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
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
As the benefits of green building continue to change the Architecture/Engineering/Construction industry and the num-ber of green projects rises in the United States due to market changes,more constructionfirms are gai...As the benefits of green building continue to change the Architecture/Engineering/Construction industry and the num-ber of green projects rises in the United States due to market changes,more constructionfirms are gaining experience with this new way of building and changing their expectations for new hires from degree-granting construction pro-grams.This paper documents a baseline study of contractor experiences,expectations,and perceptions associated with green building conducted in Fall 2006.The study was based on detailed survey results from 87 different companies re-cruiting from three major university construction programs in the eastern United States(Auburn,Purdue,and Virginia Tech).The survey collected data regarding current experience levels and capabilities of companies with regard to green construction,corporate expectations of new hires in terms of green construction knowledge and skills,and respondent ex-pectations and perceptions about the future of the industry with regard to green projects.Thefindings of this study sup-port the growing importance of green building as a component of the whole construction market and provide a bench-mark against which to measure future changes in the industry over time.展开更多
Progress measurement is cardinal for effective project delivery. It assesses the physical amount of completed work within budgeted cost and manpower performance at a specified stage of the project. Effective progress ...Progress measurement is cardinal for effective project delivery. It assesses the physical amount of completed work within budgeted cost and manpower performance at a specified stage of the project. Effective progress measurement facilitates progress monitoring, an inevitability for identifying early warning?signs and confirmation of structured work proceeding. Different progress measuring methods are available and used for construction projects. They range from the traditional to the contemporary ones like three-dimensional and four-dimensional models. This paper examines current progress measurement methods used in the Ghanaian construction industry. Eight commonly employed methods were identified from the literature?and?rated by sixty-two construction professionals, practicing with tier one construction firms and construction consultancy services. Relative Important Index ranking and Mann-Whitney?U?test statistics were used to rank and check the consistency of survey responses. Cost Ratio ranked?the?highest, followed by Supervisor’s Opinion and Units?Completed. The fourth-ranked method was Time Ratio, then Incremental Milestone before Start-Finish.?Weighted/Equivalent Units?was at?the penultimate with Earned Value Analysis ranked?the?lowest. The study will not only underscore the relevance of the current project progress measurement practices and provoke prolific debates on their merits, but will also serve as a precursor for critical evaluation of the methods with the view to identifying?barriers militating against realistic progress assessment of construction works.展开更多
This paper summarizes the results of the authors＇ research conducted in November 2013 with the aim to analyze the organization and standards of the personnel management in the Slovak building industry. The research w...This paper summarizes the results of the authors＇ research conducted in November 2013 with the aim to analyze the organization and standards of the personnel management in the Slovak building industry. The research was based on the presumption that optimal mastering of the personnel management is a precondition of the success of each building company that wishes to be a continuously prosperous, competitive, and respected economic and social entity. Altogether, 76 small （less than 50 employees）, 77 medium-sized （50-249 employees）, and 21 big （250 and more employees） building companies operating in the territory of the Slovak Republic took part in the research. The results of the research showed that the concept of the personnel management in big building companies （in particular in comparison to most small companies but some medium-sized companies） was more strategic and systematic which is natural given the high numbers of employees of various professions who carry out manifold building works in a huge set of working conditions. However, from the point of view of the current economic development, all building companies have to develop their adaptability to the building market and their capability to master various building works. It is just the personnel management that is used to make it all up provided it is implemented efficiently in a purposeful way in order to keep the stable operation of the building company and satisfaction of various needs of stakeholders including but not limited to employees and clients.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
China is undertaking an increasing number of mega-infrastructure projects along with its rapid economic expansion.For participants in these projects,understand how to adapt the proper and efficient management strategi...China is undertaking an increasing number of mega-infrastructure projects along with its rapid economic expansion.For participants in these projects,understand how to adapt the proper and efficient management strategies is critical.In this paper,we propose three distinct models for companies under various background and management requirements,based on sophisticated data analysis and model development.Moreover,we successfully committed these models with hydropower development projects and achieved a great progress in enhancing management efficiency.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.
文摘As the benefits of green building continue to change the Architecture/Engineering/Construction industry and the num-ber of green projects rises in the United States due to market changes,more constructionfirms are gaining experience with this new way of building and changing their expectations for new hires from degree-granting construction pro-grams.This paper documents a baseline study of contractor experiences,expectations,and perceptions associated with green building conducted in Fall 2006.The study was based on detailed survey results from 87 different companies re-cruiting from three major university construction programs in the eastern United States(Auburn,Purdue,and Virginia Tech).The survey collected data regarding current experience levels and capabilities of companies with regard to green construction,corporate expectations of new hires in terms of green construction knowledge and skills,and respondent ex-pectations and perceptions about the future of the industry with regard to green projects.Thefindings of this study sup-port the growing importance of green building as a component of the whole construction market and provide a bench-mark against which to measure future changes in the industry over time.
文摘Progress measurement is cardinal for effective project delivery. It assesses the physical amount of completed work within budgeted cost and manpower performance at a specified stage of the project. Effective progress measurement facilitates progress monitoring, an inevitability for identifying early warning?signs and confirmation of structured work proceeding. Different progress measuring methods are available and used for construction projects. They range from the traditional to the contemporary ones like three-dimensional and four-dimensional models. This paper examines current progress measurement methods used in the Ghanaian construction industry. Eight commonly employed methods were identified from the literature?and?rated by sixty-two construction professionals, practicing with tier one construction firms and construction consultancy services. Relative Important Index ranking and Mann-Whitney?U?test statistics were used to rank and check the consistency of survey responses. Cost Ratio ranked?the?highest, followed by Supervisor’s Opinion and Units?Completed. The fourth-ranked method was Time Ratio, then Incremental Milestone before Start-Finish.?Weighted/Equivalent Units?was at?the penultimate with Earned Value Analysis ranked?the?lowest. The study will not only underscore the relevance of the current project progress measurement practices and provoke prolific debates on their merits, but will also serve as a precursor for critical evaluation of the methods with the view to identifying?barriers militating against realistic progress assessment of construction works.
文摘This paper summarizes the results of the authors＇ research conducted in November 2013 with the aim to analyze the organization and standards of the personnel management in the Slovak building industry. The research was based on the presumption that optimal mastering of the personnel management is a precondition of the success of each building company that wishes to be a continuously prosperous, competitive, and respected economic and social entity. Altogether, 76 small （less than 50 employees）, 77 medium-sized （50-249 employees）, and 21 big （250 and more employees） building companies operating in the territory of the Slovak Republic took part in the research. The results of the research showed that the concept of the personnel management in big building companies （in particular in comparison to most small companies but some medium-sized companies） was more strategic and systematic which is natural given the high numbers of employees of various professions who carry out manifold building works in a huge set of working conditions. However, from the point of view of the current economic development, all building companies have to develop their adaptability to the building market and their capability to master various building works. It is just the personnel management that is used to make it all up provided it is implemented efficiently in a purposeful way in order to keep the stable operation of the building company and satisfaction of various needs of stakeholders including but not limited to employees and clients.
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.
基金supported by the National Natural Science Foundation of China(Grant Nos.50539130,51079070,70761058,and 51179086)the Ph.D.Programs Foundation of Ministry of China(Grant No. 20091011294)the Foundation of State Key Laboratory of Hydraulic and Engineering(Grant No.2009ZY7)
文摘China is undertaking an increasing number of mega-infrastructure projects along with its rapid economic expansion.For participants in these projects,understand how to adapt the proper and efficient management strategies is critical.In this paper,we propose three distinct models for companies under various background and management requirements,based on sophisticated data analysis and model development.Moreover,we successfully committed these models with hydropower development projects and achieved a great progress in enhancing management efficiency.
