白城宏达路桥有限公司公路工程项目管理模式研究
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摘要
随着我国社会经济的迅速发展,工程建设逐步改革,建设工程项目管理方面也在进行相应的变革,出现了各种促进项目管理水平提高的模式,但相比发达国家而言,这些项目管理模式的层次较低且发展不够全面。而世界各国也都在不断探索、实践项目管理理论和方法,现阶段我国也应采取措施,深化改革我国工程项目管理体制,加速推进我国项目管理的发展,探索研究具有中国特色、适应广泛的工程项目管理模式并加以推广应用,逐步与国际通行的管理模式接轨,缩小我国同发达国家水平的差距。
公路工程项目,涉及多学科,涵盖着多专业知识,并且有着工程量大、工程建设周期一般较长、工程的投资十分可观等特点,因此,我们可以说公路工程项目是一项融合复杂的技术、具有很强的综合性和系统的工程项目。随着改革开发的发展以及加入WTO后中国经济的飞腾,中国的市场经济正日渐成熟,工程项目管理面临着资源合理使用、工程质量以及工期各个方面的考验。
在对公路工程项目进行管理过程中,管理模式的弊端不容忽视,给我们带来了很大的困难和挑战。最为艰巨也是最为紧迫的困难就是我国公路工程项目管理模式与国际工程项目管理模式的融合,只有很好的适应国际法律以及市场经济等环境,我国的公路工程才能进一步的发展。与国际上发达国家的公路工程项目管理模式进行比较和分析,我们的管理模式处于落后状态,公路工程的管理方面存在着许多深层次的问题,不解决这些问题,我国的公路施工企业很难迈向国际化。
本文首先对国内外工程项目管理的现状进行分析梳理,通过对现有的公路工程项目管理模式进行研究,学习和借鉴国际发达国家的相关技术和管理方法,引进消化吸收,找出我国的公路工程项目管理存在的弊端和与之的差距,逐步改革公路工程项目管理现状,之后,以白城宏达路桥有限公司公路工程项目管理模式为例,分析其存在的问题,并结合国内外可采用的方法提出具体的可实施的建议和措施,以减少我们与国际发达国家公路工程项目管理方面的差距,并力求能够为具体的公路施工项目起到帮助和借鉴作用。
With the rapid development of China's economy, the gradual reform of construction, construction project management also make the appropriate changes, to promote the emergence of a variety of project management level to improve the model, but compared to developed countries, these project management a lower level and full development. The countries around the world are continuing to explore and practice of project management theory and methods, at this stage should also take measures to deepen the reform of China's project management system, to accelerate the development of our project management, exploration and research with Chinese characteristics, to adapt to a wide range of engineering project management and to promote the application, step by step with international practice management integration, narrowing the gap between the level of the developed countries.
Highway projects, involving multi-disciplinary, covering a multi-disciplinary knowledge, and has a large engineering, construction cycle is generally longer, very substantial investment in the project characteristics, therefore, we can say that the integration of highway projects is a complex technology , has a strong comprehensive and systematic project. With the development of reform and development and accession to WTO, China's economic booming in China's market economy is maturing, project management faced with the rational use of resources, project quality and schedule all aspects of the test.
In the highway construction project management process, management of defects can not be ignored, brought us a lot of difficulties and challenges. The most difficult and most urgent problem is the management of highway projects and international project management approach to integrated, only well adapted to international environmental law and market economy, China's highway construction in order to further development. Developed on the road with the international project management model for comparison and analysis, our management or to lag behind many countries, the management of highway projects, there are many deep-seated problems, not solve these problems, China's highway construction difficult for enterprises to move towards globalization.
This paper first international project management to analyze the situation in order, through the existing highway project management model to study and learn from international developed technologies and management methods, the introduction of digestion and absorption, to find our road projects project management with the drawbacks and the gap gradually reform the management status of highway projects, and then to? highway construction project management model of Baicheng Hongda Bridge Co., Ltd., for example, analyze the problems and the method can be used at home and abroad make specific recommendations can be implemented and measures developed to reduce the road with the international project management gaps, and seek to be able to play a specific highway construction projects to help and reference.
公路工程项目,涉及多学科,涵盖着多专业知识,并且有着工程量大、工程建设周期一般较长、工程的投资十分可观等特点,因此,我们可以说公路工程项目是一项融合复杂的技术、具有很强的综合性和系统的工程项目。随着改革开发的发展以及加入WTO后中国经济的飞腾,中国的市场经济正日渐成熟,工程项目管理面临着资源合理使用、工程质量以及工期各个方面的考验。
在对公路工程项目进行管理过程中,管理模式的弊端不容忽视,给我们带来了很大的困难和挑战。最为艰巨也是最为紧迫的困难就是我国公路工程项目管理模式与国际工程项目管理模式的融合,只有很好的适应国际法律以及市场经济等环境,我国的公路工程才能进一步的发展。与国际上发达国家的公路工程项目管理模式进行比较和分析,我们的管理模式处于落后状态,公路工程的管理方面存在着许多深层次的问题,不解决这些问题,我国的公路施工企业很难迈向国际化。
本文首先对国内外工程项目管理的现状进行分析梳理,通过对现有的公路工程项目管理模式进行研究,学习和借鉴国际发达国家的相关技术和管理方法,引进消化吸收,找出我国的公路工程项目管理存在的弊端和与之的差距,逐步改革公路工程项目管理现状,之后,以白城宏达路桥有限公司公路工程项目管理模式为例,分析其存在的问题,并结合国内外可采用的方法提出具体的可实施的建议和措施,以减少我们与国际发达国家公路工程项目管理方面的差距,并力求能够为具体的公路施工项目起到帮助和借鉴作用。
With the rapid development of China's economy, the gradual reform of construction, construction project management also make the appropriate changes, to promote the emergence of a variety of project management level to improve the model, but compared to developed countries, these project management a lower level and full development. The countries around the world are continuing to explore and practice of project management theory and methods, at this stage should also take measures to deepen the reform of China's project management system, to accelerate the development of our project management, exploration and research with Chinese characteristics, to adapt to a wide range of engineering project management and to promote the application, step by step with international practice management integration, narrowing the gap between the level of the developed countries.
Highway projects, involving multi-disciplinary, covering a multi-disciplinary knowledge, and has a large engineering, construction cycle is generally longer, very substantial investment in the project characteristics, therefore, we can say that the integration of highway projects is a complex technology , has a strong comprehensive and systematic project. With the development of reform and development and accession to WTO, China's economic booming in China's market economy is maturing, project management faced with the rational use of resources, project quality and schedule all aspects of the test.
In the highway construction project management process, management of defects can not be ignored, brought us a lot of difficulties and challenges. The most difficult and most urgent problem is the management of highway projects and international project management approach to integrated, only well adapted to international environmental law and market economy, China's highway construction in order to further development. Developed on the road with the international project management model for comparison and analysis, our management or to lag behind many countries, the management of highway projects, there are many deep-seated problems, not solve these problems, China's highway construction difficult for enterprises to move towards globalization.
This paper first international project management to analyze the situation in order, through the existing highway project management model to study and learn from international developed technologies and management methods, the introduction of digestion and absorption, to find our road projects project management with the drawbacks and the gap gradually reform the management status of highway projects, and then to? highway construction project management model of Baicheng Hongda Bridge Co., Ltd., for example, analyze the problems and the method can be used at home and abroad make specific recommendations can be implemented and measures developed to reduce the road with the international project management gaps, and seek to be able to play a specific highway construction projects to help and reference.
引文
[1]亓长峰.论公路工程项目的管理模式[J].新农村(黑龙江),2011(3):136.
[2]郭玉兰,杨圣武,靳敏超等.公路工程项目管理模式及模式调整的研究[J].中国水运(下半月),2009(1):222‐223.
[3]杨会兵.我国高速公路工程项目管理模式探索[J].山西建筑,2008 (1):210‐211.
[4]张仕艳.公路工程项目管理模式及现状探讨[J].城市建设,2010(19):135‐136.
[5]袁剑波.公路建设项目管理模式与方法研究[D].中南大学,2006.
[6]王振宇.公路工程项目管理模式浅析[J].经济师,2010(7):274‐274.
[7]聂忆华,毛昆立,张起森等.CM模式在中国公路工程项目管理中的应用研究[J].中外公路,200727(1):199‐202.
[8]亓飞.公路工程项目管理要素设计[J].科技创新导报,2008(25):189‐189,191.
[9]刘渊.浅析高速公路工程项目管理[J].内蒙古科技与经济,2008(2):103‐105.
[10]康香萍,郭红英.国内外常用工程项目管理模式综述[J].中外公路,2010 (2):242‐247.
[11]武华昌.浅析我国工程项目管理模式的选择[J].科技情报开发与经济,2005 (10):187‐188.
[12]赵会芝.我国工程项目管理模式存在的问题[J].科技信息,2011(8):82.
[13]王树彬,王玉华.工程项目管理模式的分析及研究[J].科技致富向导,2011(10):292,348.
[14]胡季英.工程项目管理模式‐Partnering模式的探讨[J].四川建筑科学研究,2008 (3):237‐241.
[15]骆亚卓,梁凡.工程项目管理模式的选择风险[J].建筑管理现代化,2003,(2):28‐31.
[16]何栋梁,成彦惠.工程项目管理模式探析[J].山西科技,2008(2):28‐29,45.
[17]贾莲英.我国工程项目管理模式发展研究[D].华中科技大学,2004.
[18]刘自敏,杨丹.工程项目管理模式组合研究[J].世界标准化与质量管理,2007(11):24‐28.
[19] Grant, K.P., Pennypacker, J.S..Project management maturity: an assessment ofproject management capabilities among and between selected industries[J].IEEE Transactions on Engineering Management, 2006,53(1):59‐68. DOI:10.1128/AEM.68.1.326‐334.2002.
[20] Jyh‐Bin Yang, Sheng‐Chi Peng. Development of a customer satisfaction evaluation model for construction project management[J].Building and Environment, 2008,43(4):458‐468.
[21] Shozo HORI, Takako NAKATANI, Keiichi KATAMINE et al. Project Management Patterns to Prevent Schedule Delay Caused by Requirement Elicitation[J].IEICE transactions on information and systems,2010,E93‐D(4):p.745‐.
[22] Z Irani. Investment evaluation within project management: an information systems perspective[J]. The Journal of the Operational Research Society, 2010,61(6):917‐928.DOI:10.1007/s11119‐004‐5323‐z.
[23] McBride, T. The mechanisms of project management of software development[J].The Journal of Systems and Software,2008,81(12):2386‐2395.
[24] He, ZW, Xu, Y. Multi‐mode project payment scheduling problems with bonus‐penalty structure[J].European Journal of Operational Research, 2008,189(3):1191‐1207. DOI:10.1016/S0273‐1177(02)00063‐7.
[25] Frank Salewski, Andreas Schirmer, Andreas Drexl et al. Project scheduling under resource and mode identity constraints: Model, complexity, methods, and application[J]. European Journal of Operational Research, 1997,102(1):88‐110.DOI:10.1016/j.tplants.2004.08.002.
[26] A. Chrobok, E. Gossinger, K. Grunberger et al. Towards EPC‐syntheses of the structural class of cochleamycins and macquarimicins. Part 3: EPC‐syntheses of theβ‐keto lactone subunits and first attempts towards the syntheses of the pentacyclic antibiotics of this group[J]. Tetrahedron,2007,63(34):8336‐8350.
[27] Eleonora Bottani, Antonio Rizzi. Economical assessment of the impact of RFID technology and EPC system on the fast‐moving consumer goods supply chain[J].International Journal of Production Economics, 2008,112(2):548‐569.DOI:10.1080/095933322086180317.
[28] Cyndi Snyder. Project Procurement Management‐ Contracting, Subcontracting,Teaming[J].Cost Engineering,2004,46(6):21‐0.
[29] Cai, Wei, Wen, Xiaodong, Gu, Wei et al. A Study on Energy Management Contracting Pattern in Existing Building Energy Conservation[C].//2010 International Conference on E‐Business and E‐Government. [v.1].2010:3586‐3588.
[30] Malcolm Harrison. The Engineering Procurement Construction Industry[J].Oxford Energy Forum,2006,0(65):16‐18.
[31] John F.Y. Yeung, Albert P.C. Chan, Daniel W.M. Chan et al. A computerized model for measuring and benchmarking the partnering performance of construction projects [J]. Automation in construction, 2009,18(8):1099‐.DOI:10.1016/S0921‐5107(00)00580‐8.
[32] Sai On Cheung, Henry C.H. Suen, Kevin K.W. Cheung et al. An automated partnering monitoring system―Partnering Temperature Index[J].Automation in Construction,2003,12(3):331‐345.
[33]李静.项目管理的动态联盟模式[D].哈尔滨工业大学,2004.
[34]李文,刘文辉.动态联盟模式在工程项目管理中的运用分析[J].商场现代化,2006(7):111‐112.
[35]王彦红.企业动态联盟的构建与风险管理研究[D].山东大学,2005.
[36]任娟.基于项目合作的企业动态联盟模式研究[D].南京理工大学,2005.
[2]郭玉兰,杨圣武,靳敏超等.公路工程项目管理模式及模式调整的研究[J].中国水运(下半月),2009(1):222‐223.
[3]杨会兵.我国高速公路工程项目管理模式探索[J].山西建筑,2008 (1):210‐211.
[4]张仕艳.公路工程项目管理模式及现状探讨[J].城市建设,2010(19):135‐136.
[5]袁剑波.公路建设项目管理模式与方法研究[D].中南大学,2006.
[6]王振宇.公路工程项目管理模式浅析[J].经济师,2010(7):274‐274.
[7]聂忆华,毛昆立,张起森等.CM模式在中国公路工程项目管理中的应用研究[J].中外公路,200727(1):199‐202.
[8]亓飞.公路工程项目管理要素设计[J].科技创新导报,2008(25):189‐189,191.
[9]刘渊.浅析高速公路工程项目管理[J].内蒙古科技与经济,2008(2):103‐105.
[10]康香萍,郭红英.国内外常用工程项目管理模式综述[J].中外公路,2010 (2):242‐247.
[11]武华昌.浅析我国工程项目管理模式的选择[J].科技情报开发与经济,2005 (10):187‐188.
[12]赵会芝.我国工程项目管理模式存在的问题[J].科技信息,2011(8):82.
[13]王树彬,王玉华.工程项目管理模式的分析及研究[J].科技致富向导,2011(10):292,348.
[14]胡季英.工程项目管理模式‐Partnering模式的探讨[J].四川建筑科学研究,2008 (3):237‐241.
[15]骆亚卓,梁凡.工程项目管理模式的选择风险[J].建筑管理现代化,2003,(2):28‐31.
[16]何栋梁,成彦惠.工程项目管理模式探析[J].山西科技,2008(2):28‐29,45.
[17]贾莲英.我国工程项目管理模式发展研究[D].华中科技大学,2004.
[18]刘自敏,杨丹.工程项目管理模式组合研究[J].世界标准化与质量管理,2007(11):24‐28.
[19] Grant, K.P., Pennypacker, J.S..Project management maturity: an assessment ofproject management capabilities among and between selected industries[J].IEEE Transactions on Engineering Management, 2006,53(1):59‐68. DOI:10.1128/AEM.68.1.326‐334.2002.
[20] Jyh‐Bin Yang, Sheng‐Chi Peng. Development of a customer satisfaction evaluation model for construction project management[J].Building and Environment, 2008,43(4):458‐468.
[21] Shozo HORI, Takako NAKATANI, Keiichi KATAMINE et al. Project Management Patterns to Prevent Schedule Delay Caused by Requirement Elicitation[J].IEICE transactions on information and systems,2010,E93‐D(4):p.745‐.
[22] Z Irani. Investment evaluation within project management: an information systems perspective[J]. The Journal of the Operational Research Society, 2010,61(6):917‐928.DOI:10.1007/s11119‐004‐5323‐z.
[23] McBride, T. The mechanisms of project management of software development[J].The Journal of Systems and Software,2008,81(12):2386‐2395.
[24] He, ZW, Xu, Y. Multi‐mode project payment scheduling problems with bonus‐penalty structure[J].European Journal of Operational Research, 2008,189(3):1191‐1207. DOI:10.1016/S0273‐1177(02)00063‐7.
[25] Frank Salewski, Andreas Schirmer, Andreas Drexl et al. Project scheduling under resource and mode identity constraints: Model, complexity, methods, and application[J]. European Journal of Operational Research, 1997,102(1):88‐110.DOI:10.1016/j.tplants.2004.08.002.
[26] A. Chrobok, E. Gossinger, K. Grunberger et al. Towards EPC‐syntheses of the structural class of cochleamycins and macquarimicins. Part 3: EPC‐syntheses of theβ‐keto lactone subunits and first attempts towards the syntheses of the pentacyclic antibiotics of this group[J]. Tetrahedron,2007,63(34):8336‐8350.
[27] Eleonora Bottani, Antonio Rizzi. Economical assessment of the impact of RFID technology and EPC system on the fast‐moving consumer goods supply chain[J].International Journal of Production Economics, 2008,112(2):548‐569.DOI:10.1080/095933322086180317.
[28] Cyndi Snyder. Project Procurement Management‐ Contracting, Subcontracting,Teaming[J].Cost Engineering,2004,46(6):21‐0.
[29] Cai, Wei, Wen, Xiaodong, Gu, Wei et al. A Study on Energy Management Contracting Pattern in Existing Building Energy Conservation[C].//2010 International Conference on E‐Business and E‐Government. [v.1].2010:3586‐3588.
[30] Malcolm Harrison. The Engineering Procurement Construction Industry[J].Oxford Energy Forum,2006,0(65):16‐18.
[31] John F.Y. Yeung, Albert P.C. Chan, Daniel W.M. Chan et al. A computerized model for measuring and benchmarking the partnering performance of construction projects [J]. Automation in construction, 2009,18(8):1099‐.DOI:10.1016/S0921‐5107(00)00580‐8.
[32] Sai On Cheung, Henry C.H. Suen, Kevin K.W. Cheung et al. An automated partnering monitoring system―Partnering Temperature Index[J].Automation in Construction,2003,12(3):331‐345.
[33]李静.项目管理的动态联盟模式[D].哈尔滨工业大学,2004.
[34]李文,刘文辉.动态联盟模式在工程项目管理中的运用分析[J].商场现代化,2006(7):111‐112.
[35]王彦红.企业动态联盟的构建与风险管理研究[D].山东大学,2005.
[36]任娟.基于项目合作的企业动态联盟模式研究[D].南京理工大学,2005.