BSC在PPP项目绩效评价中的应用

本文根据《管理会计应用指引第600-603号——绩效管理相关应用指引》,借鉴平衡计分卡(BSC)的绩效评价及战略管理理念,结合政府和社会资本合作(PPP)业务模式特点,首先建立了PPP项目绩效评价的整体模型,该模型包括PPP项目的三个主体、四个绩效评价维度及五个项目目标;其次结合实际案例,构建了基于BSC的PPP项目绩效评价指标体系;最后针对PPP项目绩效评价的应用提出了几点建议.     

建筑业中价值管理的绩效评价

价值管理(VM)是应付当今建筑业诸多挑战的一个有用的管理工具。价值管理不但能带来节约成本这样有形的好处,也可以带来增进对业主需求的理解,促进项目相关人员的沟通等无形的好处。但是,缺乏可靠的绩效评价模型使我们很难确定价值管理研究成功与否。由于难以得知投入带来的效益,很多潜在用户不愿意在他们的项目中应用价值管理,阻碍了价值管理的推广。本文介绍了一个香港研究资助局资助的研究项目。这个研究项目旨在建立一个适合评价建筑业中价值管理研究绩效的模型。文章分析了部分现有绩效评价模型的优缺点,讨论了模型建立的理论基础,并建立了一个可以评价价值管理研究过程与结果的概念模型。     

持续补货供应链绩效评价流程构建

本文探讨了针对持续补货供应链模型,如何建立绩效评价流程,以及沟通管理在此过程中的应用,以确保绩效评价体系的有效实施,从而提高企业供应链的竞争力。     

基于DEA-CART算法的规划设计类项目绩效评价研究 ——以A研究院规划设计类项目为例

项目绩效评价作为项目管理的关键环节,在大数据、云计算等现代信息技术不断发展的背景下,以数据分析与挖掘技术为支撑实施科学、有效的项目绩效评价,有助于企业管理者及时、准确地获取项目绩效情况,及早发现绩效水平较低的项目并制定提高项目绩效水平的方案.文章以A风景园林规划研究院为研究对象,分析A研究院项目特点以及绩效评价现状问题,从项目投入和产出要素入手提出规划设计类项目绩效评价指标体系,并引入数据包络分析法以及机器学习算法,设计出基于DEA-CART模型的项目绩效评价方法.结果表明,该方法可以有效支持项目绩效科学评价与准确预测,为规划设计类项目绩效评价提供参考和借鉴.     

模糊聚类在项目管理绩效评价中的应用研究

根据项目管理绩效评价的目的与要求,提出了基于模糊聚类分析的开放、动态的评价模型,阐述了其研究思路与框架。通过宏观与微观、定性和定量的分析与评价,完善了绩效评价指标体系,为实施有效的项目过程分析、预测与决策、控制与调整等提供客观的依据。     

项目团队的薪酬体系设计:问题、方法与条件

本文重点分析项目团队的薪酬体系以及相关的薪酬设计方法,提出构建有效的项目团队薪酬体系应从高素质的团队领导、有效的绩效评价体系、管理支持以及沟通技巧与渠道等方面给予支持。     

关于建立“三农”项目绩效评价机制的思考

本文论述了三农(资金)项目绩效评价的基本思路和建立三农项目绩效评价机制应考虑的因素和坚持的原则,分析了三农项目绩效评价的内容,提出了建立三农项目绩效评价指标体系的设想。     

AHP与KIP理论下强基创优项目绩效评价模型构建

为推动广西高校创新创业教育改革,广西区政府从2015年开始实施了广西高等教育强基创优计划,先后投入财政专项资金8.36亿元。然而,如何对强基创优项目进行科学合理的绩效评价,推动政策有效实施成为亟待解决的问题。文章以层次分析法(AHP)与关键绩效指标(KIP)为理论基础,尝试构建广西强基创优项目绩效评价模型。模型指标体系分立项管理、过程管理和效益管理三方面,以项目本身的政策含义、实际效益为重点,兼顾项目制定与执行过程,拓展评价内容的深度与广度,克服了以往项目绩效评价过于笼统、模糊且可操作性差等缺点,具有较强的针对性和实用性。     

基于模糊神经网络的公共项目绩效评价模型研究——以发展结果为导向的理论框架构建

国内外对以发展结果为导向的公共项目绩效评价研究尚处于起步阶段。依据发展结果导向的公共项目绩效管理的设计与监测框架，运用模糊神经网络的算法，以原因、方法、方案、投入、活动等作为神经网络的输入，以项目的目标、成效、影响、结果、产出为输出，构建公共项目绩效评价模型，可以为公共项目绩效评价提供理论指导。     

EPC项目高层管理团队有效沟通模型构建

进行实现EPC项目TMT有效沟通研究,对于我国开展EPC项目意义非凡.文章基于沟通满意度维度研究,提出了EPC项目TMT有效沟通的雏度模型,并基于该模型,搭建了EPC项目TMT有效沟通模型框架,这为实现EPC项目TMT有效沟通提供了一种新视角.     

Project Team Communication in Financial Service Innovation

We examine the role of communication during the innovation process of new financial services from an information processing perspective. A contingency framework is developed on the role of communication and its impact on new financial services success. In order to assess the unique nature of the services context of this study, this framework also depicts the moderating impact of the specific services characteristics (intangibility, inseparability, heterogeneity and perishability) on project communication during the innovation process. Project team communication is conceptualized by three types of communication: (1) intra-project communication, (2) extra-project communication involving (i) organizational liaisons, which refer to the transfer of intra-organizational communication by project members and (ii) gatekeepers of information, which refer to the transfer of extra-organizational information by customer-contact personnel. The relationship between project team communication and the reduction of innovative uncertainty on new financial service success is examined. Our contingency model implies that managers have to recognize the critical communication roles that project members and frontline employees may fulfill. The communication flows mediated by these individuals foster the uncertainty reduction during the innovation process. Moreover, financial service innovation management should conceive the service characteristics as sources of task uncertainty, as they may lower project communication effectiveness, i.e. the reduction of innovative uncertainty. Following the managerial implications of our model, we finally formulate directions for future research.     

Relationships among project manager’s leadership style, team interaction and project performance in the Taiwanese server industry

The purpose of this study was to investigate the relationships of the project manager’s leadership style with team interaction, and their impact on project performance. The second objective was to determine whether the effect of leadership style on project performance may be mediated by team interaction. To address the primary aims, a questionnaire-based survey was used to measure the project manager’s leadership style, team communication and collaboration, and overall performance of research and development (R&D) projects in the Taiwanese server industry. The analyses suggest that transformational leadership may be positively related to team communication and collaboration. Additionally, levels of team communication and collaboration are positively associated with projects’ levels of performance. The results also indicate that team communication and collaboration may serve as mediators between transformational leadership and project performance.     

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.     

浅析在价值工程项目团队中运用建导法

价值工程(VE)经常采用项目团队工作方式进行。因此,价值工程成功与项目团队的绩效存在密切关系。团队目标、团队沟通和团队冲突等团队过程因素是影响团队绩效的重要因素,团队目标依靠团队互动达成共识,而团队沟通和团队冲突更是团队互动过程的行为要素,因此团队互动对于项目团队绩效具有重要意义。建导法是一种引导和改善团队互动过程的技术,在价值工程项目团队中运用建导法,可以使项目团队互动取得更好的效果。     

The impact of project managers' communication competencies: Validation and extension of a research model for virtuality,satisfaction, and productivity on project teams

Current research continues to establish the importance of communication in the management of projects. However, little is known about the behavioral aspects of project managers' communication competency especially as they relate to crucial outcomes in virtual environments. This article reports on a survey‐based research study of 564 respondents from the Chief Project Officer Web site that validates and extends a research model of project managers' competencies in decoding and encoding communication, the satisfaction and productivity of their team members, and the degree of virtuality present in the project. The findings indicate that project managers' competencies in decoding and encoding communication significantly contribute to team member satisfaction and productivity. In addition, geographic dispersion plays an unexpected and significant role in how project managers' competency in decoding and encoding communication impacts team member satisfaction and productivity.     

TTF视角下的跨国虚拟团队沟通模型——基于中国软件外包行业的案例研究

信息及通信技术的发展使得跨国虚拟团队(GVT)成为可能,但也带来了诸多挑战。本文选取大连软件外包行业为研究样本,采用案例分析方法,提出了技术任务适配视角下的GVT沟通模型。通过对6个团队的多案例研究,提出不同类型的任务对媒体有着不同的需求,任务类型与媒体特征间存在着最优适配,同时外语水平、项目经验等个人因素也会影响媒体使用的感知适配,并最终影响沟通绩效水平。     

Inter‐Team Coordination Patterns and Outcomes in Multi‐Team Projects

We examine what kinds of patterns of mechanisms can be applied in the coordination of several inter‐related project teams. We identify three distinct coordination schemes; namely: centralized coordination, decentralized coordination, and balanced coordination. In addition, we compare individuals' perceptions on communication, coordination effectiveness, project efficiency, learning, task analyzability, and task uncertainty between the three identified coordination schemes. The results of our study extend to both theoretical and practical understanding of coordination in multi‐team projects and its relation to communication, coordination effectiveness, project performance, and learning.     

Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study

This study examines the relationships among the PMBOK® Guide, project performance, customer satisfaction, and project success by assessing the efficacy of management techniques, tools, and skills for implementing infrastructure and building construction. Experienced interviewees from private engineering firms and public agencies were asked to complete a questionnaire, and the responses were analyzed by means of a structural equation model. The analytical results indicate the appropriateness of prioritizing the practice of the PMBOK® Guide in the construction industry. This study contributes to the literature by providing insight into interactions among the PMBOK® Guide and construction project outcomes in engineering practices. Particularly, the “bidder's conference” and “procurement negotiations” are the priority techniques to minimize bidding and legal procurement problems. Moreover, the study recommends the use of “stakeholder analysis,” “communication requirements analysis,” and the “communication methods” to perform effective communication management. Although the conclusions are based on the sample collected in Taiwan, the research findings can be used by project managers and educators to tailor the PMBOK® Guide to their unique needs and to design effective training programs for construction specialists.     

Managing Risks in Complex Projects

Dealing effectively with risks in complex projects is difficult and requires management interventions that go beyond simple analytical approaches. This is one finding of a major field study into risk management practices and business processes of 35 major product developments in 17 high‐technology companies. Almost one‐half of the contingencies that occur are not being detected before they impact project performance. Yet, the risk‐impact model presented in this article shows that risk does not affect all projects equally but depends on the effectiveness of collective managerial actions dealing with specific contingencies. The results of this study discuss why some organizations are more successful in detecting risks early in the project life cycle, and in decoupling risk factors from work processes before they impact project performance. The field data suggest that effective project risk management involves an intricately linked set of variables, related to work process, organizational environment, and people. Some of the best success scenarios point to the critical importance of recognizing and dealing with risks early in their development. This requires broad involvement and collaboration across all segments of the project team and its environment, and sophisticated methods for assessing feasibilities and usability early and frequently during the project life cycle. Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross‐functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.     

In union lies strength: Collaborative competence in new product development and its performance effects

It is widely recognized that new product development (NPD) is a highly interdependent process, yet efforts to empirically model the interdependence and examine its effect on firm performance are scarce. Our study addresses this research gap. We model firms’ abilities to collectively collaborate with suppliers, customers, and internal employee teams in NPD as collaborative competence and examine its impact on project and market performance. Using responses collected from 189 NPD managers, we find empirical evidence for collaborative competence and its differential impact on project and market performance. Specifically, we find that collaborative competence has a direct impact on project performance, but its impact on market performance is indirect, mediated through project performance. The results have significant managerial implications; achieving superior market performance from inter- and intra-organizational involvement is contingent on achieving superior project performance, and companies that fail to achieve desired project performance outcomes will also fail in achieving market performance goals.