建筑項(xiàng)目管理外文翻譯--項(xiàng)目管理統(tǒng)一的方法（英文）

1、1 A Unified Approach to Project Management Thomas Froese* and Sheryl Staub-French* *Dept. of Civil Engineering, Univ. of British Columbia, Vancouver, BC, Canada, V6T 1Z4. e-mail: 1tfroese@civil.ubc.ca, 2sherylsf@civil

2、.ubc.ca Abstract In current project management practice, the overall task of designing, managing, and constructing a building is carried out by organizing the work into many distinct tasks assigned to many different g

3、roups. Most project effort is then directed towards carrying out these tasks in the most effective manner possible, while relatively little effort (concentrated within a few critical positions) is focused on managing

4、the interdependencies between tasks and effectively combining these results to yield the overall result. We propose a unified approach to project management that brings an integrative view to the forefront, centered

5、on the notion of defining multiple views of the project and the interrelationships that exist between the views. This integrated representation acts as a model or prototype of the physical facility, allowing more exp

6、erimentation and optimization and providing a unifying focus for the ongoing work. The representational framework, proposed methodology, and accompanying IT issues for this approach to project management are discussed

7、. Motivation Much of our previous research has been in the area of information technologies (IT) applied to the task of project management (PM) in the field of architecture, engineering, construction, and facilities ma

8、nagement (AEC/FM). Within this field of research and development (R all rights reserved.3 Explicit recognition of interdependency in project management approaches. One of the fundamental mechanisms that the AEC/FM in

9、dustry has developed for dealing with complexity is the approach of dividing project work into well-defined work tasks and assigning each work task to a specialist group. These tasks are then carried out, to a large

10、extent, as if they are fairly independent from each other. To be sure, each participant has some notion that their work must follow certain work and must precede other work, and that certain actions or outcomes of the

11、ir work will influence others. By and large, however, participants focus primarily on their individual tasks, with any concerns about these interdependencies addressed in a very ad hoc and reactive way. Most partici

12、pants try to optimize their own work while the few people responsible for managing the project as a whole have little opportunity to optimize the entire system. Clearly, it is beneficial to organize work in such a way

13、 as to minimize interdependency among work tasks. However, we contend that a weakness of current project management practice is that it tends to treat typical AEC/FM work tasks as being far more independent than they

14、 actually are. Instead, project management approaches should strive to make the interdependencies between work tasks more explicit. This does not increase interdependence and complexity, but it does make the existin

15、g interdependency and complexity more visible, and therefore more manageable. In summary, AEC/FM projects are complex because of the quantity and interdependency of their components, and project management techniques

16、should strive to make these interdependencies explicit. Information, Information Management, and Information Technology. All design and management tasks on AEC/FM projects are fundamentally information processing tas

17、ks: they take existing project information as input and produce new project information as output. Even construction tasks, which deal with the processing of physical resources, require information as a significant re

18、source. Yet the information resources and information flows are rarely considered and managed explicitly, and are instead treated as implicit in assigned work tasks and physical project components. This makes the ma

19、nagement of this important resource haphazard, and makes the application of appropriate information technology more difficult. Information Management. We suggest the following general approach to information manage

20、ment (IM) on AEC/FM projects. The IM should adopt a process- based approach, organizing the project into its work tasks. The IM approach should then consider three main issues: 1) the information requirements for each

21、 task, 2) the communication requirements between tasks, and 3) the integration across tasks and communications. For each task, the IM should evaluate what the information input requirements are, what IT tools should

22、be used for supporting the task, and what the information outputs are. For communications, the IM should evaluate what information flows must exist between tasks (including their required characteristics such as send

23、er, receiver, mode, content, etc.), and what information and communication technologies are used for these communications. For the integrative analysis, the IM should examine the integration across all tasks and commu

24、nication Copyright ASCE 2004 Information Technology 2003 Copyright ASCE 2004 Information Technology 2003Towards a Vision for Information Technology in Civil Engineering Downloaded from ascelibrary.org by University of Li