大型工程项目成功标准研究
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摘要
我国经济的飞速发展对大型工程项目的建设需求与日俱增。工程项目的大型化使得工程项目的建设和经营活动日益引发诸多日趋严重的社会问题。大型工程项目具有投资巨大、建设周期长、影响面广、参与主体众多、系统性强等特点,其顺利实施离不开参与工程建设各方的大力支持,更与受项目实施影响的其他利益群体息息相关。因此,需要根据项目的相关关系方实现项目目标的情况对他们进行评估,而成功标准的确定是对大型工程项目进行评价的前提和基础,只有界定了项目成功的标准,才可以对项目进行准确、客观、公允的评价。目前,对工程项目管理进行利益相关者分析,尚处于探索阶段。探讨利益相关者视角下大型工程项目的成功标准,对加快工程项目管理机制改革、提高工程建设管理水平以及增加项目投资效益,都具有十分重要的意义。
本文运用利益相关者理论对项目成功标准进行深入研究,并建立了一个科学、全面的评估框架。从利益相关者角度设置评价指标能够突破以财务指标为主体的经济维度评价框架,避免建筑企业短视行为,保证项目成功标准的全面性与科学性,实现项目整体效能的提升。这一理论在大型工程项目成功标准研究领域的运用,不仅具有一定创新性,同时也具有重要的实践指导意义。
从项目全生命周期角度看,实现大型工程项目的成功应当是以尽量满足不同利益相关者利益要求为中心任务,以优化经济、社会、环境“三重盈余”绩效为根本目的的系统行为。因此,对大型工程项目成功标准的研究应当引入系统式思维,构建大型工程项目成功的三维综合评价模型,将项目全生命周期、三重盈余和项目成功维度的综合分析作为研究基点。这不仅充分体现了项目成功的核心价值,而且最大限度地提高了大型工程项目的和谐度。
在国内外利益相关者研究成果的基础上,本文通过问卷调查的方法确定了大型工程项目的关键利益相关者,并采用SPSS统计方法和场效应理论,从紧迫性、影响性和主动性三维度对其分类。认为项目利益相关者彼此之间的重视程度是具有差异性的,项目成功标准的实现必须依托各利益相关者的有效沟通和利益要求的适度平衡。由此,对利益相关者利益要求进行实证分析。一方面给出了各利益相关者利益要求的排序情况,另一方面,为明确各利益相关者对其利益要求的认同度,对其利益要求进行了排序差异比较分析。
项目成功与否依赖于项目成功标准是否能实现利益相关者利益要求的最优化。本文以关键利益相关者的利益要求为依据,结合工程项目成功标准的研究综述,从时间维度、利益相关者维度和项目目标维度三个方面阐述了工程项目的成功标准。考虑到在不同项目阶段成功标准因素呈现较大的差异性,因此,运用因子分析法及主成分分析法,分别对决策阶段、实施阶段和运营阶段的项目成功标准进行统计分类,建立了大型工程项目成功标准的修正模型。
确保项目成功标准实现的关键在于平衡各利益群体的利益分配。本文在分析了项目成功与项目规模,项目利益体的依赖性和多样性关系的基础上,构建了大型工程项目LPSC—P体系,并按评价时点的不同,制定了项目交付使用时的LPSC—P—D体系和项目运营一段时间后的LPSC—P—O体系,从而使大型工程项目成功标准更具实用性,并通过青藏铁路项目对此体系的正确性进行了验证,判定青藏铁路项目在交付和运营一段时间时都相当成功。然而,大型项目成功标准体系的建立并不意味着对大型工程项目成功研究的终结。本文提出一个成功的大型工程项目其最终目标是实现工程和谐与创新的互动发展,指出和谐是创新的出发点和归属;创新是维持和谐的原动力,又是实现更高层次和谐的内驱力。这有利于人类改变传统的工程创新观,追求工程组织内部、工程和生态环境的和谐,以符合可持续发展的需要。因此,只有上升到“和谐创新”这一高度,才能使大型工程项目成功在多元价值观下,呈现出更大的价值。
确保项目成功标准实现的根本保障就是,从项目战略的高度来看待大型工程项目的建设。通过制定并实施项目战略,可以达到合理运用各种资源,快速适应市场环境变化的目的,从而更好地促进项目成功。要确保项目战略得以顺利实现,五个实施要点必须得到充分的关注,包括:项目团队、客户和管理层应对项目目标达成共识;具备胜任的项目经理及项目团队;加强工程项目信息系统建设以实现信息共享;项目各参建方间建立起良好的信任机制以保持实时沟通;坚持在创新中确保项目成功。
With its economy's rapid development, China has a large demand for large scale construction projects. The enlargement of the construction projects has caused increasingly serious social problems during the constructing and managing process. And the smooth implementation of large scale construction projects depends on all participators' vigorously supports for their characteristics of huge investment, long construction period, wide influence, numerous participators and strong system, as well as other stakeholders of the project. Therefore, we need to apprise all the relevant sides of the project base on their goals' realization. The determination of success criteria is the foundation of appraising the large scale construction projects. Only if the criteria determined, we can carry on the accurate, objective and fair appraisal of the projects. So far, the analysis of construction project from the stakeholders' angle has just at the stage of exploration. There is vital significance to explore the success criteria of large scale construction projects from the view of stakeholders. It can speed up the engineering project management mechanism reform, raise the construction management level and increase the project investment benefits.
This article carries on a thorough research on the success criteria of large scale construction projects with the stakeholders' theory, and establishes a scientific and comprehensive appraisal frame. The appraisal index from the stakeholders can well break through the original appraisal frame of the financing-centered economic dimension and avoid the construction enterprise's lacking foresight action. Meanwhile, the index can guarantee the scientificity and comprehensiveness of the success criteria so as to promote the overall efficiency of the projects. The application of the theory on success criteria of large scale projects is an innovation with important practical guiding significance.
From the view of the projects whole life cycle, large scale construction projects' success should be regarded as a system behavior with the aim of satisfying all the stakeholders' benefits as far as possible, and optimizing the performance of the triple bottom line including the economy, the society, and the environment. Therefore, we should introduce system-thinking into the research of success criteria and construct the synthetically three-dimensional appraise model based on the whole life cycle, the triple bottom line and the success dimension of large scale projects. It has not only fully manifested the core value of the projects' success, but also enhanced the harmonious degree of large scale projects.
Based on the domestic and overseas research results of the stakeholders, this paper determines the key stakeholders of large scale construction projects through the questionnaire survey method. Furthermore, the method has been classified by three dimensions of urgency, influence and the initiative which based on the SPSS statistical method and field effect method. The result shows that there are great differences between different attention degrees of the stakeholders. Effective communication and balanced benefit requests are needed to realize the success criteria of the projects. Upon which, this study carries on an empirical analysis of the benefit requests of the stakeholders and provides the sorting benefits request of the stakeholders. On the other hand, in order to clear the identification degree of the stakeholders, it carries on a comparative analysis of their different demand sorting.
The success of the projects largely depends on whether the success criteria can realize the optimization of the benefits request of the stakeholders. Based on the benefits request of the key stakeholders, combined with the review of success criteria, this paper expounds the success criteria of projects from three aspects--the time dimension, the stakeholders dimension and the project objective dimension. Considering the biggish differences of the success criteria during different construction stages, this paper carries on a respective statistical classification for the success criteria of large scale construction projects at the stage of decision-making, implement and operation, and then establishes a modified model through the factor analysis method and the main composition of analysis method.
The key to guarantee the large-scale project success is to balance the benefits distribution of interest bodies. By analyzing the relationship between project success and the scale, and the relationship between dependence and diversity of project interest bodies, this paper constructs the Large Scale Engineering Project Success Criteria-Planguage (LPSC-P) System. And considering the different evaluation time points, it builds the LPSC-P-D system at project delivery and the LPSC-P-O system after a time of project operation. This system makes the success criteria of large-scale project much more practical, and its correctness is verified by the qinghai-tibet railway project. Judged by the LPSC-P System, the qinghai-tibet railway project is a very successful project not only at the delivery, but also after a time of operation.
本文运用利益相关者理论对项目成功标准进行深入研究,并建立了一个科学、全面的评估框架。从利益相关者角度设置评价指标能够突破以财务指标为主体的经济维度评价框架,避免建筑企业短视行为,保证项目成功标准的全面性与科学性,实现项目整体效能的提升。这一理论在大型工程项目成功标准研究领域的运用,不仅具有一定创新性,同时也具有重要的实践指导意义。
从项目全生命周期角度看,实现大型工程项目的成功应当是以尽量满足不同利益相关者利益要求为中心任务,以优化经济、社会、环境“三重盈余”绩效为根本目的的系统行为。因此,对大型工程项目成功标准的研究应当引入系统式思维,构建大型工程项目成功的三维综合评价模型,将项目全生命周期、三重盈余和项目成功维度的综合分析作为研究基点。这不仅充分体现了项目成功的核心价值,而且最大限度地提高了大型工程项目的和谐度。
在国内外利益相关者研究成果的基础上,本文通过问卷调查的方法确定了大型工程项目的关键利益相关者,并采用SPSS统计方法和场效应理论,从紧迫性、影响性和主动性三维度对其分类。认为项目利益相关者彼此之间的重视程度是具有差异性的,项目成功标准的实现必须依托各利益相关者的有效沟通和利益要求的适度平衡。由此,对利益相关者利益要求进行实证分析。一方面给出了各利益相关者利益要求的排序情况,另一方面,为明确各利益相关者对其利益要求的认同度,对其利益要求进行了排序差异比较分析。
项目成功与否依赖于项目成功标准是否能实现利益相关者利益要求的最优化。本文以关键利益相关者的利益要求为依据,结合工程项目成功标准的研究综述,从时间维度、利益相关者维度和项目目标维度三个方面阐述了工程项目的成功标准。考虑到在不同项目阶段成功标准因素呈现较大的差异性,因此,运用因子分析法及主成分分析法,分别对决策阶段、实施阶段和运营阶段的项目成功标准进行统计分类,建立了大型工程项目成功标准的修正模型。
确保项目成功标准实现的关键在于平衡各利益群体的利益分配。本文在分析了项目成功与项目规模,项目利益体的依赖性和多样性关系的基础上,构建了大型工程项目LPSC—P体系,并按评价时点的不同,制定了项目交付使用时的LPSC—P—D体系和项目运营一段时间后的LPSC—P—O体系,从而使大型工程项目成功标准更具实用性,并通过青藏铁路项目对此体系的正确性进行了验证,判定青藏铁路项目在交付和运营一段时间时都相当成功。然而,大型项目成功标准体系的建立并不意味着对大型工程项目成功研究的终结。本文提出一个成功的大型工程项目其最终目标是实现工程和谐与创新的互动发展,指出和谐是创新的出发点和归属;创新是维持和谐的原动力,又是实现更高层次和谐的内驱力。这有利于人类改变传统的工程创新观,追求工程组织内部、工程和生态环境的和谐,以符合可持续发展的需要。因此,只有上升到“和谐创新”这一高度,才能使大型工程项目成功在多元价值观下,呈现出更大的价值。
确保项目成功标准实现的根本保障就是,从项目战略的高度来看待大型工程项目的建设。通过制定并实施项目战略,可以达到合理运用各种资源,快速适应市场环境变化的目的,从而更好地促进项目成功。要确保项目战略得以顺利实现,五个实施要点必须得到充分的关注,包括:项目团队、客户和管理层应对项目目标达成共识;具备胜任的项目经理及项目团队;加强工程项目信息系统建设以实现信息共享;项目各参建方间建立起良好的信任机制以保持实时沟通;坚持在创新中确保项目成功。
With its economy's rapid development, China has a large demand for large scale construction projects. The enlargement of the construction projects has caused increasingly serious social problems during the constructing and managing process. And the smooth implementation of large scale construction projects depends on all participators' vigorously supports for their characteristics of huge investment, long construction period, wide influence, numerous participators and strong system, as well as other stakeholders of the project. Therefore, we need to apprise all the relevant sides of the project base on their goals' realization. The determination of success criteria is the foundation of appraising the large scale construction projects. Only if the criteria determined, we can carry on the accurate, objective and fair appraisal of the projects. So far, the analysis of construction project from the stakeholders' angle has just at the stage of exploration. There is vital significance to explore the success criteria of large scale construction projects from the view of stakeholders. It can speed up the engineering project management mechanism reform, raise the construction management level and increase the project investment benefits.
This article carries on a thorough research on the success criteria of large scale construction projects with the stakeholders' theory, and establishes a scientific and comprehensive appraisal frame. The appraisal index from the stakeholders can well break through the original appraisal frame of the financing-centered economic dimension and avoid the construction enterprise's lacking foresight action. Meanwhile, the index can guarantee the scientificity and comprehensiveness of the success criteria so as to promote the overall efficiency of the projects. The application of the theory on success criteria of large scale projects is an innovation with important practical guiding significance.
From the view of the projects whole life cycle, large scale construction projects' success should be regarded as a system behavior with the aim of satisfying all the stakeholders' benefits as far as possible, and optimizing the performance of the triple bottom line including the economy, the society, and the environment. Therefore, we should introduce system-thinking into the research of success criteria and construct the synthetically three-dimensional appraise model based on the whole life cycle, the triple bottom line and the success dimension of large scale projects. It has not only fully manifested the core value of the projects' success, but also enhanced the harmonious degree of large scale projects.
Based on the domestic and overseas research results of the stakeholders, this paper determines the key stakeholders of large scale construction projects through the questionnaire survey method. Furthermore, the method has been classified by three dimensions of urgency, influence and the initiative which based on the SPSS statistical method and field effect method. The result shows that there are great differences between different attention degrees of the stakeholders. Effective communication and balanced benefit requests are needed to realize the success criteria of the projects. Upon which, this study carries on an empirical analysis of the benefit requests of the stakeholders and provides the sorting benefits request of the stakeholders. On the other hand, in order to clear the identification degree of the stakeholders, it carries on a comparative analysis of their different demand sorting.
The success of the projects largely depends on whether the success criteria can realize the optimization of the benefits request of the stakeholders. Based on the benefits request of the key stakeholders, combined with the review of success criteria, this paper expounds the success criteria of projects from three aspects--the time dimension, the stakeholders dimension and the project objective dimension. Considering the biggish differences of the success criteria during different construction stages, this paper carries on a respective statistical classification for the success criteria of large scale construction projects at the stage of decision-making, implement and operation, and then establishes a modified model through the factor analysis method and the main composition of analysis method.
The key to guarantee the large-scale project success is to balance the benefits distribution of interest bodies. By analyzing the relationship between project success and the scale, and the relationship between dependence and diversity of project interest bodies, this paper constructs the Large Scale Engineering Project Success Criteria-Planguage (LPSC-P) System. And considering the different evaluation time points, it builds the LPSC-P-D system at project delivery and the LPSC-P-O system after a time of project operation. This system makes the success criteria of large-scale project much more practical, and its correctness is verified by the qinghai-tibet railway project. Judged by the LPSC-P System, the qinghai-tibet railway project is a very successful project not only at the delivery, but also after a time of operation.
引文
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