提高大型工程承建商的管理绩效.docx

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1、Page 1 第1页 Improving project management performance of large contractors 提高大型工程承建商的管理绩效 using benchmarking approach 使用基准测试方法 Van Truong Luu 范张美琉 a 字母a , Soo-Yong Kim ，守勇金 b, B号， * * , Tuan-Anh Huynh ，团结映兄 c 荤 a 字母a Interdisciplinary Program of Construction Engineering and Management, Pukyong Nationa

2、l University, San 100, Yongdang-Dong, 跨学科项目的建造工程及管理，釜庆国立大学，新100，龙塘洞 Nam-Gu, Busan 608-739, Republic of Korea 南区，釜山608-739，大韩民国 b b Division of Construction Engineering, Pukyong National University, San 100, Yongdang-Dong, Nam-Gu, Busan 608-739, Republic of Korea 部建设工程，釜庆国立大学，新100，龙塘洞，680-010，608-739

3、釜山，韩国 c 荤 Power Engineering and Consulting Company No. 3 (PECC3), Ho Chi Minh City, Viet Nam 动力工程及咨询公司第3号（PECC3），胡志明市，越南 Received 8 February 2007; received in revised form 1 October 2007; accepted 2 October 2007 收到2007年2月8日，在经修订的形式收到的2007年10月1日，接受了07年10月2号 Abstract 摘要 This paper presents how benchma

4、rking approach can be applied to evaluate and improve the construction project management. 本文介绍如何基准的方法可用于评价和改进建设项目管理。 A 字母a conceptual research framework was generally developed to perform a benchmarking study of the project management performance 理论研究框架普遍制定执行项目管理业绩基准研究 (PMP) from the contractors vi

5、ewpoint. （PMP）的承办商的观点。 Three typical large contractors are involved in this study to validate the research approach. 三种典型的大型承包商都参与了这项研究 ， 以验证的研究方法。 The paper provided in nine key performance indicators (KPIs) which can be applied to measure PMP and evaluate potential contractors 在九个关键性能指标提供（关键绩效指标），

6、它可以用来衡量PMP和评估潜在的承包商的文件 as well as their capacity by requesting these indices. 以及他们的身份 ， 要求这些指标。 The findings suggested that benchmarking approach can help construction firms to 该研究结果表明 ， 基准方法能够帮助建筑事务所 learn from the best practices of others and carry out continuous improvement. 学习他人的最佳做法 ， 并进行持续改进。

7、The research methodology has general use thus it may be 研究方法已普遍使用 ， 从而可能 applied to other contractors with minor modifications. 适用于小的修改与其他承包商。 2007 Elsevier Ltd and IPMA. 2007科学有限公司和国际项目管理协会。 All rights reserved. 保留所有权利。 Keywords: Benchmarking; Construction; Implementation; Key performance indicator

8、 (KPI); Managing projects; Vietnam 关键词：标杆管理，建筑，执行情况;关键性能指标（KPI）管理项目;越南 1. 1。 Introduction 导言 Traditionally, companies with all of their components of 传统上，公司与所有的组成部分 business models working together can often achieve long- 商业模式往往共同努力实现长期 lasting success 1 持久的成功 1 . 。 Similarly, the construction contr

9、actors同样，建筑承包商 succeed in their business for many years with one measure 接替多年的一种手段 ， 其业务 only financial norms 2 只有-财务规范 2 . 。 With the effect of the manage-随着管理的影响 ment that concentrates on this single measure (profit max- 精神疾病 ， 致力于（利润最大这个单一措施， imization) may disregard of investing time and money i

10、n imization）可能不顾时间和金钱投资在 the improvement of these key success factors 2 . 这些关键成功因素 2 改进 。 All con-所有节能， struction activities may have risk and uncertainty 3 , espe- struction活动可能有风险和不确定性 3，埃斯佩- cially in developing countries where the construction cially在发展中国家 ， 那里的建设 environment is much riskier 4 环

11、境是非常高风 险4 . 。 Vietnam is not an excep-越南不是excep - tion. 重刑。 In order to exit and emulate in the dynamic market- 为了退出并在动态模拟市场 place, 地点， contractors 承建商 must 必须 continually 不断 improve 提高 the 那个 construction project management, the project quality, 建设工程项目管理，工程质量， and their own operation. 和自己的操作。 Perfo

12、rmance measurement is 绩效测量 the heart of ceaseless improvement. 在不断改善的核心。 Performance manage- 绩效管理， ment aims at offering managers and members of staff of 精神疾病的目的是提供管理人员和工作人员的成员 all ranks the ability to develop the direction, traction and 各级能力发展的方向，牵引和 speed of their organization 5 . 他们的组织 5 速度 。 As

13、a regular rule, bench-作为一个经常性的规则，基准 marking is the next step to improve contractors efficiency 标记是下一个步骤 ， 以提高承建商的工作效率 and effectiveness of products and processes. 和有效性的产品和工艺。 This study is focusing on Vietnam, a developing country 这项研究的重点是越南，是一个发展中国家 in South East Asia with a reformed economical pol

14、icy. 在东南亚的经济改革政策。 The 那个 major purpose of this research is to measure and improve 本研究的主要目的是衡量和改善 the project management performance (PMP) of large con- 项目管理绩效（PMP）的大型节能， tractors in this local market using benchmarking approach. 在此本地市场的拖拉机使用基准方法。 The research questions seem to be localized, but the

15、研究问题似乎是局部的，但 approach has general use. 方法具有普遍的使用。 Therefore, the paper results in 因此，本文结果 valuable lessons for both researchers and practitioners in 为研究人员和从业人员的宝贵教训 application 应用程序 of 的 benchmarking 基准 to 至 improve 提高 their 他们的 performance. 性能。 0263-7863/$30.00 2007 Elsevier Ltd and IPMA. 0263-7863

16、 / $ 30.00 2007科学有限公司和国际项目管理协会。 All rights reserved. 保留所有权利。 doi:10.1016/j.ijproman.2007.10.002 医学：10.1016/j.ijproman.2007.10.002 * * Corresponding author. 通讯作者。 Tel.: +82 51 620 1548; fax: +82 51 628 2231. 电话。：+82 51 620 1548传真：+82 51 628 2231。 E-mail address: kimspknu.ac.kr (S.-Y. Kim). E - mail地址

17、：kimspknu.ac.kr（S.-Y.金）。 /定位/ ijproman Available online at 可上网查阅 International Journal of Project Management 26 (2008) 758769 国际项目管理杂志26（2008）758-769 INTERNATIONAL JOURNAL OF 国际杂志 PROJECT 项目 MANAGEMENT 管理 Page 2 第2页 2. 2。 Literature review 文献综述 2.1. 2.1。 Background on benchmarking 基准的背景 Xerox Corpor

18、ation initiated the concept of benchmark- 施乐公司开始了基准概念 ing in order to encounter with the Japanese competitive 荷兰国际集团以遇到日本的竞争力 challenge of the 1970s 6,7 . 20世纪70年代 6,7 挑战 。 There are several ways to clas-有几种方法来clas - sify types of benchmarking. sify的基准类型。 Based on what benchmarking 基于什么基准 focused on

19、, three types of benchmarking are: (1) perfor- 为重点，三个基准的类型有：（1）perfor - mance; (2) process; and (3) strategic. 芒斯（2）进程;及（3）战略。 The comparison 的比较 between one company and another may depend on perfor- 1至公司 ， 另一个可能取决于perfor - mance benchmarking 8 芒斯基准 8 . 。 It is loosely to point out that per-它是松散指出，每

20、 formance benchmarking is the comparison with established formance基准的建立与比较 standards or performance data of other organizations in 标准或其他组织的业绩数据 order to improve the organizations own performance. 为了提高组织自身的性能。 The comparison of methods and practices for performing 演艺比较方法和实践 business processes is base

21、d on the process benchmarking 业务流程是根据基准测试程序 so as to learn from the best and to improve ones own pro- 以最好的学习 ， 提高自己的亲 cesses whereas strategic benchmarking is the comparison of 而战略基准正如事实是比较 the strategic choices and dispositions which is made by 的战略选择 ， 这是由处置 other organizations for the purpose of c

22、ollecting informa- 为收集Informa的目的 ， 其他组织 tion so that they would be able to improve their own stra- 重刑 ， 使他们能够提高自身的战略部队 tegic planning and positioning 6 特捷通讯的规划和定 位6 . 。 Regarding the environment against benchmarking, the 关于对基准，环境 classifications of benchmarking are among internal, exter- 分类的基准是在内部，室

23、外广告， nal. 纳尔。 With internal benchmarking, an organization collects 内部标杆，组织收集 data on its own performance and assessment so as to make 对自己的表现和评估数据 ， 使 improvements through comparing to past years 9 , 通过过去几年相比 ， 改善 9， whereas the comparison between one organization and 而机构与机构之间的比较 competitors in the s

24、ame industry is external benchmarking 在同行业的竞争者是外部标杆 10 10 . 。 When dealing with external benchmarking, organiza- 在处理与外部基准，型组织 tions focus on the identification of performance gaps and tions侧重于绩效差距和鉴定 learn the best practice of competitors. 了解竞争对手的最佳做法。 Although benchmarking has many advantages but i

25、t is 虽然基准有很多好处 ， 但它是 not a magic tool. 不是一个法宝。 Benchmarking should not utilize as a 标杆不应该利用它作为 way to set goals 7 . 设定目标的方法 7。 It should be used as an improvement它应该被用来作为一项改善 tool. 工具。 Regarding main problems affecting a successful 至于影响到一个成功的主要问题 benchmarking study, Kozak 9 pointed out time con- 标杆研

26、究，科扎克 9时指出，节能， straints, competitive barriers, lack of both management straints，竞争壁垒，既缺乏管理 commitment and professional human resources, resistance 承诺和专业的人力资源，电阻 to change, poor planning and short-term expectation as 改变，贫困的规划和短期的期望 ， key problems. 关键的问题。 2.2. 2.2。 Previous research 以往的研究 The use of b

27、enchmarking technique in various fields has 该基准在各个领域的技术的使用 appeared in many academic journals and technical reports. 出现了很多学术期刊和技术报告。 Many studies have been undertaken on the application of 许多研究已进行有关的申请 benchmarking to customer satisfaction, occupancy rates, 基准的客户满意度，入住率， capital investment 1315 , pr

28、oductivity in tourism and 资本投资 13-15，在旅游生产力和 hotels 16 酒店 16 , measuring and improving the performance of ，测量和改进性能 tourist destinations 17 , financial savings 11 , and opera- 旅游景点 17，金融储蓄11，及歌剧 tion improvements 11 . 重刑改 善 11。 Since underlying principles of benchmarking resulted 由于基本原则 ， 导致基准 from D

29、emings quality management theory 18 , the appli- 从戴明的质量管理理论 18，该appli - cation of benchmarking has predominantly focused on 基准阳离子主要集中在 quality management 10,18,19 . 质量管理 10,18,19。 Other efforts has recently最近其他努力 been paid to examples of the effectiveness of benchmark- 已支付的基准效益的例子 ing, but they have

30、 focused on application oriented 20 荷兰国际集团，但他们的重点是面向应用 20 , ， promoting profitability of benchmarking 21,22 as well 促进基准 21,22，以及盈利能力 as its possible benefits 23 , results oriented 24 and method 作为 23 可能的好处 ，结果为导向的24和方法 oriented 25 . 面向 25。 Benchmarking approach has also proved its usefulness 标杆管理办法

31、也已证明是有用的 in measuring PMP based on key performance indicators 衡量的PMP基于关键业绩指标 (KPIs) or success criteria. （KPIs）的或成功的标准。 There were some papers that 有一些报章 provided valuable findings on the different KPIs to mea- 千年生态系统评估提供了关于在不同的KPI有价值的发现， sure PMP. 肯定的PMP。 New frameworks have been proposed to con- 新

32、的框架已建议对Con - sider success criteria 26 and to define project success 代尔成功的标准 26，并确定项目的成功 27 . 27。 Success factors and criteria have been also identified 成功的因素和标准也已确定 through summarizing several research works 28 通过总结一些研究工作 28 . 。 Further-此外， more, Nguyen et al. 29 uncovered 15 project success fac- 更

33、多，阮等。29发现了15个项目的成功因子 tors grouped under four COMs: comfort, competence, 职责范围分为四个以太网络：舒适，能力， commitment and communication. 承诺和沟通。 According to Shenhar 据Shenhar et al. 30 等。30 , four dimensions for measuring project success ，4个项目成功的尺寸测量 are project efficiency, impact on the customer, direct and 是项目的效率

34、，对客户，直接影响 business success, and preparing for the future. 企业的成功，为未来做准备。 However, 但是， regarding perceptions of project success, Wateridge 31 关于对项目的理解成功，Wateridge 31 confirmed that project managers often concentrated on 证实 ， 项目经理往往集中在 the success factors without success criteria whereas users 没有成功的标准

35、， 而用户的成功因素 may be more concerned about their happiness with perfor- 可能更关心自己的perfor幸福 mance in the long-term. 芒斯在长期的。 Since project managers success is 是因为项目经理的成功 judged on the quality of a project 32 判断一个项目的质量 32 , quality performance ，质量性能 measures have been used instead of traditional perfor- 措施被用

36、来代替传统perfor - mance measures of meeting time and costs. 会议的时间和成本芒斯措施。 To cope with 为了应付 the rise of stakeholders in project management, Mallak 在项目管理，Mallak利益相关者增加 et al. 33 identified and radically discussed categories of 等。33确定并从根本上讨论类别 stakeholders to manage and design strategies for satisfying 利益

37、相关者管理和设计 ， 满足策略 the stakeholders. 利益相关者。 In construction industry, the application 在建筑行业，应用程序 of benchmarking has also emerged in many academic jour- 标杆管理也出现了很多学术大谈特谈 nals and technical reports and following are a review of nals和技术报告 ， 以下是审查 predominant papers. 主要文件。 2.3. 2.3。 Benchmarking in the co

38、nstruction industry 标杆管理在建筑行业 Contemporary benchmarking practice frameworks have 当代实践框架的标杆 been proposed to improve construction productivity 34 有人建议改善建筑生产力 34 and identify critical success factors for design-build pro- 并确定设计成功的关键因素，建立亲 jects in construction 35 在建设jects 35 . 。 Furthermore, Chan and

39、Chan此外，陈陈 36 suggested a set of KPIs to formulate a framework 36 提出了一套的KPI制定一个框架 for measuring and benchmarking the success of selected 测量和基准选择的成功 construction projects. 建设项目。 Models for application of bench- 模型的长凳应用 marking approach have focused on the UK construction 标记方法都集中在英国建设 industry 8 and im

40、provement of contractor selection for 业界 8和改善对承包商的选择 construction projects 37 in Hong Kong. 建设项目 37在香港。 Application of应用 benchmarking approach is very promising. 基准的方法是很有希望的。 Benchmarking 标杆 can be used to improve the overall attainment of total qual- 可以用来提高全面质量总体达到 ity management for a UK construct

41、ion organization 2 , to ity管理英国施工组织 2，以 evaluate construction safety management in China 38 评价中国的建设安全管理 38 , to ，以 assess safety climates of employees and contractors work- 评估工作的雇员和承包商的安全气候， ing within a partnership arrangement 39 荷兰国际集团内的伙伴关系安排 39 , and to analyze ，并分析 the quality of project planni

42、ng for selected industries in 在选定的行业质量项目规划 Israel 40 . 以色列 40。 Interestingly, benchmarking also was suggested有趣的是，也有人建议基准 as a useful tool to investigate and manage changes on con- 作为一个有用的工具 ， 调查和管理节能的变化 struction projects 8 struction项目 8 . 。 The literature revealed that very few文献表明，极少数 VT Luu et a

43、l. 室速琉等。 / International Journal of Project Management 26 (2008) 758769 /国际项目管理杂志26（2008）758-769 759 759 Page 3 第3页 efforts have been devoted to the application of benchmark- 一直努力的基准应用 ing to assess PMP of contractors in developing countries 荷兰国际集团以评估发展中国家承包商的PMP where the construction industry play

44、s a key role in the 其中建造业起着关键作用 economys grow rate. 经济的增长速度。 Therefore, the core objective of this 因此，这一核心目标 study is to develop a conceptual framework for improving 研究制定改进的概念框架 PMP of large contractors in Vietnam using benchmarking 越南的大型承包商的PMP使用基准 approach. 接近。 To measure PMP, a set of KPIs and su

45、b-KPIs 为了测量的PMP，1分的KPI和一套表现指标 were addressed through literature review and expert inter- 通过文学处理了审查和专家间 views. 意见。 Three typical large contractors are involved in this 三个典型的大型承包商参与了这一 study to validate the proposed framework and identified 研究验证了该框架 ， 并确定 KPIs. 关键业绩指标。 3. 3。 Research methodology 研究方法

46、The selection of an appropriate framework plays a key 在一个适当的框架中扮演着一个关键 role in executing a good study. 角色在执行良好的学风。 Therefore, the study 因此，研究 adopted steps which were pointed out by Lankford 7 as 采取步骤 ， 指出了兰克福德指出 7为 a conceptual framework for developing the benchmarking 为发展基准的概念框架 process. 的过程。 Howe

47、ver, it has been adjusted and broken down 但是，已调整 ， 并打破了 in accordance with specific conditions of Vietnamese con- 与越南的具体条件按照节能， struction industry (VCI). 建筑行业（防锈）。 Table 1 shows the profile of three typical large contrac- 表1 显示了三个典型的大contrac配置文件 tors involved in benchmarking the effectiveness of PMP. 在基准的PMP涉及职责范围的效力。 Since an external benchmarking study is applied when 由于外部基准时应用研究 an organization has a desire to improve its performance 组织中有一个愿望 ， 以改善其业绩 thr