伙伴关系模式下项目组织界面管理研究

由于施工总承包模式下的总分包、各分包之间存在组织界面,若组织界面上工程项目要素管理不到位,将影响项目的进展和各方的利益,进而提出实施伙伴关系模式进行解决.文章研究了伙伴关系模式所具备统一各方的共同目标、形成一致的价值观、平衡界面双方信息、对问题进行预警和召开讨论会进行协商等特点,以及适合解决施工总承包模式中总分包、各分包之间的组织界面管理的问题.     

大型综合交通枢纽项目建设的界面管理研究

文章阐述了建设工程项目实施过程中界面管理的必要性,并以大型综合交通枢纽项目为例,系统分析了可依据产权、专业系统、建筑区域等来划分建设项目的运营管理界面、投资界面、设计界面、施工管理界面等,基于界面管理理论研究了大型综合交通枢纽项目建设的界面划分方法及实施界面管理需注意的问题,并提出应尽可能的使外部界面转化为内部界面,以及通过合理的组织结构设计来实现有效的界面管理等建议.     

南京国际博览中心一期工程承发包模式研究

南京国际博览中心一期工程采用了平行承发包模式,在此模式下,业主承担了几乎所有合同界面管理的责任,并承担了合同中的大部分风险。     

工程项目承发包关系中的要挟行为分析及其防范措施研究——基于PMC模式

在工程项目承发包关系中,信息不对称和经济人的有限理性使得工程项目参与各方采取机会主义要挟确保个人利益最大化。通过具体分析要挟产生的条件。以PMC模式为例,研究业主和项目管理承包商之间的要挟行为及其带来的不利后果。最后针对项目中的要挟行为,提出相应的防范建议。     

如何开展项目质量策划

质量策划是贯标工作中的一项重要内容,它直接关系到质量体系在项目上运行的成败。所以搞好项目质量策划应该引起人们的高度重视。现就如何实施工程项目质量策划谈谈自己的看法。 一、工程项目质量策划的步骤 开展工程项目质量策划,一般可以分两个步骤进行。     

效能监察:陡电的天更蓝了

去年,陡电由纪检监察部门牵头,党政领导坐阵指挥,对关系全厂生产经营大局和职工关注的燃煤管理、物资采购、工程承发包等问题进行立项,开展效能监察,确立5号发电机组大修更改工程项目及资金使用、机动车外委修理等作为2001年度监察项目。     

应用Partnering模式对风险型CM项目组织界面管理的研究

风险型CM项目与普通工程相比在质量、成本、进度等的管理方面存在着一些优势。随着风险型CM项目在中国的应用不断增多,结合新的管理模式保证工程成功显得尤为重要。风险型CM项目成功的关键是组织界面管理,论文分析了风险型CM项目组织界面问题,运用Partnering模式结合组织界面管理原理确定了风险型CM项目组织界面管理流程。新的组织界面管理流程可达成组织界面管理共识、建立组织界面管理制度条件和技术条件;可解决风险型CM项目组织界面处问题,优化组织界面,最终保证风险型CM项目的顺利开展。     

如何做好工程项目策划

工程项目策划是对企业管理的一个重要反馈和修饰。对一个个活生生的项目进行策划,解决了一个个具体问题,必然会产生新的知识、理念,吸收这些与时俱进的知识、理念,将会不断完善与丰富企业管理制度,促进企业不断发展。     

EPC总承包模式的风险管理

目前，国际工程承包市场上越来越倾向于使用EPC(设计-采购-施工)方式承发包大型工程项目。与传统的承发包方式相比，总承包商在EPC项目的实施过程中承担着更多的风险因素。基于EPC模式的特点，对EPC项目实施的各个阶段进行风险分析，并提出一些建议，有助于总承包商控制和防范风险。     

工程项目建设前期管理的问题及其措施解析

工程项目建设具有一次性和不可逆性,因此需要采取专业管理,为了保障工程质量,可以集成化管理模式,施工方的专业队伍可以提前?入建设过程,充分利用专业知识,促进项目建设发展.当前项目总承包主要是利用承发包方式,但是在实施前期没有明确的界定项目建设内容和范围等,影响到承发包方的工作,不利于划分权责利,还会影响到后续建设工作.因...     

Project Management Characteristics and New Product Survival

We develop a conceptual model of new product development (NPD) based on seminal and review articles in order to answer the question, “What project management characteristics will foster the development of new products that are more likely to survive in the marketplace?” Our model adopts Ruekert and Walker's theoretical framework of situational dimensions, structural/process dimensions, and outcome dimensions as an underlying structure. We conceptualize their situational dimensions more narrowly as project management dimensions, allowing us to examine more specifically how project management practices affect the NPD process. In our model, project management dimensions include project manager style, project manager skills, and senior management support. Structural/process dimensions include cross‐functional integration and planning proficiency. Outcome dimensions include process proficiency and new product survival. Our empirical analysis finds support for 20 hypotheses, a reversal of one hypothesis, and nonsignificant results for one hypothesis. These results show that projects are best led by managers with strong technical, marketing, and management skills, using a participative style and enjoying early and continuous support from senior management. These project management dimensions promote cross‐functional integration and planning, which are important to process proficiency and new product survival. Our study suggests two broad conclusions. First, it confirms the links in the extant literature between situational (project management) dimensions, structural/process dimensions, and outcome dimensions in NPD. Second, firms can improve cross‐functional integration and planning through various project management practices. Generally, we find that firms interested in improving both proficiency in their development process and the survival rate of new products should take steps to promote cross‐functional integration and to improve their planning processes. While the linkage between cross‐functional integration and NPD outcomes is well established in the literature, the impact of the planning process on NPD outcomes is a research area ripe with opportunity. Our study highlights three aspects of planning that contribute to NPD outcomes. Plans should be detailed, team members should participate actively in the planning process, and teams should be given flexibility and autonomy to respond to unanticipated issues as they appear.     

沙特阿美工程项目分包策划分析

阐述大型沙特阿美国际EPC项目分包管理的特点,分析沙特阿美项目管理要求和标准对项目分包的影响及注意事项,提出通过做好分包策划、转置合同策划、属地化指标策划、施工组织策划和税务策划等手段来解决这些问题。     

基于组合赋权与TOPSIS法的政府工程采购评标研究

考虑到政府工程采购评标是一个有限方案的多目标多层次决策问题,提出组合赋权与TOPSIS(逼近理想解排序)法。首先,构建了政府工程采购评价指标体系;然后,针对现有政府工程采购评标方法的不足,提出AHP(层次分析法)组合熵法确定各评价指标的组合权重,再结合TOPSIS法对政府工程采购各方案进行评标;最后,以某政府工程采购评标为实例,验证了组合赋权与TOPSIS法在政府工程采购评标中的应用是可行的。     

建立灵活的工程采购模式体系

工程采购模式本质上是建筑市场的交易方式。不同的工程采购模式有不同的特点和适用范围。针对不同类型的工程建设项目应该有不同的工程采购模式与之对应。然而由于中国长期计划经济的影响，建筑市场的发育显得比较迟缓，还没有形成灵活的工程采购模式体系。我国的工程实践中绝大多数工程建设项目使用的是施工总承包的工程采购模式。目前的建设法律法规很大程度上也是基于施工总承包的工程采购模式。这种局面大大阻碍了我国建筑市场的发展和完善。如果不迅速建立起灵活的工程采购模式体系，将使得中国的建筑业无法与国际接轨，从而降低我国建筑业在国际竞争、合作中的效率和效益。目前妨碍建立灵活的工程采购模式体系的最大因素是工程采购模式的制度环境，也即与工程采购模式紧密相关的投资建设体制。因此迅速地清理、修改有关法律法规以及有关的规定以建立适应市场经济规律和WTO规则的工程采购模式的制度环境显得十分紧迫。     

EPC 总承包项目采购管理中信息沟通问题研究

总承包商做好采购管理的关键在于，如何更好地进行采购中信息沟通。分析了EPC总承包项目中总承包商与业主、供应商之间信息沟通，以及采购与设计、施工和试运行各阶段之问信息沟通。在此基础上提出了EPC总承包项目中提高采购信息沟通的措施。     

COMPETITION AND COST OVERRUNS IN PROCUREMENT*

Most cases of cost overruns in public procurement are related to important changes in the initial project design. This paper provides a rationale for the observed pattern in public procurement of underinvestment in design specification. We propose a two‐stage model in which the sponsor first decides how much to invest in design specification and auctions the project to horizontally differentiated contractors. After the contract has been awarded and implemented, the sponsor and contractor receive new information about the optimal project design and renegotiate the contract to accommodate changes in the initial project's design. We show that the sponsor's optimal strategy is to underinvest in design specification, which makes significant cost overruns likely. Since no such underinvestment occurs when contractors are not horizontally differentiated, cost overruns are seen to arise as a consequence of lack of competition in the procurement market.     

Piecewise procurement of a large-scale project

This paper studies the optimal piecewise procurement of a large-scale project. In the unique Markov Perfect Equilibrium (MPE) of the dynamic procurement game, it is found that (1) unlike the static setting, the procurer's optimal strategy depends on the number of suppliers and more importantly, it is nonmonotonic. As one more supplier participates in the procurement auction, the procurer softens competition in the initial stages by including more cost “types” while increasing competition in the mature stages; (2) this, in turn, implies that existing suppliers might favor participation of additional suppliers; (3) absent scheduling and/or resource constraints, the procurer prefers to procure the project as one piece if the suppliers' technology exhibits constant or increasing returns, and no additional suppliers are enticed to bid; and (4) the optimal dynamic mechanism can be easily implemented via a sequence of dominant strategy auctions of the Vickrey type.     

Evaluating Product Plans Using Real Options

Product planning helps a company to strategically plan its current and future product platforms and offer product variants in the marketplace. Product platforming is widely touted as a successful strategy for mass customization. However, due diligence should be exercised before implementing any product platform strategy. The product planning exercise should account for future uncertainties. Traditional financial tools such as the net present value (NPV) are static since they do not compensate for any exogenous and endogenous uncertainties during the course of the project. The crux of the problem lies in the evaluation model that is used for evaluating the product planning projects. While many view uncertainties in a product planning project as problematic, it can also be viewed as a source of new opportunities. We argue that uncertainties should be an integral part of the evaluation model. If the future possibilities (or strategic options) are not considered in the evaluation model, a corporation may face a “myopic syndrome”.

In this article, we consider two important product planning decisions—platform decisions and product variant decisions. The platform decision involves strategic selection of a concept product platform from various possible alternative concept product platforms. The product variant decision involves deciding how long a company should continue to offer its current product variant in the marketplace and whether the existing product variant should be discontinued, scaled down, or scaled up with additional product features. To address the two aforementioned decisions, we developed a real options–based methodology that considers technical, project implementation, and market-related uncertainties. The proposed methodology uses a binomial and quadranomial lattice approach to build a decision tree. Product planning decisions at various decision tree nodes are evaluated using a risk-neutral option valuation methodology. We demonstrate the working of the proposed methodology using an illustrative example.     

From experience: Capturing hard-won NPD lessons in checklists

The application of a good New Product Development (NPD) process is frequently limited by the experience of the user. Avoiding relatively minor errors and omissions that can lead to seriously flawed project results is still an art. Checklists for each stage of a development project can capture this art and their disciplined use can avoid many potentially critical omissions and errors. Development of checklists frequently comes from the hard experiences many of us have had in bringing new products to market. Consequently, benchmarking "trials and tribulations" rather than success stories can be more appropriate to developing a thoughtful checklist.
This article is a partial accumulation of one practitioner's experiences of over three decades of executing, managing, directing and observing these projects. Fifteen NPD case histories are examined to develop learnings from these experiences. These cases are organized around three basic product development issues: managing technical risks, managing commercial risks, and managing NPD personnel. In these examples, NPD project problems have a common theme of poor technical or commercial risk management, as opposed to technical failure. Improved planning and a more disciplined management interface would have avoided many of the problems discussed in these case histories.
Analysis of each of the case histories and learnings is provided from which suggested checklist items are derived. These checklist additions are presented by development stage to allow use by other NPD teams, with the intention of avoiding the repetition of similar problems.     

Urban food policies in German city regions: An overview of key players and policy instruments

Although food is an emerging topic on municipal policy and planning agendas, a systematic examination of policy development, its implementation and the instruments used at the urban level is lacking. This study was carried out with the aim of gaining new insights into the prevalence of certain food policy instruments and capacity of policy action. In order to do so, we developed an analytical framework to investigate urban policy and planning approaches related to food issues and applied it in ten large German cities. First, we identified different actor groups and analysed their role in urban food policy (level of involvement in municipal food projects). We then studied the variety of policy and planning instruments and their application for different elements in the food system. For the empirical study, we employed a case study approach and utilised data gathering methods of qualitative research, i.e. expert interviews and document analysis. Our empirical findings in the studied cities reveal that urban food policy activities are still very fragmented and often based on individual initiatives within the administration. Integrated urban food policies and their implementation through urban food strategies are still an exception in major cities in Germany. We found that municipal actors follow mainly sectoral approaches, using a wide array of steering instruments, i.e. informational instruments and public procurement policies. However, their capacities for policy implementation remain limited due to missing financial and staffing resources. Accordingly, the potential the urban food system offers for sustainable development through multifunctionality and sectoral integration, is still underexploited.The systematic approach developed in this study may contribute to a better understanding of different policy approaches taken. The applied typology of policy instruments might also be useful for identifying effective ways to implement urban food strategies, to understand mismatches between instruments and different policy domains, levels and administrative units, e.g. at the urban-rural interface, and to design of new policy instruments.