Evaluation of Chinese projects and comparison with Norwegian projects
By: ANDERSEN, Erling S
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Contributor(s): DYRHAUG, Qinli Xiao | JESSEN, Svein Arne.
Material type: 
ArticlePublisher: 2002Subject(s): Critical Success Factors | Health Checks | Managing Projects | Implementation | Managing and LeadingInternational Journal of Project Management 20, 8, p. 601-609Abstract: Project work in developing and emerging economies is complicated and unpredictable. It would be of great help to equip project managers with an easily applicable tool to assess whether the project is on the righ track or not. A Project Evaluation Scheme (PEVS) has earlier been used on Norwegina projects. Data from 89 Chinese projects has been collected using the scheme. This article analysis the Chinese data and compares them to the Norwegian findings. The Chinese projects are scoring higher in all areas investigated, except on informal contacts. Particularly high were goal setting, overall planning and control executio. The Chinese projects achieve their goals and are regarded as a sccess by all participants. They should improve in project closeout work. The article discusses the reasons for differences between Chinese and norwegina projects, ranging from differences in perception regarding the questionnaire, to the possibility thjat Chinese projects in fact are better. The qualities of activity execution are found to be the most important factor in predicting project success. PEVS is proven to be applicable to Chinese projects, yet further customisation is needed
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Project work in developing and emerging economies is complicated and unpredictable. It would be of great help to equip project managers with an easily applicable tool to assess whether the project is on the righ track or not. A Project Evaluation Scheme (PEVS) has earlier been used on Norwegina projects. Data from 89 Chinese projects has been collected using the scheme. This article analysis the Chinese data and compares them to the Norwegian findings. The Chinese projects are scoring higher in all areas investigated, except on informal contacts. Particularly high were goal setting, overall planning and control executio. The Chinese projects achieve their goals and are regarded as a sccess by all participants. They should improve in project closeout work. The article discusses the reasons for differences between Chinese and norwegina projects, ranging from differences in perception regarding the questionnaire, to the possibility thjat Chinese projects in fact are better. The qualities of activity execution are found to be the most important factor in predicting project success. PEVS is proven to be applicable to Chinese projects, yet further customisation is needed
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