0.1 Why should we conduct research on Large-Scale Construction Project • The Largest Scale Construction Market in the Word世界上最大规模的工程建设 • Fixed Assets Investment:21.3万亿（2000-2005）每年基建投资占国民生产总值GNP的15% • Urbanizing Processes ,Civil engineering, Dwell Building, Infrastructure城市化过程、土木工程、居住建筑以及市政设施

PM Research 0.2 The development of PM Digital PM 数字化项目管理 PM Maturity Model项目管理成熟度模型

0.3(1) CMM(Capability Maturity Model)

0.3(2) PMsolutions模型 该模型是SEI的CMM模型与 PMI的知识体系的集成

0.3(3) Organizational Project Management Maturity Model OPM3 bridge the gap between organizational strategy and successful project

1 Maturity Mechanics and Model Elements 1.1 Concept of Maturity Model 成熟度模型的概念 1.2 Scope of Maturity Model成熟度模型的范围 1.3 Elements of Maturity Model成熟度模型的元素 1.4 Relationship between Elements成熟度模型元素之间关系 1.5 Integration PPP Processes三P过程的集成 1.6 Processes Improvement过程的改进 1.7 Steps of Maturity Model Cycle成熟度模型循环的步骤 1.8 Representation of Maturity 成熟度的表示方法

1.1 Concept of Maturity Model(1) The degree to which an organization practices PM 知识项目管理能力和它们相应的成果开发能力的顺序评估能力的方法评估改进

1.1 Concept of Maturity Model(2) The degree to which an organization practices PM

Construction Extension to PMBOK 1)Project Safety Management安全 2)Project Environmental Management环境 3)Project Financial Management财务 4)Project Claim Management索赔 Project Communications Management Project Integration Management Project Time Management Project Risk Management Project Cost Management Project Scope Management Project Quality Management Project Procurement Management Project Human Resource Management 1.1 Concept of Maturity Model(3)

1.2 Scope of Maturity Model Collection of projects and /or programs Meet Strategic Business Objective A group of related projects and control not available from managing them individually. 三个层面：项目、多个项目、组合项目

1.3 Elements of Maturity Model • A best Practice is an optimal way currently recognized by industry to achieve a stated goal or objective • Competency of executing PM processes and deliver PM services and products • Is the tangible or intangible result of Capability • A key Performance Indicator 最佳实践、能力、成果、关键绩效指示器

1.4 Relationship between Elements(1)

1.4 Relationship between Elements(2)

战略计划 各规划过程各规划过程各规划过程启动过程启动过程启动过程各执行过程各控制过程各执行过程各控制过程各控制过程各执行过程各收尾过程各收尾过程各收尾过程组合项目管理多项目管理项目管理 1.5 Integration PPP Processes

持续改进 过程改进的四个阶段实施控制进行测量制订标准组合项目管理多项目管理项目管理 1.6 Processes Improvement

1.7 Steps of Maturity Model Cycle 第一步准备评估第二步实施评估第三步计划改进第四步实施改进第五步重复过程实施评估方法确定范围检查SMCI 找出影响最佳实践的能力和效果成果存在能力存在能力存在最佳实践存在

1.8 Representation of Maturity 等级式成熟度表示法连续式成熟度表示法

2 Application of PM Maturity on Large-Scale Construction Project 2.1 Construction Project Organizational Model建设工程项目的组织模式（项目管理成熟度本地化） 2.2 Construction Project Processes建设工程的过程（项目管理成熟度专业化） 2.3 PM basis of Designer\Contractor\Supplier夯实项目管理工作的基础

工程建设指挥部 + 项目总控 PFI模式 BOT模式业主 + 代建制单位工程建设指挥部 + 工程监理 F+P+D+FM模式 D+D+B模式业主 + 项目管理公司 2.1 Construction Project Organizational Model

控制依据：业主要求、规范 相关信息相关信息项目前期策划过程项目融资过程相关信息输入：相关信息相关信息设计过程相关信息相关信息工程招标过程相关信息相关信息材料设备采购过程相关信息施工过程相关信息市政配套过程开业准备过程输出：物业及相关信息资源：物资、能源、人力整个项目过程控制模型 2.2 Construction Project Processes

2.3 PM Basis of Designer\Contractor\Supplier 业主方设计方承包商供货商 … 夯实项目管理工作的基础，参建各方均有成熟的项目管理绩效。

Thank You !

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