外文文献：项目管理的组织

外文文献：项目管理的组织内容摘要：

ntractor approaches subcontractors other than those whose quoted prices were used in thewinning contract in order to seek lower priced subcontracts. Bid peddling refers to the actions ofsubcontractors who offer lower priced subcontracts to the winning general subcontractors inorder to dislodge the subcontractors who originally quoted prices to the general contractor priorto its bid submittal. In both cases, the quality of construction may be sacrificed, and some statestatutes forbid these practices for public projects. Although the designerconstructor sequence is still widely used because of the publicperception of fairness in petitive bidding, many private owners recognize the disadvantages of using this approach when the project is large and plex and when market pressures requirea shorter project duration than that which can be acplished by using this traditional method. Professional Construction Management Professional construction management refers to a project management team consisting of aprofessional construction manager and other participants who will carry out the tasks of projectplanning, design and construction in an integrated manner. Contractual relationships amongmembers of the team are intended to minimize adversarial relationships and contribute to greaterresponse within the management group. A professional construction manager is a firm specializedin the practice of professional construction management which includes: ● Work with owner and the A/E firms from the beginning and make remendations ondesign improvements, construction technology, schedules and construction economy. ● Propose design and construction alternatives if appropriate, and analyze the effects of the alternatives on the project cost and schedule. ● Monitor subsequent development of the project in order that these targets are not exceeded without the knowledge of the owner. ● Coordinate procurement of material and equipment and the work of all construction contractors, and monthly payments to contractors, changes, claims and inspection for conforming design requirements. ● Perform other project related services as required by owners. Professional construction management is usually used when a project is very large orplex. The anizational features that are characteristics of megaprojects can be summarizedas follows: ● The overall anizational approach for the project will change as the project advances. The “functional” anization may change to a “matrix” which may change to a “project” anization (not necessarily in this order). ● Within the overall anization, there will probably be functional, project, and matrix subanizations all at the same time. This feature greatly plicates the theory and the practice of management, yet is essential for overall cost effectiveness. ● Successful giant, plex anizations usually have a strong matrixtype subanization at the level where basic cost and schedule control responsibility is assigned. This subanization is referred to as a “cost center” or as a “project” and is headed by a project manager. The cost center matrix may have participants assigned from many different functional groups. In turn, these functional groups may have technical reporting responsibilities to several different and higher tiers in the anization. The key to a cost effective effort is the development of this project subanization into a single team under the leadership of a strong project manager. ● The extent to which decisionmaking will be centralized or decentralized is crucial to the anization of the megaproject. Consequently, it is important to recognize the changing na。