建筑工程管理土木工程中的管理者角色.docx
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建筑工程管理土木工程中的管理者角色.docx
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建筑工程管理土木工程中的管理者角色
Themanagersincivilengineering
Abstract:
thisarticleisdependonacceptingyetdrbergercivilengineeringmanagementsverdrup--theprize.TheprizewasinOctober1995two4inSANpiegoawardedaluncheonbergerdr.Inthisarticle,thestatementofdrbergerwithmanagementskillsandcivilengineeringmanagementofhigherdegreeofmayincreasethedemandofcivilengineers.Theargumentisbasedoncivilengineeringcompanybylargeandlargepublicenterprisebearthecharacteristicsoflargeprojecttoprojectmanagementpersonnel,theybothtechnologyandconsiderablemanagementskills.Theprojectmanageralwayslargeenterprisecustomerrequirementstomakestatementswrittenproposal,negotiation,contractandchange,hireemployeesandchooseconsultingcompany.Thisrequiresaprojectmanagementofcivilengineershaveexcellentcommunicationskills.Financialmanagement,humanresourcesandcontractsandotherskillstrained.Thedoctorcouldn'tmakeBergerorganizationalprojectmanagementstafffromallprofessional14%ofupto20percent.Finally,hethinkschoicemanagementcareerpathofcivilengineerswhostayinthesalaryofhightechnology.
Inthepast20years,alotofcivilengineeringcompanyinthenumberofpersonnel,disciplineandgeographicserviceareashaveimprovedsignificantly.Theseconditionsledtohavespecialskillsofengineeringmanagementdemand.
Thisarticletooktheskillstoenterthemarketsizeandtype,levelofmanagementofcivilengineeringofpotential.
Historically,aprofessionalinteresttoimprovetheambitiouscivilengineer,willreadastructure,geotechnicalmasterdegreeortheenvironment.Whenmanypeoplestillremaininthetraditionalway,anewveryexcitingfieldappeared.Thisistheprojectmanagement.
Normally,whenacivilengineeringcompanyfounded,awiseenterpriseengineerwilldependontestandoperationofhismistakes.Iftheengineer,he'lllearnfast,otherwisethecompanycannotsurvive.
Managementskillsbecomeveryimportant,becausealotofcivilengineeringcompanygrowquicklyinrecentyears.Somecompanieshavemorethan5,000employeesandmorethan500engineeringandmorethan100office.Everyoneneedsalargeprojectmanager.Eachindependentofficeneedsaseniormanager.Alogicalproblemis:
theneedtohavebusinessskills,fromatrainedtechnicalexpertsdevelopmentmanager?
Obviously,mostengineershavemanyyearsofworkexperienceintraining.However,thereareveryfew,andtheincreasingneedsofthecompanyhaveequipmentorpersonneltrainingathome.Therefore,thecompanyexpectsemployeesinmanagementtrainingoutside.
Someofouruniversityhasrealizeddemandandincreasedclassestoimproveneededskills.Forexample,inthenorthwesternuniversity,newcivilengineeringpostgraduatecoursesinengineeringmanagementisoneofthehottestmaster(MPMdeliverscrisp),Itincludesthefollowingcourses:
Projectfinancialproblems,
Evaluationandnegotiations,
Humanresourcemanagement,
Projectschedule,
Projectaccountingproblems,
Worksoflaw.
Thesecoursesselectionisbasedontheactualneedsofcivilengineeringmanagement.Thisfromthecivilengineerassociationmagazineadvertisementforrelevantmanagementofdifferentfields,suchastheprojectprogress,processes,personnel,finance,marketingandlegalissues,thepaperconfirmedfacts,becausethesearenowconsideredcivilengineeringmanagementimportantaspect.
Ifchecked,allbigcompaniestohiretheminlaw,account,marketing,finance,personnelandbusinessmanagementwererecorded.WhentheprojectmainlylocatedinAmerica,needtoprovidetemporarytruckingmemberfromhometoofficesupport.Whentheprojectislocatedfaraway,especiallyinforeignandlocalrequirementsinthedesign,mustnotonlyinanengineeringtechnology,goodjudgment,butalsohasothercontractmanagementskills.Electronicmailandfaxtoobtainguidancefromdomesticofficetomakeiteasier,butmanydecisionsmustintheoutstanding.Customersoftenaskedlocalmanagerswhohavetherighttoensurethatallon-sitecontractlegallyeffective.Ifasmallproblem,overseasbusinesstripinremoteareas,suchasAsia,AfricaandLatinAmericacostyessentdomesticexpertsoutcanbecomereality.Alaw,account,personnel,schedule,orthenegotiations.Result,mustdependonthelocalmanagertosolvemanyproblems,andwhenthemainproblem,needhelp.
Accordingtoourexperience,thecompanymainlyspecializedinimprovingtechnologyprogressandtraining,thosewhofollowthepathwithhighermanagementandend,becausegoodmanagementcompensationinengineering,budgetandfinishthatcustomersatisfactionisimportant.Besidesthat,goodtechnicalengineerformorethanacivilengineer,andbysupplyanddemand.
Someengineerforatypicalconsultationincivilengineeringmanagementpersonnel.Toanswerthisquestion,theonlywayisthroughapracticalinvestigation.Bergerorganizationshaveabouttwo500professionalpersonnel,includingconsultantandmorethan80countries.Itcurrentlyworldwideworkincludingmorethan60highwayandbridge,twoofthedesignandconstruction,andhavesuper400environment,theculturalrelicresources,ports,airports,railway,transit,waterandconstructionprojects.Thismixtureiscivilengineeringcompanyseemstypical.
Thedemandforus,butourseniordeputymanager,weneedacadreofprojectmanagementofdomesticoroverseasalonecanwork.Weestimatethatatleasttwopercentofworkers,or50engineers,essentialskills.Werequestiscapableofengineeringmanagementofficeorengineer.Iestimatedatleast4%or100engineers,needtomeet.Smallerprojectalsoneedgoodmanagement,whentherisksandprovidemoresmalldomesticofficeofagreaterchance,westillneedtobeatleast6or250engineeringmanagementpersonnelrequirements.
Finally,weneedawiseandgoodmanagement5or10technicalworkersgroupofyoungengineer,butwiththepotentialtoincreaseandup.Weestimatethatthesepeopleatleast8%ofthetotalor200engineers.
Obviously,thecauseanalysisofthe2-4-6-8formulaisbasedonourgeographicalandtechnology,othercompanieshavegreatdifferencesinthedifferentanalysis.However,itisstillaconclusion,establishasuccessfullarge-scalecivilengineeringcompany,diversificationofwell-trainedessenceofthemanager'soffice.Results,someclassificationsestablished,thefirstkindis50ormoreprojectsofthetube.Thesecondadvantagecanincludethemanagementto25peoplemoresmallcompanymanager.Thethirdkind,canbemoresmallprojectmanagementbytheengineer,law,finance,andthemarketbytheaidofdomesticofficetoprovide.Finally,thefourthcategoryincludeyoungengineers,theybegantobeengagedinmanagement,wheretheythroughmanagementpersonneltoprovideskills.
Inordertoexplainthesecondprojectmanagerforothertechnology,acompanyhassubmittedtheotherqualificationcertificate,liststhelistofcandidates,wasinvitedtosubmithighwaydesigntechnologyandfinancialadvice,forexample.IfintheUnitedStates,intheselectioncommitteebeforetheproposalalsoneedadetailedintroduction,includingvideointroduction.IntroducedoralManyoftheselectioncommitteenowinsistsonlybyprojectmanagerintroducedtodo,andtheotherisintroducedintheactualengineeringworkofseniortechnicalpersonnel.Thisrequirementbasicallyistoensureareasonableestimatecommitteeofpersonality,managerofcommunicationskillsandtechnicalcompetence,whilstthemarketingexperts.Unfortunately,thisalsocanremovesomeverygoodoralpresentationstotheprojectmanager.Resultsalltherequirements,theprojectmanagertowriteandcommunicatewell,becauseusuallyneedwrittenproposal.
Forexample,projectmanagermustcandecidethehighwayandbridgeforthedrawings.Andheneededeachdecisionskillsandexperienceofthenumberofpersonnelwork.Customersfrequentargumentsworkerscarrytoomuch,qualityinsurance/qualitycontrolistoobig,etc.Projectmanagermusthavethenecessaryskillsandthebackgroundtoprove,theproposalisbasicandskillisappropriate,customerrelationshipishostile.
Whentheprojectconstruction,usuallyinalocalcompanymustchoosetodealwithsecondaryspecializedtasks,suchasinvestigation,drillingandsomedesign.Projectmanagermustcheckthelocalcompanyreputation,establishtheemployer'scompetitionmechanism,anddiscussthecostandplanforjusticeandthewaystohelpmustimprovetheskilltraining.Manycountriesnowtaxes,attachmenttothecontractmustbeincludedontaxes,liabilityinsurance,etchaveenoughterms.Onlyinlocalcompaniesadheretoajointventurepartnersinvolved.Projectmanagersarefacedwiththeproblemisincreased.Becausethelocalcompaniesusuallycannotraisedeposit,liabilityinsurance,andevenasensethattheactualwagecostsandexpensesaccounts.Tosolvetheseproblemsinvolvinglocalcontactwithprojectmanagerhasobviouslyneedfinancialandlegalskills.
Anyhow,thisarticleistoshowwhyamodernprofessionalinterestinthemanagementofcivilengineersneed,law,accountingandnormalcivilengineeringtrainingetchavelessunderstandingability.Bigcompaniesandlargeindustrialdevelopmenttoacceleratethemanagerneeds.Fortunately,managementskillsthanthoseofcivilengineerssalaryonlyengineeringskills.Hopethiseconomicmotivationwillattractsomeofthebestandthemostexcellentcivilengineerintomanagementfield.
土木工程中出现的管理者角色
摘要:
这篇文章是louisberger博士在接受parcel—sverdrup土木工程管理奖时作的。
这个奖是1995年10月两4日在sanpiego举行的午宴上颁发给berger博士的。
在这篇文章里,berger博士陈述了对具有管理技巧和土木工程管理的可能的高等学位的土木工程师的增大需求的理由。
论点的根
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- 建筑工程 管理 土木工程 中的 管理者 角色