Project management for new product development

This article examines the intersection of the project management body of knowledge with new product development (NPD). The area under examination is the development of consumer products that have a significant engineering production content. It is concluded that the project management method, with its structured task definition and software tools, is generally useful for managing NPD projects. However, in some areas, project management incompletely meets the needs of NPD. Specifically, NPD is characterized by complex interrelated activities and large uncertainties about precisely which solution path will be taken, such that the full scope of the project can often not be anticipated beforehand. The article identifies that more research is required to validate the stage‐gate and lean project management methods. Whereas cost is the primary focus in project management, with NPD there is a need to consider both cost and income (from product sales) in making strategic decisions. Communication and human resource management are important factors in NPD success, but existing project management perspectives have little to say about the social and behavioral aspects, such as organizational culture, team dynamics, and leadership styles, especially not for NPD. Current project management practices are very much based on “output control” (targets, appraisal, rewards, management by objectives), which the human resource management literature identifies as inhibiting innovation. There is also likely to exist an intersection, as yet poorly understood, between project management and knowledge management, particularly for innovation processes such as NPD. For practitioners, the main message is that the project management method provides a basic, but imperfect, tool for managing NPD. The relevance for researchers is that gaps have been identified in the project management method as it is currently applied to NPD. Several places are identified where further research is required to (a) better understand the causality between factors (e.g., human resource management) and project success and (b) adapt project management methods to better serve the NPD process.     

建设项目的供应链集成管理研究

从传统建设项目的管理模式出发，对由于人为阶段划分而导致的各种弊端进行了分析。在建设项目的全寿命周期费用管理模式、并行建设模式和全寿命周期项目管理模式基础上，提出建设项目的供应链集成管理模式，并对该模式的概念与内涵进行了阐述。最后，从信息共享机制和联合管理组织两个方面对该模式在建设项目中的应用进行了深入探讨。     

Information systems project management decision making: The influence of experience and risk propensity

Managing information systems (IS) projects is a notoriously difficult task. The project manager is a crucial player in a successful IS development project. This research examines how a project manager's prior experience and risk propensity influence his or her decision making. An experiment was conducted that showed that both experience and risk propensity have significant influence on the decisions made.     

浅论项目经理在项目管理中的地位

项目经理是施工企业法人代表在施工项目中派出的全权代理,是项目过程全面负责的管理者,选择项目经理的成败直接关系到项目本身的成败,那么到底选择什么样的人来担任项目经理呢?本文从项目经理本人的素质角度出发界定了什么是成功的项目经理。     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

基于逻辑回归的项目经理特质与DB项目目标关联研究

在工程项目团队中,选择一位个人特质与项目目标匹配程度高的项目经理是影响项目目标完成的重要因素。文章通过文献综述,选取了Design-Build交易模式(以下简称"DB模式")下业主最关心的3个项目目标作为应变量、项目经理的16项特质作为自变量,并通过对中国承包商进行问卷调查,运用相关性分析及二元逻辑回归方法,分析了项目经理特质与项目目标之间的关联程度。SPSS分析结果显示,有4项项目经理特质对所研究的项目目标有显著影响,其中抗压能力、情绪控制能力及项目与项目经理职业生涯规划相符程度3项特质与所研究项目目标的完成呈正相关,决策风险偏好则与之呈负相关。     

电网设计业务项目化管理研究

本文针对电网设计业务管理上所存在的问题,对其电网设计业务项目化管理模拟及优化方面,通过某一输变电工程实例进行实证分析,从项目组织、项目经理、工作分解、项目进度甘特图、项目里程碑计划、项目责任矩阵、项目资源计划等七个方面进行项目化管理模拟,然后从项目管理中的进度管理、费用管理、质量管理三个方面提出后续进行优化的主要方向,通过研究提出电网设计业务在项目管理中的共性问题,为电网设计企业提高项目管理水平提供借鉴。     

浅谈安全应急能力在建筑工程项目实施时的重要作用

工程项目安全控制是项目经理对施工项目安全生产进行计划、组织、指挥、协调和监控的一系列活动,从而保证施工中的人身安全、设备安全、结构安全、财产安全和适宜的施工环境。而安全应急能力又是建筑施工安全保障的一个重要指标。     

Positioning of the stakeholders in the interaction project management–project marketing: A case of a coconstructed industrial project

Based on a business‐to‐business (B‐to‐B) case within the automotive industry, this study proposes logics (constructivist and determinist, respectively) of protagonists and highlights the complexity of their dynamics during the successive project's phases. The concept of milieu will emphasize the complex business in which project marketing takes place; notably, it allows better identification of relevant relationships. Our article focuses on this concept of milieu with regard to the interactions between project marketing and project management actors during project phases. In particular, this article underlines the difference and the accommodation between the dynamics of interaction and the dynamics of congruence of marketing and management logics.     

论监理一体化的综合项目管理方法

当今,通信技术发展日新月异,通信业务需求日益增长,通信网络的建设与发展异常迅猛。通信系统和通信网络的建设离不开通信工程设计、施工和监理。文中从通信的基本概念入手,介绍通信建设工程的特点、监理组织设计和监理一体化综合项目管理的优势与实现方法。     

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.     

Do I Really Want to Work Here? Testing a Model of Job Pursuit for MBA Interns

Job pursuit refers to the intentions, decisions, or behaviors indicative of a candidate's interest in a particular employer. This study develops and tests a process model of job pursuit for MBA interns with data collected before, during, and after their internships. Our model integrates theory from the person‐environment fit and organizational socialization literature. Results show pre‐entry person‐organization (P‐O) fit and social aspects tactics jointly motivate proactive information seeking about the employer (from those inside and outside the assigned department) during the internship, and interactively motivate information seeking outside the assigned department. Yet, only information seeking inside the assigned department is related to learning about the employer. Learning about the employer also predicts job‐acceptance intentions, which in turn predicts job‐acceptance decisions. The model developed in this study should serve as a guide to help human resource managers understand job pursuit and acceptance in internships and other similar employment relationships. © 2014 Wiley Periodicals, Inc.     

What Are the Characteristics That Software Development Project Team Members Associate With a Good Project Manager?

In this study we investigate what software development project team members consider to be a good project manager. Previous research has been carried out using project manager self‐assessments, other project stakeholder views, or recruiters’ views. This qualitative study used the repertory grid technique to identify the characteristics that project team members associate with a good project manager. This technique has been adopted because of its strength in eliciting personal constructs. Among the 18 characteristics identified, the seven most relevant were classified and compared with previous findings, which reveals differences between the team members’ and project managers’ and other stakeholders’ perceptions. Those findings complement the existing skill set and could be considered when recruiting and training project managers and staffing projects.     

Beyond the line: exploring the HRM responsibilities of line managers,project managers and the HRM department in four project-oriented companies in the Netherlands,Austria, the UK and the USA

The topic of what human resource management (HRM) responsibilities are devolved from the HRM department to line managers has attracted much interest in recent years. We report findings from a study on the devolution of HRM practices in four project-oriented companies (POCs) and argue that although HRM practices are carried out beyond the HRM department, they are also carried out beyond the line. While the literature on devolving HRM responsibilities to line management is burgeoning, the HRM responsibilities of managers beyond the line organization are neglected. We make two contributions to the literature. Firstly, our study reveals that some HRM practices are the domain of the project manager rather than either the line manager or the HRM department. The complex interplay of the roles of the HRM department, line management and project management creates challenges and pitfalls where people are managed across the boundaries of the permanent and temporary organization. We identify a potentially powerful role for the HRM department in both monitoring and guiding the different players from the line and the project organizations, and in protecting the well-being of employees whose work traverses these organizational boundaries. Our second contribution is that we map the diversity of practices in different POCs for managing the interplay between the three main parties delivering HRM practices and offer project orientation as a contextual indicator that contributes to diversity in HRM practices.     

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。     

Project Manager Profile Characterization in the Construction Sector in Bogotá, Colombia

This study aims to describe and evaluate the characteristics (educational background, training, skills, and experience) that make up the project manager profile in the construction sector in Bogotá, Colombia. This study is based on a project management literature review, expert interviews and surveys with a group of project managers in the construction sector, and comparisons between them. This evaluation aims to contribute to the development of a clearer de?nition of the project manager profile in the Colombian context. The identified project manager profile satisfies the essential desired characteristics with some particular weaknesses related to education and training in project management.     

浅谈项目施工合同的风险与控制

项目的施工合同管理是一项复杂的系统工程,它的成败不仅在于项目的内部管理,而且很大程度上受制于外部条件的影响,文章主要针对外部条件对施工项目合同管理带来的一些困惑,做一些分析判断,并提出一些意见与对策。     

关于确定施工项目目标成本的研究

针对施工企业确定项目目标成本的现状,分析在确定项目经理目标成本的过程中存在的问题,提出一种由施工企业与项目经理共同确定项目目标成本的方法,并建立一种科学合理计算项目目标成本的模型,对于模型结论的正确性进行了充分地论证,为施工企业对其项目经理的激励制度提供了一种新思路。     

建筑施工企业项目经理动态分级管理体系综述

在阐述国际上几种权威性项目经理资格认证的基础上,对比分析我国目前项目经理管理制度中存在的问题:考试制度有待完善;需系统化职业项目经理的培养。随后以建筑施工企业视角,提出建立项目经理动态分级管理体系的总思路。首先将有一定实践经验并通过建造师制度考试的人员作为项目经理最直接的来源;然后将建造师资格考试、个人综合情商、工作业绩作为考评项目经理的三大因素,把项目经理按照综合素质划分为四个等级,并制定相应的培训机制和动态完善体系;最后,在对项目进行等级划分的基础上,再充分考虑企业长期发展、人事变动、地域性等因素对项目经理任命的影响,并综合最终现场答辩确定项目经理委派人选。     

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.