项目时间管理的实施

项目时间管理是项目管理的重要组成部分。本文详细论述了项目管理的各个过程的实施。     

浅谈如何“节约读者的时间”

随着我国高等教育的改革与发展，高校逐年扩招，在校生急剧增长，图书馆的工作要适应新形势发展，满足广大师生阅读要求。高校图书馆需要挖掘内部潜力，提升服务质量，真正做到“以人为本，以学生为主体”，文章就如何“节约读者的时间”进行分析，结合图书馆实际情况有针对性提高服务水平。     

管理创新、科技创新是企业降低成本的有效途径

济南鲍德气体有限公司是由济南钢铁集团总公司及总公司工会共同出资发起组建的。是济钢第一家拥有健全的“三会一层”组织结构、实行规范性运营的公司。公司根据自身生产经营实际情况，依靠管理创新、科技创新，大力实施低成本战略，降成本工作取得了显著的成绩，2006年一季度总成本实际比计划降低300．85万元。     

提升企业核心竞争力的管理工具 --卓越项目模型

处在竞争激烈和不断变化的环境中,企业必须提高竞争能力,项目管理能有效地利用组织内外部的资源,通过成功地实施项目不断推动企业进步。而对于大型复杂的项目,风险和不确定性大,当前很多管理工具并不能对大型复杂项目进行有效的管理,因此建立一个实用的管理模型是非常有益的。项目成功的标准和关键成功因素相关联的互动模型,为解决该类问题提供了明确的方向,也是企业生存和发展的基石。     

通信企业如何科学、高效地做好项目管理

随着通信企业的茁壮成长，其项目建设也呈现出种类繁杂、建设周期短、涉及人员广、投资风险大等特点，如何针对项目的管理范畴，将项目管理系统化、科学化，进而提高整体项目的实施效率，已成为通信企业目前应予以关注的问题。因此，本文结合通信企业特点，从范围管理、时间管理、质量管理、成本管理、人力资源管理以及风险管理等角度，就相关项目管理体会、经验予以归纳、总结，以希望能有所借鉴．对今后项目管理的进一步精细化提供一些建议。     

传统企业实施项目管理问题的探讨

项目管理模式以其独特的价值被越来越多的传统企业导入采用。本文在探讨企业实施项目管理客观必要性的基础上,着重分析了传统企业实施项目管理过程中所存在的问题,并从全面提高项目管理能力和水平的角度,提出了一些改善传统企业项目管理的对策,以期扩大项目管理的适用范围。     

浅析企业时间进度管理的实施要点与待解决问题——以企业新产品研发为例

本文主要研究了项目管理中的时间进度管理问题.文中根据时问进度控制的相关原理和方法对时间进度管理的主要过程进行了分析研究,从而总结出项目管理中时间进度控制的几点成功和不足,并提出相应的改进建议.     

施工企业项目管理人才的培养对策

工程项目管理制度的推行为施工企业提供了一个展现自我能力的平台。本文从项目管理人才培养、人才竞争为出发点,探讨人才培养对企业扩展业务范围,提高企业信誉和提升综合竞争力的战略意义。     

项目时间管理的流程及进度控制——兼谈广州白云国际机场社会治安视频监控系统工程项目建设的时间管理

一般说来,成功项目就是能够在规定的工期、成本的条件下,满足或超过项目人要求的项目。也就是说,时间、成本、质量和范围是项目成功的基本要素,对项目的成败起着至关重要的作用。其中时间因素又会对诸多方面特别是成本、或有其他特定背景下的活动产生很大的影响。有效实施项目时间管理是项目成功的重要保障,广州白云国际机场社会治安视频监控项目是在2010年广州亚洲运动会前夕开始建设,作为亚运会白云机场亚运安保的重要组成部分,增强项目建设的忧患意识、强化项目时间管理尤为重要。     

Procurement and innovation risk management: How a public client managed to realize a radical green innovation in a civil engineering project

Public clients’ decisions on the procurement and contracting of civil engineering projects have far-reaching effects on the development and implementation of innovations. Two decades ago, a trend towards the use of integrated contracts started to improve constructability and stimulate innovations. However, for radical innovations, the unilateral allocation of innovation risks to the main contractor is undesirable since most of the associated innovation risks are difficult to assess and manage due to the inherent uncertainties. An in-depth case study was used to investigate the development and application of an alternative public-client-led approach to realizing a radical innovation in a civil engineering project. This study shows that: (1) government championship, through a proactive participation of the public client in the initiation, development and implementation of the project and the willingness to bear innovation risks; (2) the application of innovation risk management strategies and the availability of a fall back option; (3) the establishing of favourable organizational and relational conditions, were determinative factors for the successful development and implementation of the intended radical innovation. Furthermore, seven propositions have been derived that together provide instruments through which public clients can actively promote the development and implementation of radical innovations in civil engineering projects.Subject classification codesManaging Project Risk; Managing Project Innovation; Contract Procurement and Tendering     

How social enterprises manage their organizational identification: a theoretical framework of identity management approach through attraction,selection, and socialization

Abstract

Social enterprises, as a typical type of hybrid-identity organization, face identification tensions among members, arising from the divergent identities. Prior research has focused on how hybrid identities can be managed at the organizational level. However, the process through which identification emerges in hybrid-identity social enterprises remains relatively unexplored. This study addresses these gaps and aims to contribute to identity and identification theory. This research has taken a qualitative (case study) approach, with in-depth interviews and archival data from nine social enterprises in Taiwan. Our findings reveal three different types of responses to hybrid identities of social enterprises: synthesis, integration, and deletion. It is observed that different hybrid identities management and organizational identification management practices will lead to members’ identification and dis-identification. This research proposes an attraction-selection-socialization model, suggesting that, to foster identification, social enterprises need to manage their hybrid organizational identities and embed the new common identity into members’ daily work through attraction, selection, and socialization processes.     

Innovation,agile project management and firm performance in a public sector-dominated economy: Empirical evidence from high-tech small and medium-sized enterprises in China

While agile project management has become increasingly important for high-tech small and medium-sized enterprises (SMEs), firm performance varies greatly due to companies’ different degrees of innovation capability and internal and external environmental dynamics. Drawing on the resource-based view – as well as innovation capability and agile project management theories – a comparative analysis was conducted of two high-tech SMEs. The results were used to develop a theoretical model based on six hypotheses. Empirical research was carried out that included measurement of key variables, data collection and analysis, validity and reliability tests, regression analysis, and structural equation modeling, which confirmed five of the six initial hypotheses. The proposed model incorporates different innovation capability roles, considers project agility enhancement of firm performance, and takes into account interactions between companies’ innovation atmosphere and environmental dynamics in a public sector-dominated economy (i.e., China). The results contribute to project agility management’s theoretical development and refinement by presenting new findings on innovation and environmental dynamics. The results also provide guidelines for project agility practices in high-tech SMEs in China, with the potential to improve these firms’ performance. Implications and limitations are also discussed.