000			01923naa a2200193uu 4500
001			9092216265613
003			OSt
005			20190211165507.0
008			090922s2009 xx ||||gr |0|| 0 eng d
100	1		_aLING, Florence Yean Yng...[et al] _937750
245	1	0	_aKey project management practices affecting Singaporean firms’ project performance in China
260			_bElsevier, _cjan.2009
520	3		_aForeign (non-mainland Chinese) architectural, engineering and construction (AEC) firms may face difficulties managing construction projects in China because they are unfamiliar with this new operating environment. This study investigates project management (PM) practices adopted by Singaporean AEC firms in China. It determines the performance level of their projects in China; identifies PM practices that led to better performance; and recommends key PM practices that could be adopted by foreign AEC firms in China to achieve project success. A structured questionnaire was designed and data were collected via a self-administered postal and email survey, targeting Singaporean AEC firms that had undertaken and managed projects in China. The study finds that certain PM practices do indeed affect project performance. The most important of these are practices relating to scope management, such as controlling the quality of the contract document, quality of response to perceived variations and extent of changes to the contract. It is recommended that foreign firms adopt some of the PM practices highlighted in this study to help them achieve better project performance in China.
590			_aGeneral: Managing projects, Success and strategy; Contractual: International projects
773	0	8	_tInternational Journal of Project Management _g27, 1, p. 59-71 _dElsevier, jan.2009 _xISSN 02637863 _w
942			_cS
998			_a20090922 _b1626^b _cmayze
998			_a20090923 _b1120^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30109 _d30109
041			_aeng