准确及时地完成上级交付的其他工作,并及时提交工作结果

1、This paper introduces a survey aimed at identifying the underlying factors that constraint the development of professional project management in China's construction industry. Professional construction project management, which is known as construction supervision (CS) in China, was introduced i

2、nto China's construction industry in 1988. After more than 10 years of rapid growth, the further development of CS is challenged by a number of arising problems. Based on the findings of the survey, this paper highlights the most significant factors causing these problems. These factors are rela

3、ted not only to CS companies, but also to clients, other construction professionals, and the environment of the construction market. It is anticipated that the discussion of these factors will provide a basis for future strategies to promote the development of CS in China and also provide a useful r

4、eference for other developing countries which face similar problems in promoting the applications of professional construction project management in the construction industry.Article Outline1. Introduction2. Research methodology3. Results and discussion 3.1. Profiles of the surveyed companies3.2. Fa

5、ctors constraining CS development 3)3)4)8)4)4. Suggestions 4.1. Efforts from CS practitioners4.2. Cooperating with foreign project management companies4.3. Educating clients4.4. Clarifying the role of CS by clients5. ConclusionsAcknowledgementsReferencesUnderstanding bi-project management: engineeri

6、ng complex industrial construction projects  Original Research ArticleInternational Journal of Project ManagementEnvironmental factors and work performance of project managers in the construction industry  Original Research ArticleInternational Journal of Project ManagementEngine

7、ering large industrial construction projects is usually a complex task involving several co-operating actors. This paper investigates a specific type of such projects, labelled bi-project management. Bi-project management is characterised by two main actors, each of whom manage a part of the project

8、: the owner of the installation (the client organisation) responsible for the engineering of the production process part, and an engineering office responsible for the construction related part. This paper describes and analyses what an engineering office can do to improve control of its part of the

9、 project, knowing that its part must be completed in advance; in addition, it is dependent on the client's part and must adapt to any changes the client may make. A framework for analysis and control has been developed, which distinguishes four areas. Two areas (key documents and basic interacti

10、on structure) are based on normal project control practices. The two remaining areas have been added to deal with the technological uncertainty and planning structure of the client organisation. The framework helps elucidate the specific nature of bi-project management. Effective bi-project manageme

11、nt should not only apply normal project management practices, but also anticipate risks and postpone work to the last possible moment. A main topic for future research is to identify the underlying causes for uncertainty in these types of projects.Article Outline1. Introduction 1.1. The special natu

12、re of bi-project management1.2. Motivation and aims of this study2. Main characteristics and problems of bi-project management3. The failure of normal control practices4. A framework for analysing control 4.1. Key-document structure4.2. Basic interaction structure4.3. Technological uncertainty4.4. O

13、rganisational influence5. Conclusions and management implications6. Future researchReferencesFactors constraining the development of professional project management in China's construction industry  Original Research ArticleInternational Journal of Project Management职位描述 1、专科及以上学历，英文听、

14、说、写流利；能熟练掌握西班牙语、葡萄牙语、法语、阿拉伯语其中一项的语言能力者优先；2、三年及以上货代公司市场开发和维护工作经验，熟悉美线、南美线的航线情况；有一定的客户群体者优先；3、领悟性强，反应灵敏，有熟练的沟通技巧和较强的市场开拓能力；4、吃苦耐劳，有良好的沟通协调能力及强烈的工作责任心，有较强的工作压力承受能力。A project manager is vital and indispensable in any project. While project management is only one of the many criteria upon which project p

15、erformance is contingent, it is also arguably the most significant as it is people formulating the processes and systems who deliver the projects. This research aims to study the area of improving a project managers performance by identifying the working environment variables which affect his perfor

16、mance. The objectives of this research study are to identify and ascertain which factors affect a project managers performance in the private and public sector. With a knowledge of these critical factors, the industry will be able to enhance the performance of the project managers by minimizing thes

17、e factors in their working environment. Using a sample of at least 30 project managers from the private and public sector, the working environment variables were investigated through a survey. The one-sample t-test was then used to test whether the factors were significant in influencing project per

18、formance. From the ANOVA test, it was found that there were differences in opinions by both the contractor and consultant project managers on the relative importance of the working environment variables. The result revealed that working hours, physical condition of project site, complexity of projec

19、t, material and supplies, project size, duration of project and time availability were viewed differently in terms of importance by the two groups. A further ANOVA test revealed that project managers with experiential differences generally rated the importance of the working environment in the same way, except for level of authority. This study identified the importance of the working environment variables for the performance of a project manager. It also provides contractor and consultant project managers