统筹城乡经济社会发展新模式的绩效与不足——以厦门市同安区“金包银”工程为例

厦门市“金包银”工程在促进工业化、农村就地城市化的同时，还在一定程度上确保了农民失地不失业、不失收，实不失为统筹城乡经济社会发展的一种新模式。但尚处于探索之中的新模式仍不可避免在“银里”改造、“金边”管理、园区内配套的教育设施、服务设施规划布局等方面留下“后遗症”。为此，要有针对性地通过加快工业集中区内公共配套设施建设、创新管理机制、加大政策扶持力度等有效途径予以完善，最大限度地增扩该模式的绩效。     

工程项目建设和运营阶段有限理性的应对

工程项目的建设和运营阶段在整个项目周期中占重要地位,而决策者有限理性行为导致项目初期目标在这两阶段发生偏差。分析了有限理性在项目建设、运营阶段的表现之后,提出可以通过项目中的知识管理和信息的事后补充两种方法来应对建设和运营阶段的有限理性,并分别构建了两种方法所对应的模型,希望对工程项目管理具有一定的理论及实际意义。     

Supporting the allocation of software development work in distributed teams with multi-criteria decision analysis

In the fast moving software industry, projects have been increasingly developed by distributed teams, which are located in geographically remote offices and collaborate using information communication technologies. In such environments, project distribution presents specific challenges, as work in distributed teams increases project technical complexity, communication lines multiply and stakeholders’ interests may be divergent. Despite the importance and complexity of this type of problem, it seems that there is a lack of reports, in the literature, of systems that could support these decisions. This paper presents a real-world case study, where we developed a multi-criteria model for supporting the distributed team work allocation decision for a major global software company. It was developed with a group of software development project managers, using decision conferencing and multi-attribute value analysis. The model deals not only with software engineering attributes, but also “soft” and strategic issues, like team satisfaction and training opportunities. We also discuss some issues and challenges faced during this modelling process.     

基于关键链的项目工期风险断链式控制研究

以关键链为物质载体的风险效应的传递在外界环境的作用下，具有一定的扩增性。本文在关键链的基础上，从风险效应链式形态出发，通过对项目工期风险链式传递机理的分析，识别项目关键链上的关键工期风险结点，针对性的将关键链管理中的项目缓冲分解到关键结点之后，有效抑制其关键结点的传递途径，从而达到断链的效果，减少破坏的扩增性，达到风险控制的目的，从而提高项目管理的效率。     

项目经理的领导力要素分析

项目经理作为项目团队的领导者,就要具备很高的能力和素质才能带领好整个团队。本文重点对项目经理的领导力进行研究,全面分析领导力的内在要求和外在表现,并基于分析提出领导力模型和评价要素,为项目经理的领导力研究提供了一种新的思维方法。     

我国知名大学校长个人特征研究

对34位知名大学校长个人特征研究发现:33位为男性而只有1位女性,他们主要来自东部和中部发达地区,94.11%在40~59岁时成为大学掌舵人,91.17%具备研究生学历,94.11%理工科专业出身,61.76%有国外大学学习的经历,50%至少有一个本校的学位,50%是中国科学院或中国工程院士,平均任职年限为4.6年,这些特征表现出与国外知名大学校长特征的差异性,并对知名大学校长的涌现和更好成长以及知名大学的发展有一定启示。     

浅谈业主对工程造价的控制

从业主角度出发 ,从五个方面下手 ,提出如何有效控制工程造价。指出设计阶段是关键 ,招投标是基础 ,严格把关竣工决算审核 ,并针对工程中的实际情况提出个人的看法和可实施的解决方案 ,供工程管理人员参考。     

Disaster and Development Paradigms: Too Close for Comfort?

The familiar distinctions between the disaster and development paradigms have become increasingly blurred. Yet, conceptual and policy dilemmas continue to pose challenges for the integration of the two paradigms into a single framework. Drawing on the literature and Ethiopia's Institutional Support Project, this article argues that the increased convergence of the two constructs may be too close for comfort, thus rendering the assertion that disaster‐risk reduction can help achieve sustainable development and vice versa mere rhetoric. Unless there is a shift from focusing on the hazard event to also recognising that disasters are not politically neutral, there is a danger of being locked into the hazard paradigm, despite the different labels, titles or metaphors that may be assigned to it.     

The Effectiveness of Risk Management: An Analysis of Project Risk Planning Across Industries and Countries

This article examines the effectiveness of current risk management practices to reduce project risk using a multinational, multi‐industry study across different scenarios and cultures. A survey was administered to 701 project managers, and their supervisors, in seven industries and three diverse countries (New Zealand, Israel, and Japan), in multiple languages during the 2002–2007 period. Results of this study show that project context—industry and country where a project is executed—significantly impacts perceived levels of project risk, and the intensity of risk management processes. Our findings also suggest that risk management moderates the relationship between risk level and project success. Specifically, we found that even moderate levels of risk management planning are sufficient to reduce the negative effect risk levels have on project success.     

Systems innovation manager

Each year organizations spend a significant amount of money developing new products and processes in an effort to satisfy customer demands and manufacture high-quality products efficiently. Both development processes - product and process, are complex, resource intensive and thrive on innovation. They demand a variety of skills and resources, but in particular, participation among all staff in generating ideas, managing projects and implementing change. There are currently a number of software tools and methods that facilitate change in a systems environment. These range from complex modelling tools to information management tools. The tools have been developed around paradigms, e.g. world class manufacturing, total quality management and business process reengineering. They are often complex, requiring the efforts of skilled designers and managers. Current thinking within a systems environment reflects a more participative and less specialist approach to managing innovation and change. There is a need to create compromise between detailed project engineering and good management practice. This paper introduces a new paradigm centred on good management practice, and identifies the critical issues in systems innovation and change. The paradigm is articulated through a series of change levers and a methodology that guides managers and designers. It is supported by a series of software tools that together bring innovation management to life within the industrial organization.