China No.17 Metallurgical Construction Companyis the state Class A construction and installation enterprise,and China’s first large united enterprise with foreignengineering contract qualification.In 1995,it came 38t...China No.17 Metallurgical Construction Companyis the state Class A construction and installation enterprise,and China’s first large united enterprise with foreignengineering contract qualification.In 1995,it came 38thamong the top 500 enterprises in the national constructionindustry,and obtained foreign independent operationalrights for its good reputation of composite constructioncapability and contracting foreign engineering. Since 1989 when it first contracted foreignengineering,the company has realized a turnout of US＄37million for engineering contract and labour cooperationin Zimbabwe,Burundi and Austria,bringing about展开更多
Large-scale construction companies develop rapidly when facing more and more opportunities and challenges of programme contracting. However, project management technology, not meeting the requirements of firm growth, ...Large-scale construction companies develop rapidly when facing more and more opportunities and challenges of programme contracting. However, project management technology, not meeting the requirements of firm growth, still stands proud, while relevant programme management methods have not been well studied. Therefore, this paper commences innovative application of coordinated management theory to programme management according to the need of changing the existing management mode in large-scale construction companies,then puts forward the dynamic coordinated management model composed of the dynamic coordination of function module, interface module, support module and evaluation module. Besides, coordination degree was introduced to make auxiliary analysis, so that companies can utilize internal and external resources more effectively to realize the goals of programme management as well as enterprise strategy.展开更多
The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence,problems to coordinate the professional construction management (PCM) and the su...The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence,problems to coordinate the professional construction management (PCM) and the supervising architectural company often occur for the lack of long-term experience to work together. The various factors that affect the implementation of turn-key projects currently practiced in Taiwan are analyzed using the analytic network process (ANP). The objective is to study how the twelve key factors in the four layers of "Role assignment","Signing contract","Operational procedures" and "Losing capital investment" affect the progress of implementing the turn-key project in Taiwan. The results reveal that "Delay in payment" has the most negative influence with 15.62% weighing factor; "Latent risk" comes next with 11.14% weighing factor,and "Responsibility of construction company for project quality" is the third with 10.79% weighing factor.展开更多
文摘China No.17 Metallurgical Construction Companyis the state Class A construction and installation enterprise,and China’s first large united enterprise with foreignengineering contract qualification.In 1995,it came 38thamong the top 500 enterprises in the national constructionindustry,and obtained foreign independent operationalrights for its good reputation of composite constructioncapability and contracting foreign engineering. Since 1989 when it first contracted foreignengineering,the company has realized a turnout of US＄37million for engineering contract and labour cooperationin Zimbabwe,Burundi and Austria,bringing about
文摘Large-scale construction companies develop rapidly when facing more and more opportunities and challenges of programme contracting. However, project management technology, not meeting the requirements of firm growth, still stands proud, while relevant programme management methods have not been well studied. Therefore, this paper commences innovative application of coordinated management theory to programme management according to the need of changing the existing management mode in large-scale construction companies,then puts forward the dynamic coordinated management model composed of the dynamic coordination of function module, interface module, support module and evaluation module. Besides, coordination degree was introduced to make auxiliary analysis, so that companies can utilize internal and external resources more effectively to realize the goals of programme management as well as enterprise strategy.
文摘The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence,problems to coordinate the professional construction management (PCM) and the supervising architectural company often occur for the lack of long-term experience to work together. The various factors that affect the implementation of turn-key projects currently practiced in Taiwan are analyzed using the analytic network process (ANP). The objective is to study how the twelve key factors in the four layers of "Role assignment","Signing contract","Operational procedures" and "Losing capital investment" affect the progress of implementing the turn-key project in Taiwan. The results reveal that "Delay in payment" has the most negative influence with 15.62% weighing factor; "Latent risk" comes next with 11.14% weighing factor,and "Responsibility of construction company for project quality" is the third with 10.79% weighing factor.
