工程项目管理沟通与协调

随着全球经济的一体化逐渐加强,各行各业的经济体系、行业标准也随之趋同,企业间的分工、合作的关系也日益紧密。在项目化管理大行其道的今天,顺畅的沟通与协调变得举足轻重,成为各个项目成功与否的重要因素,往往很多项目失败的原因要归咎于不顺畅的沟通。本文首先对现代工程管理的特点做一个简单叙述,再针对工程项目管理中沟通的重要意义和沟通的技巧进行一一叙述。     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.     

建设工程管理模式的优化探讨研究

工程项目的成败与选择的项目管理模式具有十分直接的关系,本文通过介绍目前常用的几种建设工程管理模式,并对其存在的问题的原因进行了剖析,从而提出了对工程管理模式进行优化的相关措施。     

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。     

浅谈工程项目承包商选择中存在的问题

对于一个工程项目而言,选择优秀的承包商是决定项目能否顺利进行的关键因素,更甚至于关系到工程项目的成败。但是现在的招投标市场中,发包方在选择承包商这一工作中,仍存在很多的问题。本文将从工程项目发包方选择承包商的现状出发,指出这一工作中存在的一系列问题。     

浅谈工程项目中的索赔管理

索赔能否成功直接影响工程项目的工期和最终成本,所以我们应该对索赔系统全面的了解,从而通过索赔使工程项目的经济效益和社会效益最大化。     

浅谈如何加强公路工程施工事前控制

近年来,在我国多次出现单位工程劣质、坍塌等严重质量事故。分析其原因,关键在于要建立一套完善有效的质量控制保障体系,以确保工程达到其合同规定的标准。因而,工程质量控制是决定工程建设成败的关键之一。而工程质量很大程度上又决定于施工阶段的质量控制。根据工程质量形成的时间,施工的质量控制又可分为质量的事前控制、事中控制和事后控制。其中,又以质量的事前控制为重中之重。下面,笔者就从几个方面对公路工程施工质量事前控制进行浅述。     

制订软件项目计划的方法与策略

文章认为制订软件项目计划是一项复杂而又富有经验性的工作,计划的好坏直接关系到项目的成败,从而论述了如何才能制订出高质量的软件项目计划并运用到实际工作中。     

Managing the Intangible Aspects of a Project: The Affect of Vision,Artifacts, and Leader Values on Project Spirit and Success in Technology‐Driven Projects

Successful projects are often characterized by a unique spirit. Phase one results, based on 193 employees partaking in 60 projects across organizations, support a model positing that leader building activities affect employees' emotions, attitudes, and behavioral norms that are focused on expected project outcomes, termed project spirit. Spirit affects employees' contextual performance behavior, which in turn affects success as proposed. Phase two cases, designed to ground these results in technology‐driven project contexts, highlight the value of managing the project's intangible aspects captured by spirit. Quantitative and qualitative findings imply that leaders can be coached to execute behaviors that generate a project's spirit, which boosts contextual performance behavior and increases project success.     

The Relationship Between Project Success and Project Efficiency

Many researchers have suggested that meeting time, scope, and budget goals, sometimes called ‘project efficiency,’ is not the comprehensive measure of project success. Broader measures of success have been recommended; however, to date, nobody has determined empirically the relationship between efficiency and overall success or indeed shown whether efficiency is important at all to overall project success. Our aim in this article is to correct that omission. Through a survey of 1,386 projects we have shown that project efficiency correlates moderately strongly to overall project success (correlation of 0.6 and R² of 0.36). Efficiency is shown through analysis to be neither the only aspect of project success nor an aspect of project success that can be ignored.     

Six Sigma and information systems project management: A revised theoretical model

Previous information systems (IS) research has significantly improved the success rate of IS projects, but the result is still far from satisfying. The effort to advance IS project management theories continues. One notable effort is Ravichandran and Rai (2000). Based on quality management principles, they developed a model (the R&R model) describing a qualityoriented organizational system that leads to software development quality performance. This study analyzed Six Sigma to propose major revisions to the R&R model. Six Sigma is a recent approach to quality management with proven effectiveness. The analysis of Six Sigma suggested that several constructs in the R&R model need to be respecified, leading to the definition of a new quality‐oriented organizational system. More importantly, the revised model posits that the new organizational system leads to IS project success that can be measured by organizational performance improvement. This study contributes to the literature and provides practical guidance to IS project managers.     

关于海上油气开发工程项目费用控制的研究

质量控制、进度控制、费用控制是海上油气开发工程项目建设的三大目标。而费用控制的成败关系到总承包项目是否能给企业带来盈利,是否能使项目的投资额控制在总投资目标内,文章结合海上油气工程建设实践特点,介绍适合业主方在工程项目中采用的费用控制方法和过程,以求在工程建设中能合理使用人力、物力、财力,取得较好的投资效益。     

我国文化旅游演出项目开发研究——以首批国家重点旅游演出项目为例

近年来国内文化旅游演出市场发展迅速。分析其影响因素、选择开发模式以及表现形式成为一项文化旅游演出项目开发成败的关键。旅游地可以结合当地资源、旅游市场、产业和品牌,通过打造精品文化旅游演出项目来推动旅游业发展。     

浅论基于动态目标管理的项目进度管理

国内外项目管理理论已经比较成熟,甘特图法、关键路径法等广泛应用于制定项目进度计划,而关于如何在项目管理中进行全程进度管理的理论方法较少。对基于动态目标管理的项目进度管理作简要探讨,为项目经理提供理论参考。     

Doing it for themselves? Performance appraisal in project‐based organisations,the role of employees,and challenges to theory

We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.     

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.     

Project Success and Executive Sponsor Behaviors: Empirical Life Cycle Stage Investigations

The role of the executive sponsor in achieving project success is important, yet rarely addressed. Recent research identifies behaviors that constitute the role of the executive project sponsor and evaluates how such behavior affects project success during different project stages. This study answers two research questions: (1) Does the relative importance of executive sponsor behavior vary significantly at different project stages? And (2) Does the relative importance of project success dimensions vary significantly within and across the different stages of completion? Results provide knowledge that will help executive sponsors decide how to invest their limited time and resources.     

Do project managers' leadership competencies contribute to project success?

This article explores the following hypothesis: There is a statistically significant relationship between a project manager's leadership competencies and project success. Two proven questionnaires, the leadership dimensions questionnaire (LDQ) and the project success questionnaire (PSQ), were used to gather data from 52 project managers and project sponsors from a financial services company in the United Kingdom. The results from the LDQ and PSQ are presented in this article. A factor analysis of PSQ revealed three independent factors: usability, project delivery, and value of output to clients. The last factor is not related to project leadership or management, so the article concentrates on correlations between the other two factors and project leadership. Eight separate leadership dimensions were found to be statistically significantly related to performance, so the hypothesis was largely supported. Identifying such relationships provides managers with guidance on possible selection and project improvement models, whereby increased capability in leadership dimensions can lead to increased success in project management.     

The “management‐per‐result” approach to international development project design

Results‐based management (RBM) has proved to be a valuable tool for international development project management; however, there are some inconsistencies that limit the use of RBM at the design phase to manage for results. This article presents a “management‐per‐result” approach to reinforcing the project design function of RBM and illustrates its application to a real‐life project. Shying away from a technocratic approach, it emphasizes a “quick‐and‐dirty” approach and proposes an updated version of the logical framework to include success criteria and factors and very rough estimates for both project costs and benefits for targeted project results for different types of projects (infrastructure development, “process” type of project, and so forth).     

Project success as a topic in project management journals

This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM). The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines. The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives. The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research.