Practice and experience of engineering culture development in the Sutong Bridge project

To keep up with the time,culture is integrated to large-scale construction project management in China,which will absolutely add more vitality into construction project management in our country.Engineering culture is an integration of project construction and engineering culture.However,engineering culture development enjoys its own particularity as a project is constructed once only within a limited period of time.This paper gives affirmative opinion that engineering culture development in large-scale projects backs project management on the basis of thorough investigation of engineering culture development in Sutong Bridge Project and after deepened analysis,proposes new thinking pattern of engineering culture development in large-scale projects in a systematic manner,including thorough understanding of the essence of engineering culture,principle and contents of engineering culture development as well as efficient method in respect of establishment and implementation of engineering culture,and therefore provides a standard reference and systematic thinking pattern for engineering culture development in future large-scale projects.

University culture, project culture and enterprise culture jointly build the training road of the excellent engineers

The ＂Education and training plan of excellence engineers＂ is the base to comprehensively improve the training quality of the engineering talents, and is the power and guarantee of our country to march towards the great power of the engineering education fi＇om the engineering educational power. In the training process, not only it is required to complete the training and improvement of the theoretical knowledge, the practical abilities and the engineering qualities in the colleges, but it also needs the active participation and the close cooperation of the enterprises. Therefore, the students will have the influence of the effects and edification from the university culture, the project culture and the enterprise culture, and will feel the power and benefits a variety of cultures bring about by interleaving. This paper expounds the important position and the function of the university culture, the project culture, and the enterprise culture in the personal training, and elucidates that the complete fusion of the three is the social ideal and support to complete the task of cultivating the outstanding engineers.

Construction engineering management culture shift: Is the lowest tender offer dead?

The procurement of public construction projects must walk a fine line between the corruption of state officials and collusion of contractors. The method of awarding projects to the lowest responsible tenderer was originally implemented to guard against corruption of state officials. However, an investigation of the construction industry in the Canadian province of Quebec showed that lowest-tender-offer procurement gave rise to collusion of companies tendering for the contracts. Alternatively, bestvalue procurement has been used for decades, but here problems arise owing to the necessity of subjective judging of measures other than price to compare bids, giving rise to time-and money-consuming protests. The paper proposes a compelling argument that the construction engineering management(CEM) culture should refocus its efforts on enhancing project cost certainty rather than merely searching for means to design a project in a manner that produces the lowest initial cost, and awards the construction to the lowest tender offer that focuses on cost savings during the project development and delivery process. The difference in the two approaches is subtle but extremely important. To make the transition, the engineering management tools must be advanced to the next level.This means that all project control tools for managing cost,schedule, and technical scope must be transformed from working in the deterministic mode to the stochastic mode,thus making the probability of completing the projectwithin or below its official budget the primary decision criterion. To do so, CEMs must accept that there is a benefit in paying more for an alternative that increases cost certainty for the entire project. The authors of this paper hope that it will provide the grist for a more general dialog across all industry sectors where engineering management is practiced.