to benefit from investing into the CE. Moreover, the majority of circular eco‐innovations fail to boost the growth rates of SMEs, with the exception of investments into eco‐design innovations. Although traditional forms of debt and grant finance targeted to CE activities are found to have no or negative impact on the growth of SMEs, equity finance (i.e., angel and venture capital investments) contributes positively to their growth. The study offers insights into the lower levels of SME engagement in the CE as well as policy implications for improving engagement.     

信托理财与公司理财的比较研究

我国传统财务管理学注重研究公司的财务管理活动,对商事信托的理财实践重视不够。本文在比较商事信托和公司制度的基础上,对信托理财和公司理财的目标、内容、方法等方面进行了探索性的研究。     

公共投资项目特许权经营面临的问题与对策分析

目前，我国大多数公共投资项目由政府投资建设厦经营管理，其结果是经营管理效率低下、建设资金短缺、融资难等问题日益突出，发展特许权经营已被公认为解决上述问题的有效模式。本文从法律、风险分担、政府监管等角度分析了在公共投资项目领域实施特许经营所面临的问题，并提出了有效实施特许经营模式的对策与建议。