Research On Project Group Team Management Of SXJX Company

Traditionally, the vast majority of practical and theoretieal developments on construction project management have been related to single project considered isolation. In fact, it has been suggested that up to 90%, by value, of all projects occur in the multi-project context. So, there exist essential defeets in research that concenirates on a single project whilst ignoring its interrelations and interactions with other projeets. For a long time, most engineering construction firms used effeetive single project management techniques as their primary tools. Amongst the problems associated with these organizations is a longstanding dichotomy that exists between projeet-level and company-level management. Indeed, within projeet-based engineering construction firms, production processes typically focus on technological outputs at the project level, whereas company-level processes mainly support the administrative aspects of projeets. Also, many project-based enterprises of this type place insuffieient emphasis on the strategic management of the company. The result is that this diehotomy often leaves few managers responsible for understanding how each projeet contributes to or impacts enterprise Performance. As a result, many of the firms in the engineering construction industry have lost sight of their primary objective:to make decisions that maximize overall organizational sueeess rather than the sueeess of any individual projeet. Accordingly, it is necessary to develop a more effeetive management system for engineering construction enterprise.With the rapid development of project management theory, programme management, which iniegrates project management and strategy management, and is defined as the integration and management of a group of related projects with the intent of achieving benefits that would not be realized if they were managed independently, has been widely implemented in many industries, and has aehieved great sueeess.Accordingly, research on Programme Management has beeome a hot point problem in the fields of strategy management and project management reeently. However the relevant research and implementation in the construetion industry has been notably silent concerning methodology, and considerations for program management, especially in China, are quite deficient. In the baekground, combined with the SXJX company management, analyzing the program management in the new market economy conditions, and ultimately trying to provide a new business-oriented management philosophy and a viable project management process to help the enterprise improve their operations and the management performance.In this paper, firstly, analyzing the limitation of traditional construection project management, and the origins and development of Programme management, then, discussing the eoncept of programme management in detail and giving a new definition for Programme Management based on synergy theory. This definition reveals the inside reasons of managing projects by group. We carried out a case analysis on SXJX company corporation program management practices for advantage summarization and improvement opportunities seeking. The core topies concentrate on strategic management, organization structure, team communication and integration management. And based on the stakeholder theory, the program management proeesses newly is designed and technical methods is improved. A partial of solution has been put into practices and brought huge benefits to the enterprise.