Classification of multi-project management. Multi-project management is a project management method that screens, evaluates, plans, implements and controls all projects in the current organization from the enterprise level. Different from single project management, single project management is project management under the premise that the resources of the project are guaranteed, and the thinking angle adopts the comprehensive method of "from cause to effect". Multi-project management is a management process of how to coordinate the allocation of existing project resources and obtain the best project implementation combination under the premise of multiple projects. The thinking angle generally adopts the analysis method of "from cause to effect".
According to the degree of correlation between projects, multi-project management can be divided into two situations: project team management and project portfolio management.
(1) project team management. Project team management is to manage a group of artificially defined projects. These projects do not serve a certain goal, but they are similar. Putting these projects together can form economies of scale and improve work efficiency.
⑵ Project portfolio management. Project portfolio management is to dynamically select different projects from the whole enterprise, optimize the combination of production factors and resources owned or available by the enterprise, and effectively optimize the allocation of enterprise resources, thus dispersing enterprise risks, maximizing enterprise benefits and improving enterprise core competitiveness.
At present, the multi-project management of construction enterprises mostly belongs to project group management. For example, housing construction enterprises manage more housing construction projects, while power construction enterprises manage more power construction projects. However, in the long run, construction enterprises must develop in a diversified direction, that is, participate in different construction projects such as industrial projects and infrastructure projects, which can form multiple profit growth points. For example, in 2003, China Railway Engineering Corporation ranked first in the national construction industry. It is a multi-functional and super-large enterprise group that integrates survey and design, construction and installation, industrial manufacturing, scientific research and consultation, project supervision, capital management and foreign trade, and conducts business in the fields of railway engineering general contracting, highway engineering general contracting, municipal public engineering general contracting and bridge engineering, tunnel engineering and highway subgrade engineering professional contracting.
For another example, 70% of the business of XX Construction Engineering Company, a large construction enterprise in China, comes from construction projects, with transportation projects accounting for only 9%, power projects accounting for 7% and industrial projects accounting for 6%, while Japanese Dacheng Construction Co., Ltd. accounts for 70%, transportation projects accounting for 65,438+04%, manufacturing projects accounting for 5% and other projects accounting for a very low proportion. Berkeley Group has a wide range of business, with industrial and petrochemical projects accounting for 54%, power projects accounting for 14%, transportation projects accounting for 13% and environmental protection projects accounting for 1 1%. It can be seen that there are similar projects and non-similar projects in construction enterprises. The more dissimilar projects there are in construction enterprises, the more profit sources there are. The key to the difference between Chinese and foreign enterprises lies in the large proportion of different types of projects managed by advanced enterprises abroad.
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