浅论通过项目管理提高企业核心竞争力

随着知识经济时代的到来,网络技术和信息技术飞速发展,越来越多的企业认识到管理项目的重要性,认识到通过项目管理是提高企业核心竞争力的重要途径。文章以项目管理理念为思路,以项目范围管理、项目时间管理、项目成本管理和项目质量管理为切入点,探讨了如何通过项目管理提高企业核心竞争力。     

Project management systems: Moving project management from an operational to a strategic discipline

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of an organization's strategy might influence not only the nature of the projects that it undertakes, but also the appropriateness of the arrangements that it makes to manage those projects. Using a model conceptualized from the literature on strategic management, an analysis of four organizations that have made significant investments in project management over the past 5 years supports the hypothesis that the degree of “fit” between an organization's strategic drivers of value and the configuration of its project management system influences the value it obtains from project management.     

Understanding the adoption of project management in Serbian organizations: Insights from an exploratory study

The article contributes to our understanding of the drivers behind, and the nature of, project management implementation in the complex context of a transitional economy. Relevant insights are generated through an integrated and dynamic analysis of interviews and secondary data from a sample of local organizations, based on a conceptual model of strategic transformation. The analysis concludes with propositions about how both adoption of and resistance to project management implementation in the region could be understood from a strategic point of view, taking into account complex and dissonant circumstances of transition, history, cultural tradition, embedded social values, and identities of individual organizational members.     

Understanding the value of project management: First steps on an international investigation in search of value

Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.     

Contemporary knowledge and skill requirements in project management

This article provides an overview of some recent developments within the field of project management and presents metrics used to assess current trends within the discipline in order to identify its future direction. Graphical tools are introduced to measure the span and areas of emphasis within project management, such as radar diagrams and the recently introduced International Project Management Association (IPMA) “Eye of Competence.” The research shows that the discipline seems to focus increasingly on interpersonal competences, relationship management, resource management, and strategic alignment. The results are evaluated and discussed, and the article concludes with some ideas about the future development of project management.     

浅议国际工程项目管理模式

文章对国际上各种工程项目管理模式作了简单的介绍,并就其优缺点以及局限性进行了分析探讨,同时还指出了由国外工程项目管理带来的借鉴和启示。     

Value stream mapping in project management: A case study

This article describes the application of value stream mapping to analyze and redesign the way of managing the materials procurement stage of a project. A framework based on integrated definition (IDEF) methodology, the stream analysis approach, activity‐based costing, and discrete event simulation is presented. The stream analysis approach is used to analyze, diagnose, and manage process changes represented using an IDEF model. A dynamic simulation is used to evaluate the impact of the changes considered, to support the analysis of the process, and to model the performance of the proposed process. The overall methodology is demonstrated by applying it to a company whose core business is the design and construction of offshore oil rigs. The company specializes in engineering, procurement, and construction projects and has an annual portfolio of about six projects. Many of these projects have common features in terms of design and components, and they are all also characterized by a short “time to delivery.” For this reason, this study was aimed at assessing the possible effects that the application of new materials management policies could have on reducing both project completion time and the resources required.     

A model of project knowledge management

Knowledge is the most important resource needed for project management. The aim of this article is to present a full, consistent model of project knowledge management. There are two basic types of project knowledge: micro‐knowledge, needed for performing a single task (or its part), and macro‐knowledge (in other words, all the knowledge possessed by people from a given organizational level). Project knowledge is managed at four distinct levels: individual, project, organization, and global. The article describes the micro‐knowledge life cycle and macro‐knowledge life cycles from each organizational level, as well as the processes of vertical knowledge flow between organizational levels.     

Understanding the value of project management from a stakeholder's perspective: Case study of mega‐project management

Project management can generate significant value for organizations (Thomas & Mullaly, 2007). However, the value of project management varies depending on the different size and complexity of projects managed. Focusing on mega‐projects, this study explores the value of project management from the stakeholders' perspective, thereby creating a value framework. In the case of SHRBC Company, it analyzes the company's project management practice and the value of project management, and consequently certifies the applicability of this value framework through empirical study.     

Exploring the dynamics of value and fit: Insights from project management

The strategic management literature has struggled with how to recognize, measure, and even understand the concept of “fit” between strategy, structure, and environment. Nevertheless, the concept of fit was fundamentally important from the beginning of the Value of Project Management project. In this article, we compare the “fit” construct defined by Miles and Snow (1984) with our concerns with value direction (Thomas & Mullaly, 2008). A comparative analysis of these two constructs provides insights into how both dimensions improve overall organizational understanding. We demonstrate that while each of these dimensions independently provides useful information, it is their intersection that provides a means of interpreting not just current realities but appropriate future actions.     

浅论我国工程项目管理的发展

文章在对国外先进的项目管理理念进行全面学习和分析的前提下,理清我国建设工程项目管理模式发展的脉络,找出其中的不足和缺陷,并及时解决存在的问题,最终找到适合我国国情发展的工程项目管理模式。     

项目管理在市场调研中的应用探索

市场调研是现代企业决策的重要依据,为企业在复杂多变的市场环境中生存和发展提供了有效保障。而企业项目管理能力则是企业在市场竞争中突围的关键手段。文章初步探索了项目管理在市场调研中的应用,以及二者的有机结合所取得的成果。     

传统大型企业研发项目管理模式分析

文章以一著名有色企业研发项目管理为例来分析传统大型企业研发项目管理模式,总结出研发项目管理模式的特点,即分散布局、意向指令与多头管理相结合。     

A fresh look at the contribution of project management to organizational performance

A better understanding of organizational performance and the contribution that project management can make is the aim. The article adopts the “Competing Values Framework,” a rich framework that is well established both theoretically and empirically but is not well known in the field of project management. The framework is summarized and applied in an empirical investigation of the contribution of project management in general and project management offices (PMOs) in particular to organizational performance. The examination of 11 case studies revealed multiple concurrent and sometimes paradoxical perspectives. The criteria proposed by the framework have been further developed through the identification of a preliminary set of empirically grounded performance indicators. The empirical results contribute to a better understanding of the role of project management generally and PMOs specifically. They also demonstrate the usefulness of this framework for the study of project management's contribution to organizational performance.     

企业信息化项目管理对项目成功的影响研究

在企业信息化项目中,项目管理是企业深化改革和提高信息化效益的重要途径。但是项目管理究竟在项目建设中发挥了多大作用,对项目成功起到了怎样的影响,这一直以来都是一个模糊的概念。文章通过问卷调查和结构方程模型具体衡量项目管理对项目成功的影响程度。     

Government and governance: The value of project management in the public sector

Governance is an emerging theme that has been associated in the public sector with a real political need to satisfy stakeholders by demonstrating accountability and transparency while effectively implementing policy. Many initiatives relating to governance are generated by a need for improvement of organizational performance and ability to implement and adapt to change. These generally take the form of projects and programs encouraging a variety of project management implementations in the public sector. This article reports on examination of the expectations and realization of value from investment in project management in four Australian public‐sector organizations with particular reference to the government context, the perspective of public value management (PVM), and the support that project management provides in meeting the demands of public‐sector governance.     

Building pragmatist theories of PM practice: Theorizing the act of project management

This article examines project management through the lens of practice. Drawing on the literature, we develop a typological model that brings together four distinct theoretical types of project management practice. Adopting a deliberately critical perspective, we show that the first three types propose a weak conception of the logical relationship between the theory and practice of project management. In contrast, the fourth type, anchored in a pragmatist conception of the theory‐practice link, provides the potential to build strong theories of project management practice. A specific objective is to elucidate the distinct features of the fourth type of theory.     

Local development and business creation. The role of local development workers in project management

The participation of social inclusion workers in project management is to a large extent aimed at setting up businesses and mainly entails working with businessmen and women and entrepreneurs. Policies formulated to this end involve four lines of action: improving infrastructure; managing local businesses; supporting and managing the creation of micro-businesses and small and medium-sized enterprises; and carrying out socio-economic studies which aid the economic and social development of a particular local community. This study includes an analysis of the characteristics of the service provided by local development workers with regard to the development areas concerned, the nature of the work carried out and the groups involved, the characteristics of the service offered to entrepreneurs and groups of entrepreneurs and the characteristics of the projects managed. Field work was carried out during the 2004 which entailed the use of a questionnaire intended for all local development workers included in our own directory.     

Development of a project management model for a government research and development organization

This article presents the results of an undergraduate project to develop a project management model for integration into a government research and development (GR&D) organization. The project was divided into three main phases: literature review, creation and execution of an organizational culture survey, and the development of a project management model compatible with GR&D organizations. It was found that, although there are cultural gaps between the GR&D and project management cultures, it is possible to bridge these gaps by a combination of training, organizational structure, and the application of project management techniques blended to match the type of research project and fundamental cultural assumptions.     

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。