Competency Evaluation and Promotion for Portfolio Management Based on Organizational Project Management Maturity Model

The objective of this paper is to present an and promote the capabilities of organizational portfolio ment Maturity Model （ OPM3 ）, the process areas of approach to comprehensively and quantitatively evaluate management. Based on the Organizational Project Manage- organizational project portfolio management are identified through the questionnaire survey and further analysis, and five capability levels are put forward and described. Then the methods of Delphi, AHP and multi-layer fuzzy comprehensive evaluation are applied to construct a mod- el of assessment and promotion. Finally, an illustrative example is presented to verify the proposed approach The result objectively and accurately describes the project portfolio management capabilities of the organization, and shows that it is able to provide a theoretical basis for an organization to improve and enhance the project port- folio management

Research on the Teaching Mode of Entrepreneurial Project Management General Courses

Under the background of "the Belt and Road" and "Internet +", innovation and Entrepreneurial education in colleges and universities has been pushed to the focus of education. The opening of the course 3.0 "Entrepreneurial Project Management" in General Studies course of Wuhan University is an innovative education mode under the requirements of the background of the times. The development of network information technology in the new era has brought about the subversion and reform of teaching mode. This paper first analyzes the problems and present situation of the teaching of Entrepreneurial project management, introduces the characteristics of the teaching mode, and makes effective research and exploration on the three teaching modes of Entrepreneurial project management, in order to provide reference for the curriculum teaching reform and to promote the teaching effect of innovation and Entrepreneurial courses in colleges and universities.

Research on Teaching Mode of "Entrepreneurial Project Management" Course based on Flipped Classroom

Under the background of the era of “mass entrepreneurship and innovation”, innovation and entrepreneurship education in colleges and universities has been promoted to the focus of educational work. The establishment of self-improvement and entrepreneurship class in Wuhan University is an innovative education mode under the requirement of "Double Creation" education. The development of network information technology in the new era has given rise to the subversion and reform of teaching models. The appearance of flipped classrooms has broken the barrier of traditional education and provides a new train of thought for innovation and entrepreneurship teaching model reform in colleges and universities. This paper takes the self-improvement entrepreneurship class of Wuhan University as an example, introduces the flipped classroom into the course of "Entrepreneurial Project Management", and analyzes the application process of the flipped classroom in the course teaching from three aspects: before class, during class and after class, in order to provide a reference for the curriculum teaching reform and promote the teaching effect of innovation and entrepreneurship courses in colleges and universities.

Discussion on Project Management Mode and Power Engineering Management

In view of the current development of power engineering management,traditional management methods can no longer be applied to the management of current power engineering work.Therefore,it is necessary to innovate and optimize existing project management modes,transform traditional management concepts and models,focus on addressing the problems in project management and improve management.This paper mainly analyzes the project management mode and power engineering management.

Research on Innovation of Engineering Project Management Mode and Intelligent Management

In order to realize the standardization and normalization of environmental protection project management.This paper uses the literature method to study the current status of the existing project management mode,and points out the problems:lack of a sound project management system,insufficient information application of project management,and unclear decentralization in project management;on this basis,this paper proposes optimization strategies from the aspects of perfecting the engineering project management system,clarifying the allocation of project management authority,and strengthening the construction of engineering project management information.And put forward the future development trend of project engineering management,on the basis of two mainstream management modes of BOT(Build-Operate-Transfer)and EPC(Engineering Procurement Construction),build a standardized project management platform to achieve intelligent management.Realize intelligent management of engineering project management to achieve standardization and standardization,greatly improving the efficiency of project management.

Management Mode and Concrete Construction of the Three Gorges Project

The Three Gorges Project (TGP) is the largest concrete structure in the world to this day. The project, with a total amount of approximately 28 million m 3 of concrete, is characterized by complicated structures, intensive construction and high technical standards, which should not only meet the requirements of stability but of special flood releasing, power generation and navigation improvement. Through a decade of engineering practice, a management mode that embodies the characteristics of TGP under construction has been formed. Various new techniques and technologies have been used to ensure the concrete quality. Design, construction and management measures adopted for the concrete works of the project are discussed in this article on an overall basis.

Enhancing the Efficiency of the Management of Real Estate Companies through Organizational Structures

The article represents research on ways to make the management of real estate companies more efficient, starting from their structural organization. The organizational structure of the enterprise is a basic component of the general structure of the company and reflects the “anatomy of the enterprise” and the way of its conception, detailing, and implementation directly influence the activities required to achieve the objectives of the enterprise. On closer examination of a series of organizational charts of real estate management companies, the author observed a tendency to use organizational structures that are inefficient. The main objectives of this article are to bring into the practice of real estate management a model of beneficial organizational structure, both for the real estate management companies and for the construction companies that, besides the building activity, also deal with the management of their own real estate, and to emphasize the particular importance of the organizational structure of the company. The appreciation of the organizational structure represents the process of knowledge, understanding, and explanation of the existing situation through a detailed analysis of the factors that influence its condition through: the enterprise development strategy;the type and complexity of services;the size of the enterprise;the quality of human resources;the changes that take place in the external environment of the company, and last but not least, the legal framework and the statutes of the enterprise.

Research on organizational performance in human resource management practices

In this paper, we analyzed the status of human resource management practices in western China state-owned and state holding enterprises azld private enterprises, and found that there are differences in the nature of the business combination of different patterns of human resource management practices.

Prevention and Control Mode of Desertification in China＇s State Energy Group Shendong Mining Area with Annual Coal Output of 200 Million Tons

According to the strategic goal of sustainable development,construction and management for the construction of Shendong mining area with ecological safety,the ecological restoration principle of ＂ control protects development and development promotes control＂ for desertification prevention and control was adopted,and engineering measures,plant greening measures,and enclosure management and protection measures were taken to prevent and control desertification in the mining area based on careful detailed investigation and accurate planning and design in the early period. After 32 years,the desertification ecological landscape environment of the mining area has undergone a qualitative change,and the vegetation coverage has increased from 3%-8% to above 60% after the development. The former desertification land has become a modern green energy base that has produced 200 million tons of coal every year. The construction and management mode of an ecologically safe and modernized green coal mining area built by Shendong in the desertification region of northwestern China shows that taking appropriate comprehensive ecological restoration construction technology and management measures that integrate engineering,plants and enclosure management and protection is an effective technical and management paradigm for the construction of a modernized green large-scale coal mining area in China＇s arid and semi-arid regions.

工科类本科生毕业设计管理模式探索

本科生毕业设计是工科类本科生培养过程中的重要实践性教学环节。该文阐述本科毕业设计管理模式研究的重要性,调研中外部分优秀高校工科类本科毕业设计在选题、时间安排、过程管理和知识方法指导方面的管理模式与方法,并运用实证调研的方法研究国内工业工程专业案例。发现目前仍存在选题实践性不够、时间安排不够灵活、欠缺指导等问题。最后提出增进产学研合作、加强规范化管理、增加知识能力培养等建议。

NASA重大项目预研管理过程研究——以韦布望远镜为例

做好重大科技项目的组织管理是实现抢占科技制高点目标的重要前提条件。本文以美国国家航空航天局(National Aeronautics and Space Administration,NASA)系列管理文件为分析对象,剖析其项目组织管理模式,并以投资近百亿美元、持续数十年的詹姆斯·韦布太空望远镜项目为例,对NASA重大项目预研管理过程进行分析。NASA将项目按照成本、风险、是否属于优先事项等分为3个类别进行管理,项目生命周期可以分为从“A前”(pre-A)到A、B直至F共7个阶段。韦布望远镜从1995年进入NASA的“A前阶段”,由3家单位独立开展概念研究;1999年7月从3家单位中遴选2家开始“A阶段”研究;2002年9月正式选择1家单位牵头开展“B阶段”研究。可供我国借鉴之处包括:项目组织方应发挥好“总体”角色,凝聚多方资源、提供长期稳定支持;新项目的酝酿需充分利用前期项目的科学、技术、管理人才基础;可利用“赛马制”等分阶段推进重大项目的实施,以降低不确定性和决策风险等。

模块化组织形式对工程项目创新绩效的影响

随着建设工程项目的管理难度不断上升,加之建设工程项目在发包过程中项目各参建单位之间的组织架构呈现出模块化特性,从组织模块化的视角识别出建设工程项目组织形式在模块化程度方面的两个重要维度,包括界面设计规则和近似可分解,同时引入各参建单位的合作行为作为中介变量,基于196份问卷结果实证探究其对项目创新绩效的影响。结果表明:建设工程项目组织形式模块化程度对项目创新绩效有显著正向影响,各参建单位的合作行为在组织形式模块化程度与项目创新绩效之间起中介作用;在设计、采购和建造的工程总承包(EPC)模式下,各参建单位之间的工作分工更为明晰,参建单位之间的资源整合效率和协作情况也更为突出,较为符合高界面规则明确性和高近似可分解性的模块化组织形式,对项目创新绩效的提高作用更为明显。因此,在建设工程项目实施过程中不但要关注参建单位的合作行为,还要对项目组织形式进行优化。

项目制治理模式下水利勘察设计企业组织结构研究

为了指导水利勘察设计企业顺利实现向项目制治理模式下组织结构的转变,开展了项目制治理模式下水利勘察设计企业组织结构的研究。结合水利电力勘测设计研究院有限责任公司组织结构现状,采用调查问卷法分析了部门制治理模式下水利勘察设计企业组织结构存在的问题;在调查问卷结果分析的基础上提出了水利勘察设计企业面向项目的运营战略框架和治理模式,以及项目制治理模式下水利勘察设计企业组织结构优化的重点,包括项目管理和运营管理。研究结果表明,水利勘察设计企业项目制治理模式下组织结构优化的核心是组织结构与水利勘察设计企业资源之间的匹配以及组织结构与市场之间的匹配;项目制治理模式能够从根本上解放部门制治理模式下的落后生产关系。

降低社会物流成本研究

物流是实体经济的“筋络”,连接生产与消费、内贸与外贸。有效降低社会物流成本是增强产业核心竞争力、提升经济运行效率的重要举措。当前我国社会物流成本较高,这是我国经济结构、物流业水平、供应链水平、市场效率等因素综合作用的结果:一方面,我国服务业占比低,工业占比高,且多数产品附加值较低,不利于物流费用的降低和产品所对应GDP的增加,影响社会物流总费用与GDP比率的降低;另一方面,我国综合运输体系尚未完全建立,社会库存量大周转慢,物流基础设施不完善且投入不足,物流服务运作主体仍有缺陷,税费高且不统一,产学研一体化体系尚未形成,行业协会合作欠缺,不利于科技赋能和物流业水平、供应链水平、市场效率提升,导致保管和管理费用居高不下,影响社会物流总费用与GDP比率的降低。社会物流成本是国家经济社会发展成本重要的组成部分,通常包括运输成本、保管成本、管理成本三个部分。降低社会物流成本是一项系统工程,切忌单纯从物流看物流,要着眼国民经济全局,通过发展新质生产力、改造物流供应链、推动物流业数智化转型、提升产业链供应链现代化水平、深化市场化改革,着力降低经济结构性物流成本、组织模式性物流成本、运行性物流成本、管理制度性物流成本,四者缺一不可。其中,发展新质生产力、推动物流业进行供应链改造和数智化升级,是降低社会物流成本的必由之路;打造创新力更强、附加值更高、更安全可靠的产业链供应链,是降低物流成本的根本之策;促进物流与供应链制度型开放、深化供给侧结构性改革、构建物流统一大市场,是降低物流成本的制度性保障。此外,还要加强物流与供应链绩效考核,增强物流成本核算意识。

美国预见性情报工作的组织管理及启示研究

本文旨在探索美国情报机构开展预见性情报工作的实践经验,为我国情报机构提供借鉴和启示。以美国情报高级研究计划局(IARPA)发起的四个预见性情报项目为案例,分析了它们的任务场景、有组织科研模式、实施过程和影响力;从任务场景的内涵、线索的来源、评判的指标、团队的建设等四个方面,梳理了预见性情报工作的实践流程;从跨领域的协同、量化的评估、科商的双赢、多元的团队、影响的评估等五个方面,总结了预见性情报工作的特点和启示,并提出了我国情报机构开展预见性情报工作的若干建议。

大学生创新项目的实践模式探索——以BIM技术课程为例

培养和造就具有创新精神和实践能力的高素质人才,是21世纪我国实现国家发展战略目标的迫切要求。工程管理作为交叉学科,更应与时俱进,注重创新型人才培养。BIM作为工程管理教学内容的新课程,现阶段教学存在教学形式单一、考核方式局限、学生学习主动性和创新意识不强、联系行业实际不足等问题。文章将大学生创新项目与其他BIM教改方案进行对比,通过揭示大学生创新项目实践的实际意义与动力因素,分析了大学生创新项目解决BIM技术教学问题的适用性和作用机理,指出大学生BIM创新项目的实践模式可分为四个主要阶段,即前期准备、提出问题、分析问题、解决问题,并将其应用于建筑设计方案可视化交互的相关教学中,使BIM技术课程教学质量得到明显提高。

电力工程联合体EPC项目的安全管理模式探讨

基于“双资质”的政策背景,针对国内法律法规中关于联合体EPC项目的模式及成员方安全责任未明确的情况,对比分析联合体与联营体之间的差异,提出紧密型、合伙型和松散型三种联合体模式及其典型的联合体EPC项目组织架构,剖析联合体EPC项目特有的安全风险及其安全责任,结合近几年电力工程总承包项目的实践,总结不同类型联合体EPC项目的安全管理模式、适用情形、管理要点及优缺点。

欧洲铁路项目合同变更实践分析

国内承包商进入欧洲铁路市场,将面临项目所在国铁路建设资源禀赋相对不足、沿线地方政府及产权单位的干扰、欧洲铁路标准限制、设备认证复杂等影响项目建设成本的因素。本文以匈塞铁路塞尔维亚段项目的合同变更管理为例,结合具体案例,分析项目变更工作的典型困难和解决措施,并总结相关经验和建议。旨在为国内相关从业人员后续参与欧洲基建项目提供相关经验和有益参考。

新建大型机场工程项目管理组织模式探析

新建大型机场是一项非常庞大、繁杂的系统工程,为确保工程管理工作高效有序进行,应从工程项目组织管理角度统筹组建项目管理班子、配置项目管理人员。论文概述新建大型机场工程项目管理组织模式,从机场建设领导小组、机场建设指挥部和工程建设相关单位3方面对新建大型机场工程项目管理组织模式进行了分析。

联营体模式下海外EPC项目决策机制研究--以某中东铁路项目为例

本文在分析联营体模式下海外EPC项目决策面临低效率与高风险挑战的基础上,探讨其有效决策机制的设计路径。结合某中东铁路EPC项目的实践案例,梳理项目决策机制实践过程中的关键问题与优化方法,以此为联营体模式下海外EPC项目管理决策提供有益参考。