원문정보
초록
영어
Engineers and Architects are expected to perform a variety of tasks depending on their specialization and job level. Some features of the construction industry, has been the use of project management (PM.) concept of building procurement. The PM approach has proved its success in certain types of projects. This paper presents the causes of success of the PM technique in engineering projects. The result was obtained from the views different client organizations, project managers, design consultants and contractors, as to what determines project success. One of the interesting insights of the study suggest that the project manager risk management, running start, multi-level project governance, interoperability standard maintenance, internal and external project management, policy and technical project management, project planning, monitoring, and communications, solution sustainability, and education agency acceptance were among the highly rated determinants that determine the success of PM projects. The aim is to show the determinants that are associated with outstanding, average and familiar projects.
목차
1. Introduction
2. Literature Review
2.1. Service management framework
2.2. Portfolio, programs and project office (p3o)
2.3. Managing Organizational Change
2.4. Managing Organizational Change
2.5. American Institute of Architects’ Framework
2.6. Construction Specifications Institute Framework
2.7. GIS (Geographic Information Systems)
3. Quality Project Methodology (QPM) Best Practice Characteristics
3.1. Risk management
3.2. Running start
3.3. Multi-level project governance
3.4. Interoperability standard maintenance
3.5. Internal and external project management
3.6. Policy and technical project management
3.7. Project planning, monitoring, and communications
3.8. Solution sustainability
3.9. Dynamic teaming
3.10. Construction industry acceptance
4. Conclusion
References