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Frontiers of Engineering Management

ISSN 2095-7513

ISSN 2096-0255(Online)

CN 10-1205/N

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Front. Eng    2016, Vol. 3 Issue (3) : 246-251    https://doi.org/10.15302/J-FEM-2016034
ENGINEERING MANAGEMENT THEORIES AND METHODOLOGIES
Strategic Guidance Effect of Large-Scale Construction Enterprise Growth to Programme Contracting
Feng Guo(),Yi-qi Chen,Yi-qing Cai
School of Civil Engineering, Central South University, Changsha 410000 China
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Abstract

In the case of single project management standing the major place, the management on the organizational level and project level is separated from each other in large-scale construction enterprises, and it is not long before program management theories applied to construction industry. Under the new situation of construction project clustering, how to choose projects has been the strategic decision for construction enterprises. Therefore, with the theory of program management and strategic management, this paper analyzes the relationship between the strategic growth of large-scale construction enterprises and program contracting, and attempts to provide meaningful ideas for enterprises to choose program from the strategic level.
Keywords large-scale construction enterprise      enterprise growth      programme contracting      strategic interaction     
Corresponding Author(s): Feng Guo   
Online First Date: 10 October 2016    Issue Date: 22 December 2016
 Cite this article:   
Feng Guo,Yi-qi Chen,Yi-qing Cai. Strategic Guidance Effect of Large-Scale Construction Enterprise Growth to Programme Contracting[J]. Front. Eng, 2016, 3(3): 246-251.
 URL:  
https://academic.hep.com.cn/fem/EN/10.15302/J-FEM-2016034
https://academic.hep.com.cn/fem/EN/Y2016/V3/I3/246
Fig.1  Relationship of program contracting and enterprise growth in the strategic level.
Fig.2  Strategic guidance of enterprise growth for program construction process.
Target layer Strategic layer Index layer Strategic layer Index layer
Expected value of the project Matching firm growth(W) Quantitative growth of enterprise U1 Profits V11 Competence advantage U3 Dynamic capability V31
Return on investment V12 Market influence V32
Investment cycle V13 customer
Satisfaction		 V33
Cost reduction V14 Brand image promotion V34
Qualitative growth of enterprise U2 Resource nature
Change		 V21 Building partnership V35
Knowledge innovation
ability		 V22 Project risk U4 Technology risks V41
Management frame
Change		 V23 Market risks V42
System improvement
And innovation		 V24 Business risks V43
Expending market V25 Policy and environment risks V44
Project bid-winning possibility U5 Enterprise bidding
Ability		 V51
Main bidding enterprise
Ability		 V52
Tab.1  Project Bidding Evaluation Index System under the Guidance of Strategy
Gray class Gray class number Weight function Expression(f)
Best (e= 1) ⊗ ∈ [ 0 , 4 , ∞ )
f1
 f 1 ( d i j ) = { d i j / 4 , d i j ∈ [ 0 , 4 ] 1 , d i j ∈ [ 4 , ∞ ) 0 , d i j ∈ ( − ∞ , 0 )
Good (e= 2) ⊗ ∈ [ 0 , 3 , 6 ]
f2
 f 2 ( d i j ) = { d i j / 3 , d i j ∈ [ 0 , 3 ] ( 6 − d i j ) / 3 , d i j ∈ [ 3 , 6 ) 0 , d i j ∉ [ 0 , 6 ]
Moderate (e= 3) ⊗ ∈ [ 0 , 2 , 4 ]
f3
 f 3 ( d i j ) = { d i j / 2 , d i j ∈ [ 0 , 2 ] ( d i j − 4 ) / ( − 2 ) , d i j ∈ [ 2 , 4 ] 0 , d i j ∉ [ 0 , 4 ]
Bad (e= 4) ⊗ ∈ [ 0 , 1 , 2 ]
f4
 f 4 ( d i j ) = { 1 , d i j ∈ [ 0 , 1 ] ( d i j − 2 ) / ( − 1 ) , d i j ∈ [ 1 , 2 ) 0 , d i j ∉ [ 0 , d 1 / 2 ]
Tab.2  Interpretation of Grey Expression
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