建设项目中信息检索与再利用的概念框架

为了检索建设项目中有价值的信息并将其重新利用,在信息管理与技术发展基础上,本文提出一个完整的项目信息的检索与再利用的概念框架,通过对项目生命周期中有效信息的检索与再利用系统进行分析,解决信息丢失的问题,帮助管理者缩减工期、降低成本、提高管理绩效。     

The development and application of a process model for R&D project management in a high tech firm: A field study

In R&;D organizations of high tech firms, multiple R&;D projects are executed concurrently and timeliness of project completion - i.e., developing the right products at the right times - is a matter of serious concern. Given that the priority of R&;D projects and the interdependencies between the projects in a high tech firm change dynamically, high tech R&;D project management is a complex and challenging endeavor. To improve the understanding and management of high tech R&;D projects, this paper reports the findings of a field study where we, first, develop and empirically estimate a model that relates project priority over time with the generative mechanisms of market pull and technical challenge associated with R&;D projects. Next, we develop and demonstrate the application of a process model within which the time-varying project priority model is embedded. The process model makes it possible to allocate fixed resources among competing projects with time-varying interdependencies, thereby improving the timeliness of project completion. This research was conducted in collaboration with a major U.S. high tech firm. The corporate R&;D center of the firm served as the research setting for the field study. We present an application of the process model to delineate the evolution of the R&;D organization with the merger of its (technology driven) parent firm with another (market driven) high tech manufacturing firm. The application of the process model generates theoretical insights that are used to develop testable propositions. Implications of the study findings and directions for future research are discussed.     

项目风险管理的实物期权方法

分析了基于概率方法依据的假设在项目风险管理中的不适用性,并从实务操作中的预算储备和阶段性决策等应对措施中获得实证解释。在此基础上,用实物期权方法拓展项目风险管理的思路。对各种实物期权进行了分类和讨论。     

Project success and project team management: Evidence from capital projects in the process industries

Efficient project execution is a key business objective in many domains and particularly so for capital projects in the process industries, but existing project management research gives little direction about how project team factors influence three important capital project outcomes: cost, schedule, and operability. After an extensive cross-disciplinary review of the general team and project management literatures, we constructed and tested a theoretically based, five-dimensional model of organizational context, project team design, project team leadership, project team processes, and project outcome factors. We examined the model by means of an empirical study of 56 newly completed capital projects executed by 15 Fortune 500 companies in the process industries. The results indicate the value of disaggregating project outcomes for research purposes. Different bundles of project team factors were found to drive project cost, schedule, and operability. Project team efficacy, cross-functional project teams, autonomous project team structure, and virtual office usage were the strongest predictors of project cost effectiveness. Continuity of project leadership, cross-functional project teams, and project manager incentives were the strongest predictors of project construction schedule. In contrast, clear project goals and an office design to facilitate effective communication were the main predictors of plant operability. Implications of these findings for researchers and project practitioners are discussed. One major practical implication of our findings is that project managers need to clearly focus and prioritize their goals for each project so they can adopt the appropriate bundles of project team practices that will facilitate their goal achievement.     

Understanding the value of project management: First steps on an international investigation in search of value

Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.     

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.     

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.     

Impact of nontechnical leadership practices on it project success

This article examines the leadership practices utilized by information technology (IT) project managers that contribute to project success. Specifically, technical and nontechnical leadership practices are contrasted. The importance of nontechnical leadership practices in IT project management has been largely ignored in research until recently. The article identifies key nontechnical leadership practices that are important for the success of IT projects. The article is based on a qualitative study that gathered data from actual IT projects conducted at U.S. companies across several different industry segments. Study results are analyzed to determine the relevance and value of Heifetz's adaptive leadership framework to the area of IT project management. Study findings indicate that nontechnical leadership practices are important to the success of IT projects. Findings also indicate that Heifetz's adaptive leadership framework is consistent with the key nontechnical leadership practices that are important for the success of IT projects. A framework for the development of IT project managers is also proposed.     

Project Management–Related Software Systems and Their Legal Protection: Emergence,Distribution, and Relevance of Business Method Patents

The legal protection of project management–related software systems has changed recently, as patenting is spreading to the area of business methods. We investigate which parts of project management are especially confronted with this form of legal protection and how software system providers deal with this topic. Almost all the tasks of project management are permeated by business method patents but the intensity of these tasks differs remarkably. Their assignment—related to major project management software system providers—is unbalanced. While patenting‐experienced companies have already learned how to use business method patents to gain advantages in project management environments, many others have not.     

济(宁)北矿区建设项目管理模式研究

建设项目管理是一个复杂的系统,建设项目的成功涉及到组织、管理、经济、技术、法律、模式等诸多方面的问题,但合理科学的项目管理模式是项目成败的关键因素。根据济(宁)北矿区建设实际,构建了多方位、多角度、多层次的项目管理模式和强矩阵的项目管理组织结构,对矿区建设具有一定的借鉴意义。     

Exploring the Relationship Between Rework Projects and Risk Indicators

When projects fail to adequately meet requirements, organizations are forced to either abandon the project or to initiate a new project to address the original project requirements. Because the organization already has experience with and exposure to many project details, it is possible that the second attempt to address the original requirements (a rework project) will create different challenges for the project team. The purpose of this study was to examine risk indicators for rework projects and to determine whether or not risk indicators were the same or different for rework projects. A risk indicator is a factor that has predictive power about the likelihood of a risk occurring in the course of a project's life cycle. The projects studied for this research were undertaken by a large engineering design organization. The results show that there are some important differences in the types of risk indicators experienced by project managers and project teams in rework projects. Specifically, the risks associated with project urgency, quality, and technological changes were more common in rework projects. By understanding and attending to these differences in rework project risks, project managers will be better equipped to successfully guide rework projects to completion.     

Project System Vulnerability to Political Risks in International Construction Projects: The Case of Chinese Contractors

This study aims to explore the variables affecting the project system vulnerability to political risks in international construction projects. A questionnaire survey was conducted and 138 responses were received from both academia and industry. The exploratory factor analysis was then adopted to uncover the relationships among these variables. The results showed that three exposure factors (i.e., attribute‐based exposure, strategy‐based exposure, and transaction‐based exposure) and three capacity factors (i.e., core competitive capacity, relative bargain capacity, and integrate adaptive capacity) were believed to be the significant underlying factors for the project system vulnerability to political risks. Also, case studies were conducted and the results indicated that the emergent framework was suitable and tractable for application in the future. This study provides a method for measuring the project system vulnerability to political risks; thus, international construction enterprises can decrease their risk exposure and enhance their capacity for dealing with political risks in international construction projects.     

The role of technology in the project manager performance model

Technology assumes importance in the context of project management due to greater challenges in today's technology‐enabled work environment, where technology tools are routinely used for collaboration, communication, and deployment of project management practices. It is becoming common practice for even co‐located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people‐related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling (ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.     

基于Project的工程管理思想与方法的应用

现代工程项目日趋复杂,要求项目管理者既要掌握与工程相关的技术、经济、法律知识外,更应注重工程管理的基本思想和方法的应用。介绍几种典型的项目管理思想以及常见的管理方法,指出工程管理思想和方法的落实需要信息化的支撑,最后分析了Project软件对各种项目管理思想和方法的支持情况。     

A multiobjective optimization model for project selection with probabilistic considerations

When faced with limited resources, project managers must determine which projects to fund at what levels from a pool of potential ones. This problem of project selection is inherently multiobjective since various factors, such as the available budget, the chance of success, and the efficient allocation of the project team, must be considered simultaneously. The uncertainty of the data at the time decisions are made further complicates project selection. In this paper, a multiobjective, integer-constrained optimization model with competing objectives for project selection is formulated using probability distributions to describe costs. The objectives correspond to important project criteria, such as: rank (value), managerial labor needed, and average cost. The subjective rank is determined via the Analytic Hierarchy Process. The model is applied to a data set from a US government agency that involves 84 separate projects. The results indicate improved budgetary efficiency compared to the actual project selection, thus supporting use of the model for public sector project selection. The model is unique since it integrates multiobjective optimization, Monte Carlo simulation, and the Analytic Hierarchy Process.     

Conceptual estimating tool for technology-driven projects: exploring parametric estimating technique

This paper examines a parametric estimating technique applied to technology-driven projects. Parametric cost estimating is a widely used approach for bidding on a contract, input into a cost benefit analysis, or as the pre-planning tool for project implementation. Extensive literature reviews suggest that effective parametric estimating methodology is becoming an essential tool for technology-driven organizations. The use of parametric estimating in budgeting, scheduling, and control of projects will enhance the ability of project management organizations to effectively and efficiently utilize valuable resources. The benefit of parametric estimating is its use as an estimating model for better determining potential resource requirements during the project pre-planning and conceptual phase.     

What project strategy really is: The fundamental building block in strategic project management

Strategic project management is gradually becoming a popular and growing trend within the discipline of project management. The general idea is that project management teams must learn how to deal with the business aspects of their projects, as well as better support their company's business strategy and sustainability, rather than just focus on meeting traditional time, budget, and performance goals. Although this approach has been gaining popularity, strategic project management has not yet become an explicit and widely used approach in the practice of project implementation. One of the concepts mentioned as an important element is project strategy; however, no universal framework or even a clear definition of what project strategy is has so far emerged. The goal of this article is to fill in this gap and provide a useful definition and a framework for the further study and implementation of the project strategy concept. Specifically, to achieve this goal, we first look at the origins of strategy in military and business research to discuss the question of what, exactly, project strategy is; we follow this discussion with an explicit definition of a project strategy. We then outline a framework for building a dedicated project strategy document for an individual project, and show how this framework can guide the project planning and execution processes. Using a case study approach, which included an action research phase, we demonstrate how project teams can adopt the strategy concept in a natural way that would lead their project to better business results.     

A multicriteria decision framework for governance of PPP projects towards sustainable development

The lack of a suitable decision framework for the governance of public-private partnership (PPP) projects in Africa, especially Ghana, is a major setback to project success, retarding sustainable development. This study develops a hierarchical decision framework for prioritizing project governance factors and their relationships using the Decision Making Trial and Evaluation Laboratory (DEMATEL) method. We employ 30 experts to evaluate two main PPP governance factors and eleven subfactors. We found that contractual governance factors of PPP are more prominent than noncontractual ones for sustainable PPP projects. However, noncontractual governance factors have the highest net effect on contractual factors. Again, policy diffusion is the contractual factor with the highest net effect, while best practice team norm is the noncontractual factor with the highest net effect. Additionally, effective risk allocation is the most prominent contractual subfactor of PPP, while effective communication of project information is the most prominent noncontractual governance factor. The results imply that PPP project managers should improve governance factors for the sustainable development of PPP projects in Africa. However, they should emphasize the prominent and high net effect governance factors but not wholly disregard the less prominent ones.     

分析现阶段工程建设项目中工程造价管理存在的问题

阐述了现阶段工程建设项目中工程造价管理存在的主要问题,为造价管理理论的研究起到抛砖引玉的作用,为项目管理者提供借鉴,使我国的建设项目能够健康发展,更好的为经济建设服务。     

Characteristics of Portuguese public‐sector project managers: Toward closing the effectiveness gap

Using a sample of 102 Portuguese public‐sector officials with project management experience, this study examines the characteristics of effective project managers in the Portuguese public sector. Factor‐analysis procedures are used to identify the factors related to areas of knowledge relevant to effective project management. The results appear to stress the increasing importance of people, organizational, and leadership skills in the effective management of today's complex and dynamic projects.