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.     

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.     

浅谈工程建设项目概预算审核

工程建设项目概预算审核是业主控制工程造价、提高投资效益的重要手段,文章结合建设项目管理中的实际工作。从业主项目管理投资控制的角度出发,对设计概算、施工图预算经常采用的审核方法及审核过程予以介绍。     

施工项目目标成本及其管理

施工项目管理作为一种建筑管理模式，把工程项目作为基本管理单位对工程项目主要以经济手段进行管理。在确保质量、工期、安全等条件下，项目经理部若要降低成本提高经济效益，就必须加强施工项目的目标成本管理，章提出加强目标成本管理的措施。     

基于系统动力学与DEA的企业技术创新项目效率评价方法研究

本文综合考虑项目层和企业组织层影响因素,提出企业技术创新项目效率综合评价方法。首先分析组织层与项目层的影响因素;然后,构建涵盖项目层和组织层影响因素的两层次系统动力学仿真模型,为所建立的数据包络分析模型提供仿真值,有效解决数据包络分析模型中定性变量的量化;最后,以国内纺织业某大型集团公司多项技改项目为例,验证建模思路与方法的正确性。研究成果对于企业技术创新项目的有效管理具有指导意义。     

农村水利PPP项目网络治理特征及风险分配研究

基于网络治理理论,分析农村水利PPP项目网络治理特征,并对其风险加以识别和分类,提出按有效控制、权责对等、风险限额、成本最低的原则在网络主体间进行合理分配的方法,建立由初步分配、全面分配、后续跟踪和再分配3个阶段构成的多方共赢的风险分配框架,明确风险分配的有效路径。     

项目教学法在电子产品整机装调实训课程中的应用

实训课程是培养高职学生职业能力的重要环节。文章首先分析了项目教学法的特点,然后以电子产品整机装调实训课程为例,讨论了项目教学法在高职电子技术专业中的应用问题。     

对加强金川矿业机电安全管理工作的探讨

金川矿业公司不断引进新技术,机械化水平不断提高,对煤矿机电设备的安全管理也日趋完善,但是当前煤矿机电安全管理工作中还存在机电设备管理力度和深度不够、超能力生产与设备老化、设备投入不足等问题。本文针对金川矿业公司机电管理工作中存在的问题进行探讨。     

企业工程项目物流一体化管理模式研究

基于物流一体化的特点及优势,结合企业工程项目对要素及成本的需求而对工程项目的物资流通现状及一体化改革作出研究,希望能够对企业进行物资流通过程的优化提供参考。     

浅谈建设工程项目建设准备管理

建设工程项目管理是以工程项目建设全过程为对象的管理活动,它涉及影响工程项目实施的四项基本要素:资源、目标、组织、环境。工程项目管理是贯穿于工程项目建设全过程的、相互联系的有机整体,是根据客观情况不断调整的动态过程。建设工程项目在工作进展的同时可进行施工前期的准备管理工作,这样可以多项工作齐头并进,提高工程建设的时效性。