准确及时地完成上级交付的其他工作,并及时提交工作结果

第一篇：准确及时地完成上级交付的其他工作,并及时提交工作结果

This paper introduces a survey aimed at identifying the underlying factors that constraint the development of professional project management in China's construction industry.Professional construction project management, which is known as construction supervision(CS)in China, was introduced into China's construction industry in 1988.After more than 10 years of rapid growth, the further development of CS is challenged by a number of arising problems.Based on the findings of the survey, this paper highlights the most significant factors causing these problems.These factors are related not only to CS companies, but also to clients, other construction professionals, and the environment of the construction market.It is anticipated that the discussion of these factors will provide a basis for future strategies to promote the development of CS in China and also provide a useful reference for other developing countries which face similar problems in promoting the applications of professional construction project management in the construction industry.Article Outline 1.Introduction

2.Research methodology 3.Results and discussion

3.1.Profiles of the surveyed companies 3.2.Factors constraining CS development

3.2.1.Lack of qualified and experienced CS practitioners(A3)

3.2.2.Client's misunderstanding of the roles and responsibilities of CS companies(B3)3.2.3.Limited knowledge and skills of CS practitioners(A4)3.2.4.Distorted competition in the CS market(A8)3.2.5.The time of appointing CS companies(B4)3.2.6.Other significant factors

3.2.7.The relationship among four categories of factors 4.Suggestions

4.1.Efforts from CS practitioners

4.2.Cooperating with foreign project management companies 4.3.Educating clients 4.4.Clarifying the role of CS by clients 5.Conclusions Acknowledgements References

Understanding bi-project management: engineering complex industrial construction projects Original Research Article International Journal of Project Management

Environmental factors and work performance of project managers in the construction industry Original Research Article International Journal of Project Management

Engineering large industrial construction projects is usually a complex task involving several co-operating actors.This paper investigates a specific type of such projects, labelled bi-project management.Bi-project management is characterised by two main actors, each of whom manage a part of the project: the owner of the installation(the client organisation)responsible for the engineering of the production process part, and an engineering office responsible for the construction related part.This paper describes and analyses what an engineering office can do to improve control of its part of the project, knowing that its part must be completed in advance;in addition, it is dependent on the client's part and must adapt to any changes the client may make.A framework for analysis and control has been developed, which distinguishes four areas.Two areas(key documents and basic interaction structure)are based on normal project control practices.The two remaining areas have been added to deal with the technological uncertainty and planning structure of the client organisation.The framework helps elucidate the specific nature of bi-project management.Effective bi-project management should not only apply normal project management practices, but also anticipate risks and postpone work to the last possible moment.A main topic for future research is to identify the underlying causes for uncertainty in these types of projects.Article Outline 1.Introduction

1.1.The special nature of bi-project management 1.2.Motivation and aims of this study

2.Main characteristics and problems of bi-project management 3.The failure of normal control practices 4.A framework for analysing control

4.1.Key-document structure 4.2.Basic interaction structure 4.3.Technological uncertainty 4.4.Organisational influence

5.Conclusions and management implications 6.Future research References

Factors constraining the development of professional project management in China's construction industry Original Research Article International Journal of Project Management

职位描述

1、专科及以上学历，英文听、说、写流利；能熟练掌握西班牙语、葡萄牙语、法语、阿拉伯语其中一项的语言能力者优先；

2、三年及以上货代公司市场开发和维护工作经验，熟悉美线、南美线的航线情况；有一定的客户群体者优先；

3、领悟性强，反应灵敏，有熟练的沟通技巧和较强的市场开拓能力；

4、吃苦耐劳，有良好的沟通协调能力及强烈的工作责任心，有较强的工作压力承受能力。

A project manager is vital and indispensable in any project.While project management is only one of the many criteria upon which project performance is contingent, it is also arguably the most significant as it is people formulating the processes and systems who deliver the projects.This research aims to study the area of improving a project manager’s performance by identifying the working environment variables which affect his performance.The objectives of this research study are to identify and ascertain which factors affect a project manager’s performance in the private and public sector.With a knowledge of these critical factors, the industry will be able to enhance the performance of the project managers by minimizing these factors in their working environment.Using a sample of at least 30 project managers from the private and public sector, the working environment variables were investigated through a survey.The one-sample t-test was then used to test whether the factors were significant in influencing project performance.From the ANOVA test, it was found that there were differences in opinions by both the contractor and consultant project managers on the relative importance of the working environment variables.The result revealed that working hours, physical condition of project site, complexity of project, material and supplies, project size, duration of project and time availability were viewed differently in terms of importance by the two groups.A further ANOVA test revealed that project managers with experiential differences generally rated the importance of the working environment in the same way, except for level of authority.This study identified the importance of the working environment variables for the performance of a project manager.It also provides contractor and consultant project managers with a better understanding of their working environment.Article Outline 1.Introduction

2.Performance of project managers 3.Factors affecting project success 4.Measures of project success 5.The working environment

5.1.Job condition related variables 5.2.Project characteristic related factors 5.3.Organizational variables 6.Research methodology 7.Characteristics of respondents 8.One sample t-test

8.1.Team relationship 8.2.Availability of information 8.3.Type of client 8.4.Working hours 8.5.Company size 8.6.Job security

9.ANOVA test on contractor and consultant project managers 10.ANOVA test on experience of project managers 11.Conclusion References

第二篇：转档工作即将开始,为保证毕业生档案完整、及时准确地寄

北京师范大学毕业生归档通知

我校毕业生转档工作即将开始，为保证毕业生档案完整、及时、准确地寄往用人单位，各院系应对毕业生档案管理工作高度重视，专人负责，根据学校规定的学生档案管理条例，及时做好毕业生档案的清点、整理与补充，并按时将毕业生的档案材料移交到校档案馆。为进一步规范毕业生档案转寄工作，现就有关事项通知如下：

一、毕业生材料的归档时间

毕业生档案材料的归档时间为：本科生6月23日---6月27日（5个工作日），希望各院系在6月27之前必须将材料归档完毕。研究生6月20日前各院系所汇总交研究生院，研究生院统一后在6月27日前送交档案馆。同时，为了避免各院系在时间上的的冲突，各学院系所在做好归档准备之后，请与人事档案室老师联系，以约定归档的具体时间。（原老师 电话：58802284）

二、归档范围

1、毕业生登记表、成绩单、体检表（到校医院领取）、毕业生派遣通知书。毕业研究生还必须包括学位申请表、学位授予决定书、研究生考核表等。

2、学生党员的入党志愿书、申请书、转正报告、自传、外调材料等。

3、预备党员入党志愿书、申请书、自传、外调材料、预备党员组织鉴定表及思想汇报、小结等。

4、要求入党学生的申请书、党校学习小结、入党积极分子登记表等。

三、归档注意事项

在归档前应先将每个学生的材料归集在一起，按学号进行排列，然后再移交至档案馆。由于今年毕业生数量较多，为及时地把档案发至工作单位，请各院系所在送交材料时派1--2名学生来档案馆协助整理装档。在送交材料时填写“递送毕业生材料登记表”一式两份，单位盖章及送交者签名。

为了防止同学院、同专业、同姓名的毕业生出现档案材料错发的现象发生，请各学院在整理材料时给予重视。

注：毕业生材料登记表在档案馆网页上下载

北京师范大学档案馆

人事档案室

二〇〇八年六月十二日

第三篇：工作未及时到岗检讨书

尊敬的经理：您好！对于我今天中午外出洗发而未及时到岗的情况，我做出检讨并致以诚挚的歉意。虽说一个美丽的发型对女孩子是很重要的，但我也不应该因为这个而占用了上班的时间，辜负了同事们的期望，也辜负了经理您的信任。我会吸取这一次的教训，以后一定严格律己，不迟到早退（无论早晚），不无故旷工，上班就做上班的事，积极完成经理交代的任务，协同帮助其他的同事，为了把c3部门建设成一个人见人爱，花见花开的优秀集体而努力！

第四篇：莲花办事处节后及时“收心”工作

莲花办事处节后及时 “收假收心”忙工作

莲花办事处通讯员雷家伟

2月17日上午，莲花办事处召开全体人员会议，要求大家以饱满的精神状态投入到年后的工作当中，及时“收假收心”忙工作。

一是收好心。要求全体人员尽快从春节氛围中走出来，落实好各项规章制度，坚持好上下班制度，各项工作尽快走上正轨，尽快进入工作状态。

二是起好头。结合本委口岗位的职责工作要求和全年工作目标，对自身的工作进行细化，把年前工作与年后工作有机衔接起来，认真抓好落实。同时对2012年的工作进行全面的总结。

三是抓重点。进一步理清2013年工作思路，突出工作重点。重点围绕全市重点项目、招商引资、计划生育、城市建设等工作，进一步细化目标任务，落实工作职责，创新工作举措，强化督促指导，切实抓好抓细抓实各项工作，确保2013年各项工作再上新台阶。

第五篇：工作未及时到岗检讨书

尊敬的经理：

您好！

对于我今天中午外出洗发而未及时到岗的情况，我做出检讨并致以诚挚的歉意，工作未及时到岗检讨书。

虽说一个美丽的发型对女孩子是很重要的，但我也不应该因为这个而占用了上班的时间，辜负了同事们的期望，也辜负了经理您的信任，检讨书《工作未及时到岗检讨书》。我会吸取这一次的教训，以后一定严格律己，不迟到早退（无论早晚），不无故旷工，上班就做上班的事，积极完成经理交代的任

务，协同帮助其他的同事，为了把c3部门建设成一个人见人爱，花见花开的优秀集体而努力！

古人云：知错能改，善莫大焉！希望我的这封检讨信能对其他同事起到鞭策的作用，让我们一起努力！