重大工程项目风险管理中的综合集成方法

随着我国计划经济体制向市场经济体制的逐步过渡,重大工程项目所面临的风险越来越大,加强对重大工程项目风险管理的理论研究和实际应用就显得非常重要。本文对重大工程项目中风险的特点进行了剖析,提出了以综合集成方法为指导对重大工程项目进行全寿命动态风险管理的观点,并对如何制订和实施项目风险管理计划作了具体分析。     

我国新投资体制下政府投资项目管理模式改革的研究

去年7月25日国家颁布了《国务院关于投资体制改革的决定》,其中提出要“加强政府投资项目管理,改进建设实施方式”。本文根据我国这种全新的投资管理体制,在对当前我国政府投资项目管理模式分析的基础上,借鉴国外政府投资项目管理的经验,提出了我国政府投资项目管理模式改革的对策和建议:建立完善的监管机制和法规体系,采用资质评审法选择代建机构等。     

基于多维矩阵项目组织在某国防项目中的应用

按照型号国防项目管理的要求,在某大型国防项目管理实践中项目组织形式组建进行了探讨。本文首先分析当前各种项目管理组织形式特点,在分析本单位实际情况的基础上,针对型号国防项目管理的特殊需求,提出了一种多维矩阵的项目组织,并就该组织机构在运行中出现的一些问题进行了分析,探讨了该种组织形式的优缺点,提出了进一步的改进问题的办法和措施。     

Accountability revisited: the arrival of client outcome evaluation

In the past few years, "accountability" for public mental health programs has become differentiated in the minds of not only program evaluators, but also program managers and funders, including state and local-level legislators. Increasingly, these officials are becoming concerned with more than just the numbers and targets of services delivered, and the cost involved, and are looking for evidence of positive outcome or impact on clients to justify program implementation and maintenance. This represents a significant move beyond the two accountability models that most recently seemed to be the focus of most formal accountability efforts--performance measurement and quality assurance. Pressures for implementing these two alternatives seem to have been reduced somewhat by the new federal Administration, but even prior to its advent there had been a rapid escalation in awareness of and concern for client outcome measurement among important audiences, including state and local mental health policy-makers and the U.S. Congress. This presents a major new opportunity and challenge for program evaluators at this new accountability focus continues to gather momentum.     

The Effects of Learning,Forgetting, and Relearning on Decision Rule Performance in Multiproject Scheduling

Product development occurs in multiproject environments where preemption is often allowed so that critical projects can be addressed immediately. Because product development is characterized by time-based competition, there is pressure to make decisions quickly using heuristics methods that yield fast project completion. Preemption heuristics are needed both to choose activities for preemption and then to determine which resources to use to restart preempted activities. Past research involving preemption has ignored any completion time penalty due to the forgetting experienced by project personnel during preemption and the resulting relearning time required to regain lost proficiency. The purpose of this research is to determine the impact of learning, forgetting, and relearning (LFR) on project completion time when preemption is allowed. We present a model for the LFR cycle in multiproject development environments. We test a number of priority rules for activity scheduling, activity preemption, and resource assignment subsequent to preemption, subject to the existence of the LFR cycle, for which a single type of knowledge worker resource is assigned among multiple projects. The results of the simulation experiments clearly demonstrate that LFR effects are significant. The tests of different scheduling, preemption, and resource reassignment rules show that the choice of rule is crucial in mitigating the completion time penalty effects of the LFR cycle, while maintaining high levels of resource utilization. Specifically, the worst performing rules tested for each performance measure are those that attempt to maintain high resource utilization. The best performing rules are based on activity criticality and resource learning.     

项目教学法在设计专业课程的应用研究

总结设计专业课程特点,在专业理论课《环境生态学》教学中引用项目教学法,以改变课堂教学学生被动学习理论的枯燥窘境。细分课程章节任务,借室外实践教学方法去转变室内传输式的理论教学模式,以自由开放,学生为主的实践环境来激发他们学习兴趣,培养他们理论转变实践的能力,从而提高专业理论课的教学效率。     

工程案例应用提升《钢铁冶金学Ⅱ》教学质量

工程案例在冶金工程学科中的运用方兴未艾。面对传统教学方法的单调枯燥,与实际生产脱节,提出工程案例的选题与课程规划,通过丰富案例资源库、提高双师型队伍比例、搭建虚实结合的教学平台、开展线上线下互动教学等一系列措施,可以保证学生的学习主动性,提高对专业核心课程《钢铁冶金学Ⅱ》的学习兴趣。     

USING A LATE-START RESOURCE-CONSTRAINED PROJECT SCHEDULE TO IMPROVE PROJECT NET PRESENT VALUE*

Although literature on the achievement of monetary objectives in a resource-constrained project environment is limited, the maximization of project net present value (NPV) is an important criterion of project success. This paper presents a procedure for developing a late-start resource-constrained project schedule using the critical path method-material requirements planning. Using an extensive set of problems from the literature, we show that this procedure yields a higher NPV and lower average duration than schedules derived with heuristics that schedule each activity as early as possible. In addition, while the late-start schedule on average was significantly longer than the optimal-duration resource-constrained schedule, no significant difference occurred in the average NPVs of the two scheduling methods.     

Factors influencing the success of PPP at feasibility stage – A tripartite comparison study in Hong Kong

Public Private Partnerships (PPP) have been used extensively in both developing and developed countries in delivering various types of projects, ranging from road construction, railway transport systems to health care facilities and schools. Critical success factors of PPP schemes at the implementation stage were identified. It is however more important for decision-makers to identify the factors for feasibility evaluation of adopting the PPP at the outset. This study aims to explore the key successful ingredients to be assessed at the initial stage of PPP projects as perceived public sector, private consortium and general community so as to attain a “triple win” scenario, via a questionnaire survey and a series of expert interviews conducted in Hong Kong. Survey results indicate that the most critical factor for evaluating the feasibility of PPP projects, especially to the general community, is an acceptable level of tariff. Cost effectiveness and financial attractiveness are the most important evaluation factors as ranked by the public sector and private consortium respectively. In addition, the existence of a long-term demand for the proposed services, availability of strong private consortium, alignment with government’s strategic objectives, as well as reliable service delivery are also rated as highly important to the success of PPP schemes. Addressing the tripartite expectations is indispensable to ensure the feasibility and successful delivery of public services and infrastructure projects via PPP schemes.     

Decision process in one-of-a-kind production

One-of-a-kind production is project business. In any project, the decision process is of importance for a successful outcome. However, there is a need for a more formal approach to decision-making in projects. We have therefore, developed a model of the decision process. It uses three types of decisions: selection, authorisation and plan decisions. Enterprise models together with the project life cycle form a platform for developing a decision model. The life cycle enables a decision chain, whereas the enterprise models allow decisions at different levels. The horizontal decision chain is linked to physical flow of documents and materials. Vertically, decision-making is hierarchically decomposed into levels of different planning horizons and time periods.