Building the Three Gorges Project for the Chinese Nation—An Interview with General Manager Lu Youmei, China Yangtze River Three Gorges Project Development Corporation

The Yangtze River has nurtured the fertile land on both its banks and hundreds of millions of Chinese people. but its raging waters have also wreaked havoc on the people living in its reaches. Since the founding of New China, large-scale surveys, planning, scientific research and feasibility studies have been carried out in an effort to harness the

基于MS Project 2003的石油化工企业EPM解决方案

在充满竞争的商务环境下,是否能够有效地针对战略目标安排资源和业务活动,在很大程度上决定企业的成败。要完成企业的战略规划,石油化工企业应该将它们的活动和流程作为项目来进行管理。通过企业业务项目化,可以对项目进行更加严密的监控,通过对项目进行透明且准确的计划和跟踪,石油化工企业就能够更加快速地对瞬息万变的业务环境的要求做出及时反应。

Fuzzy Assessment Method and Its Application to Selecting Project Managers

Open competition is a new form of the assessment of candidates and selection of project managers. This has many merits compared to the traditional administrative method of appointment. This article introduces a method of fuzzy assessment of project manager candidates. Fuzzy assessment unifies objective qualitative and quantitative appraisal and can be used for improving decision-making in the selection process.

Design, Development and Implementation of Three Gorges Project Management System

This paper presents an analytic description of the background, general objective, design, development and implementation course of the Three Gorges Project Management System (TGPMS), puts forward a universal system structure of software management for a big scale project, and states some key factors for building a successful system through analysis of the course of building TGPMS.

GIS as Project Manager in Geophysical Applications Software

The changing trends in information technology have greatly influenced the role of GIS in spatial data management, analysis, processing and presentation. It has evolved from the conventional cartography and image processing to advanced 3D visualization and dynamic graphics tools. Due to this evolving nature of GIS, it has found wide applications in a number of diverse fields. Geophysical exploration projects involve data acquisition at hundreds of spatial locations resulting in large number of datasets. It takes a great deal of time to manage all these datasets during data processing and interpretation. This paper presents the use of GIS as an effective project management tool, providing an interactive data access interface in compute intensive geophysical processing applications. A reusable GIS software component is presented which can be used by geophysical applications to manage their datasets. A practical example is included to demonstrate the implementation of this GIS component as an embedded Project Manager in a seismic refraction software.

Project Manager＇s Competencies in Czech Lottery Industry Enterprise

The presented paper analyses competencies of project manager of the enterprises operating on Czech lottery market. The contribution of the paper consists of two parts. The first part focuses on the basic terminology issues and anchors concepts such as project manager and competencies. The second part is dedicated to the analyzing and evaluation of the competencies of ideal project manager of the enterprises operating on Czech lottery market and subsequent presentation and verification. For the analyzing and evaluation of the competencies of ideal project manager, the questionnaire of the scale type with the grade valuation 1-6 was applied within the frame of 20 enterprises operating on the lottery market in Czech Republic. The respondents were from the AG CZ, Ltd. and the competitors of this enterprise. Analyzed data were after the evaluation worked up into the form of graphs. The final output of this paper is the definition of the competencies of ideal project manager operating on Czech lottery market. The paper arose thanks to the project supportted by The Ministry of Education, Slovakia （Project KEGA No. 001DTI-4/2015, proposal of behavior strategies in the difficult social situations in the management of secondary school using the innovative predictive software tools） in cooperation of Dubnicky, Technological lnstitut in Dubnica nad Vahom with AG CZ, Ltd. and The Institute of Technological and Business in Ceske Budejovice.

Integrating Project Management, Software Development, and Knowledge Management Models: A Case Study in a Public ICT Services Organization

In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.

A Study on the Activities During the Fuzzy Front End in New Product Development Projects of Korean ICT Firms

Although previous studies on Korean manufacturing firms have empirically analyzed the causal relationship between activities during the FFE(Fuzzy Front End)and success of NPD(New Product Development)of Korean manufacturing firms,no study has concretely focused on Korean ICT(Information and Communications Technology)firms and their FFE activities.The main aim of this study is to identify the activities of these firms during their FFE and provide managerial insights into the other ICT firms.The authors conducted a survey(106 valid responses)that their FFE activities on new product development project managers in Korean ICT firms.The results showed that even though new product development managers of Korean ICT firms did not search for ideas systemically,they communicated with those departments/divisions that had frequent interaction with customers for idea assessment,with the active involvement of middle-or higher-level managers.They thoroughly established initial plans in the pre-development stages and seriously analyzed competitors’products and direct and indirect customer interactions in their market survey activities.

American, Asian and European Scientists and Practitioners View on ICT Project Managers Soft Skills

USA as an ICT （Information and Communication Technology） innovative leader, Europe with its knowledge offensive and Asia as the fastest growing economies share the common fate： ICT projects do under perform. Numerous surveys point at human factor as a source of this malheur. The question emerge to what extent project manager is responsible for improvements there, and which particular skills are demanded to turn the ICT projects course towards more predictable, more efficient and better budget able endeavours. Authors examined and compared the scientific and practitioners views. Twenty-nine journal and conference papers and 46 monographs and standards dedicated to project manager skills have been scrutinized. Further 324 jobs advertisements for the ICT project managers in USA, Switzerland, Poland and Thailand underwent an analysis related to the demanded soft skills of the project manager. The L-Timer~ taxonomy of human factor related processes in project management is applied as comparison vehicle. Methodology extracted main （global） terms and detailed aspects, both weighted appropriately. The practitioners on all continents expect primarily communication skills followed by the team management abilities. Human resource is partially treated, while conflict management is underrepresented. The science seems to be focused on leadership followed by the communication skills, neglecting self management skills of project managers. The last are surprisingly well represented in the US advertisement. The USA job advertisements are the most comprehensive and elaborated one--and, what might be explained by high impact of American science on job definition--close to the scientific details of skill description, self management excluded. In Poland, team management appears to be a problem, while Thailand＇s companies seek leaders first. The best balanced approach might be found in Swiss job advertisements. The inter-cultural differences point at impact of cultural heritage, which call for differentiated view of science on demanded project manager human factor related skills. Authors pursue this fascinating research.

Development and Research on Project Management Informationization

The engineering information is divided into operation management, partners, public services and integrated innovation in the article. At the same time, the article discusses the difference and connection between project management informationization knowledge and enterprise information management. The single project management extended to the whole life cycle of information management, the information management extended to the cooperation platform, innovation platform, integrated service platform.

Review of Oil and Gas Development Life Cycle Project Management (LCPM)

The effective implementation of the project management plays a core roll in avoiding bad project use effect and waste of funds, caused by asset management planning and design errors or equipment selection errors;meanwhile, it can effectively improve the operational efficiency of enterprise assets, lower operating costs and save resources. In June 1974, A. Gordon published a paper “3L Economics Concept” as the starting point, on the “Building and Quantity Surveying”, which is organized by the Royal Institution of Chartered Surveyors. In this paper, a review of domestic and foreign research, from 1974 to 2015, on the total life cycle management progress will be given, and then a comment on it will be established. After detailed investigation and analysis of related materials, we can draw a conclusion: the study of the oil and gas development project lifecycle management is just beginning now. Hence, building the whole life cycle planning index system in line with the characteristics of oil and gas development project is very necessary.

PERT and CPM in Project Management with Practical Examples

This paper reviewed the concepts of Project Evaluation Review Technique and Critical Path Method in project management with practical examples. The methods and success of quantitative decision-making approaches in project management through the use of project evaluation review technique and the critical path method as regards project duration and critical activities of a project, were discussed. The review found that while both methods are effective in achieving success in project management, the relationship and connectivity of activities involved in a project life cycle are key aspects. The paper concludes that the project evaluation review technique is more effective when the duration of the project is uncertain, while the critical path method is effective when the project’s end time is certain. The paper, therefore, recommends that to achieve maximum operative efficiency in utilizing resources in project management, prior to commencing the execution of a project, all required resources to cover every activity must be assembled and prioritized to eliminate interruptions that could bring delay and unnecessary cost implications. Again, policies focused on improving project execution should be implemented in developing nations to minimize the many cases of failed and delayed projects. Subsequently, stakeholders in projects must be given the right, under the law, to prosecute the government, its agencies and/or the executors of projects for failure to execute a project on schedule.

Fourth Industrial Revolution: A Readiness Assessment of Project Managers in Tanzania

The Fourth Industrial Revolution (4IR) is transforming the way we live, learn, work, and relate to one another. However, there is still an awareness inadequacy of the 4IR among project managers and the society in Tanzania, thus low readiness to conceptualize, implement and manage 4IR-related projects in the country. This study aimed to assess the 4IR readiness of project managers in Tanzania. The assessment is made in the frame of 4 readiness dimensions: strategy and governance structure, technology awareness, human capital digital skills development, and social-economic impact. The research used a quantitative method with the diffusion of innovations theory perspective, and data were collected mainly through an online survey questionnaire. The survey aimed at answering the research question concerning the project managers’ readiness for the 4IR. The 50 valid samples were completed by project managers from various industries such as agriculture, finance, consulting, construction, education and training, government, healthcare, Information Technology, and manufacturing. Data were analysed using SPSS. The results revealed that despite the generally low awareness of 4IR, several project managers in Tanzania have some varying awareness of 4IR technologies such as artificial intelligence, Internet of Things (IoT), data analytics, blockchain, robotics, cryptocurrency, chatbots, drones, and other digital transformation platforms. The results also indicated that project managers in Tanzania had little extent in readiness to initiate, develop and implement 4IR products and services due to inadequate 4IR-related awareness, strategy and governance structure, human capital digital skills development, and social economic impact. Consequently, some recommendations are made in the frame of the four assessed readiness dimensions for improvement. The value of this research is mainly to provide the state of 4IR readiness of project managers and associated recommendations to policymakers, practitioners, academia, donors, business industry and youth in digital innovation. The study also contributes to the body of knowledge on 4IR, project management and digital transformation.

A Project Management and Decision Support System for Non-standard Equipment's Eexecuting Work

Based on the features of the non-standard equipment executing work, a project management and decision support system oriented to the non-standard equipment is developed, and the information model, function model as well as the structure framework of the system are also introduced in this paper.

Optimization Algorithms of PERT/CPM Network Diagrams in Linear Diophantine Fuzzy Environment

The idea of linear Diophantine fuzzy set(LDFS)theory with its control parameters is a strong model for machine learning and optimization under uncertainty.The activity times in the critical path method(CPM)representation procedures approach are initially static,but in the Project Evaluation and Review Technique(PERT)approach,they are probabilistic.This study proposes a novel way of project review and assessment methodology for a project network in a linear Diophantine fuzzy(LDF)environment.The LDF expected task time,LDF variance,LDF critical path,and LDF total expected time for determining the project network are all computed using LDF numbers as the time of each activity in the project network.The primary premise of the LDF-PERT approach is to address ambiguities in project network activity timesmore simply than other approaches such as conventional PERT,Fuzzy PERT,and so on.The LDF-PERT is an efficient approach to analyzing symmetries in fuzzy control systems to seek an optimal decision.We also present a new approach for locating LDF-CPM in a project network with uncertain and erroneous activity timings.When the available resources and activity times are imprecise and unpredictable,this strategy can help decision-makers make better judgments in a project.A comparison analysis of the proposed technique with the existing techniques has also been discussed.The suggested techniques are demonstrated with two suitable numerical examples.

Contractor-Related Factors and Performance of Bridge Construction Projects Implemented by Kenya National Highways Authority (KeNHA) Kenya

The performance of bridge projects in Kenya is poor in terms of completion by schedule, cost, and quality (scope). Yet, there is less evidence of empirical research on what factors contribute to this outcome. This study aimed to bridge this gap by examining the effects of contractor-related factors on the performance of bridge construction projects in Kenya through a case study of the Bridge projects Implemented by the Kenya National Highway Agency (KeNHA). The theory of constraints (TOC) was adopted as its theoretical framework. Descriptive research was used, and the target population was 18 bridge construction projects, which were the units of analysis from 2012 to 2022. In each of these projects, 18 respondents, namely clients, consultants, contractors, engineers, environment and social guards, project managers, stakeholders, subcontractors, technical advisors, and inspectors, were included in a target population of 144 respondents. A census was conducted and a structured questionnaire was administered from which a response rate of 68% was achieved. The information was analyzed using descriptive, correlation, and multiple linear regression analysis. The contractor-related factors considered in the study were staff and management factors. The findings indicated that staff and management factors had a positive and significant outcome on performance of bridge construction projects. The study recommends continuous training and a safe learning environment for staff to improve their skills and performance in future projects. The study also recommends that a special category for bridge contractors be created in Kenya’s National Construction Authority rankings to ensure that only qualified contractors implement the Bridge projects.

Predictive Analytics for Project Risk Management Using Machine Learning

Risk management is relevant for every project that which seeks to avoid and suppress unanticipated costs, basically calling for pre-emptive action. The current work proposes a new approach for handling risks based on predictive analytics and machine learning (ML) that can work in real-time to help avoid risks and increase project adaptability. The main research aim of the study is to ascertain risk presence in projects by using historical data from previous projects, focusing on important aspects such as time, task time, resources and project results. t-SNE technique applies feature engineering in the reduction of the dimensionality while preserving important structural properties. This process is analysed using measures including recall, F1-score, accuracy and precision measurements. The results demonstrate that the Gradient Boosting Machine (GBM) achieves an impressive 85% accuracy, 82% precision, 85% recall, and 80% F1-score, surpassing previous models. Additionally, predictive analytics achieves a resource utilisation efficiency of 85%, compared to 70% for traditional allocation methods, and a project cost reduction of 10%, double the 5% achieved by traditional approaches. Furthermore, the study indicates that while GBM excels in overall accuracy, Logistic Regression (LR) offers more favourable precision-recall trade-offs, highlighting the importance of model selection in project risk management.

Risk Analysis of the Development of Sustainable Dongtan

Dongtan is set to be developed as a sustainable urban-rural integration,aiming to attract a wide range of commercial and leisure investments.The Shanghai Industrial Investment Corporation(SIIC),the largest international investment group owned by the Shanghai municipal government,is leading the Dongtan project in partnership with Arup.The project’s risks are categorized into eight major groups:(1)Force majeure,(2)people-related risks,(3)financial and economic risks,(4)political and country risks,(5)environmental risks,(6)completion-related risks,(7)design-related risks,and(8)technology risks.Among these,political risk is particularly notable for its high probability and significant impact.Effective project risk management is essential to foresee and address uncertainties that could jeopardize the project’s objectives and timelines.Appropriate strategies must be implemented to manage and mitigate these risks.

Financial Calculation Problems and Countermeasure Analysis of Large-Scale Engineering Construction Projects

The financial aspects of large-scale engineering construction projects profoundly influence their success.Strengthening cost control and establishing a scientific financial evaluation system can enhance the project’s economic benefits,minimize unnecessary costs,and provide decision-makers with a robust financial foundation.Additionally,implementing an effective cash flow control mechanism and conducting a comprehensive assessment of potential project risks can ensure financial stability and mitigate the risk of fund shortages.Developing a practical and feasible fundraising plan,along with stringent fund management practices,can prevent fund wastage and optimize fund utilization efficiency.These measures not only facilitate smooth project progression and improve project management efficiency but also enhance the project’s economic and social outcomes.

Construction Safety Management of Mechanical and Electrical Installation Projects

Various industries today rely on the support of electromechanical equipment,expanding its scope of application and leading to an increase in electromechanical installation projects.However,due to the high level of expertise required and the potential risks involved,it is crucial to emphasize safety management during construction.This paper delves into the significance of construction safety management for electromechanical installation projects,identifies common problems encountered during construction,and proposes solutions.This analysis aims to provide relevant personnel with essential guidance and references for managing electromechanical installation projects safely.