基于企业代建模式的公共项目管理绩效改善研究
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摘要
中国正在进行公共项目管理方式的改革,近年来研究已经逐渐深入到公共项目管理制度和机制的更深层次,如何提高公共项目的管理绩效成为改革的关键问题之一。
企业代建模式是提高公共项目管理绩效的一个重要方式,但推行这一模式必然带来公共项目控制权和剩余索取权的重新配置。如果拥有控制权的人没有获得相应的剩余索取权,会导致代建人从自身的利益出发,从而出现机会主义问题。因此在这一模式下如何有效激励企业代建人,使其按照委托人的期望选择努力水平成为关键。针对这些问题,本文运用了经济学分析、利益相关者理论、比较分析和案例分析的方法进行研究,主要研究工作与成果如下:
1.公共项目管理绩效的界定和核心价值的确定。公共项目的管理绩效与一般项目的管理绩效不同,由于公共项目存在的多级委托代理链,导致可能存在信息传递缺失和监督不力的问题,因此公共项目管理绩效除包含一般项目管理绩效的特殊阶段和特殊层级之外,还必须考虑公共项目的管理目标设定是否符合公共产权或国有产权的要求。据此,本文通过对公共项目利益相关者的识别和分类,建立了公共项目核心价值的生成模型和实现模型,确定了公共项目管理绩效的改善目标。
2.建立在长期合作伙伴关系上的企业代建人选择。针对一次性博弈中企业代建人可能出现的机会主义问题,本文提出基于非正式契约关系的伙伴模式的解决方法,针对公共项目具有的持续性特点,通过无限次重复博弈建立政府委托人和企业代建人之间的信任与合作机制,从而建立长期合作伙伴关系,使得企业代建人基于对未来长期收益的期望而放弃在单个项目建设中的机会主义倾向,并据此建立了企业代建人俱乐部制度。
3.对企业代建人的有效激励。鉴于国有产权中的剩余索取权不能转让的问题,为实现对企业代建人的有效激励,提出了狭义公共项目所有权的概念。在根据识别的利益相关者对公共项目企业代建模式内部治理结构进行分析的基础上,研究分析了应如何实现公共项目控制权与剩余索取权的对应,提出了基于风险偏好和风险分担的企业代建人取费模型。
4.公共项目管理绩效的持续改善。针对公共项目企业代建模式的实施过程,运用标杆理论进行分析,寻找公共项目代建管理的过程和效果合适的标杆,包括代建人的管理素质以及代建过程管理中的质量、进度和成本管理的最佳实践,并根据最佳实践建立了公共项目管理绩效持续改善的模型。
5.有针对性的案例分析。根据公共项目管理绩效改善的理论框架,选择具体的公共项目实施企业代建模式的案例,从代建人选择、项目治理结构和代建费取定等方面对该项目的管理绩效改善进行分析,论证了理论分析框架的有效性。
A reformation of public project management manners is being undertaken in China. With the deeper of the innovation into the system and mechanism of public project management, people realize that one of the critical problems is how to improve the public project management performance.
Market agent construction system is an important method of the improvement on public project management performance. As a result, the control rights and the residual chaimancy of the public project will be reassigned. If the agent who gets the control rights isn't assigned with relevant residual claimancy, the opportunism problem of the agent will maybe emerge. So it is critical that how to spur him to select the effort level which is expected by the client. In order to solve the problem, the methods including economic analysis, stakeholder theory, comparison analysis and case study are used in this paper, the main research content and result is consists of:
1. The Identifications of the performance and the core value of public project management. There are some differences between public project and general project in management performance. Considering the loss of the information and the ineffective supervise due to the multi-phase principle-agent chain of public project, the contents of public project performance include both the general project management performance and the consideration that the management goal is according with the requirement of the public property right or not. Thus, this paper establish the generation model and realization model based on the identification and classification of the stakeholders of public project, and ascertain the improvement goal of public project management.
2. Establish the market agent selection system based on partnership. This paper give a solve method to the opportunism of the market agent based on informal contract. Because of the continuity of the public project, we can establish a partnership between the client and market agent based on trust and co-operation which is derived from the infinite repeated games. Thus, the market agent will give up opportunism in individual project in view of the expected benefit in the future. At last, this paper establishes the market agent club system based on the partnership and co-operation.
3. Effective incentive to the market agent. Considering the un-conveyable characteristic of the residual claimancy of the state property right, this paper give an identification of particular ownership of public project in order to incent the market agent more effective. This paper take a research on how to realize the correspondence between the right of control and the residual claimancy in public project base on the analysis on the inner governance structure of market agent construction system according to the identification of the stakeholders of public project. Finally, this paper put forward a cost-calculated model of market agent based on the assignment and the preference of risks.
4. The continuous improvement of public project management performance. According to the operation process of the market agent construction system of public project, this paper search the best practices of some critical elements based on benchmarking theory, including the management diathesis of agent, and the quality, time, cost control in the process of agent construction. In accordance with these best practices, this paper establishes continuous improvement of public project management performance.
5. Pertinent case study. This paper select a pertinent case of market agent construction system in public project according to the academic framework of the improvement of public project management performance, and testify the effectiveness of the framework by the analysis on the improvement of management performance in this case in view of agent selection, governance structure and agent cost calculation.
企业代建模式是提高公共项目管理绩效的一个重要方式,但推行这一模式必然带来公共项目控制权和剩余索取权的重新配置。如果拥有控制权的人没有获得相应的剩余索取权,会导致代建人从自身的利益出发,从而出现机会主义问题。因此在这一模式下如何有效激励企业代建人,使其按照委托人的期望选择努力水平成为关键。针对这些问题,本文运用了经济学分析、利益相关者理论、比较分析和案例分析的方法进行研究,主要研究工作与成果如下:
1.公共项目管理绩效的界定和核心价值的确定。公共项目的管理绩效与一般项目的管理绩效不同,由于公共项目存在的多级委托代理链,导致可能存在信息传递缺失和监督不力的问题,因此公共项目管理绩效除包含一般项目管理绩效的特殊阶段和特殊层级之外,还必须考虑公共项目的管理目标设定是否符合公共产权或国有产权的要求。据此,本文通过对公共项目利益相关者的识别和分类,建立了公共项目核心价值的生成模型和实现模型,确定了公共项目管理绩效的改善目标。
2.建立在长期合作伙伴关系上的企业代建人选择。针对一次性博弈中企业代建人可能出现的机会主义问题,本文提出基于非正式契约关系的伙伴模式的解决方法,针对公共项目具有的持续性特点,通过无限次重复博弈建立政府委托人和企业代建人之间的信任与合作机制,从而建立长期合作伙伴关系,使得企业代建人基于对未来长期收益的期望而放弃在单个项目建设中的机会主义倾向,并据此建立了企业代建人俱乐部制度。
3.对企业代建人的有效激励。鉴于国有产权中的剩余索取权不能转让的问题,为实现对企业代建人的有效激励,提出了狭义公共项目所有权的概念。在根据识别的利益相关者对公共项目企业代建模式内部治理结构进行分析的基础上,研究分析了应如何实现公共项目控制权与剩余索取权的对应,提出了基于风险偏好和风险分担的企业代建人取费模型。
4.公共项目管理绩效的持续改善。针对公共项目企业代建模式的实施过程,运用标杆理论进行分析,寻找公共项目代建管理的过程和效果合适的标杆,包括代建人的管理素质以及代建过程管理中的质量、进度和成本管理的最佳实践,并根据最佳实践建立了公共项目管理绩效持续改善的模型。
5.有针对性的案例分析。根据公共项目管理绩效改善的理论框架,选择具体的公共项目实施企业代建模式的案例,从代建人选择、项目治理结构和代建费取定等方面对该项目的管理绩效改善进行分析,论证了理论分析框架的有效性。
A reformation of public project management manners is being undertaken in China. With the deeper of the innovation into the system and mechanism of public project management, people realize that one of the critical problems is how to improve the public project management performance.
Market agent construction system is an important method of the improvement on public project management performance. As a result, the control rights and the residual chaimancy of the public project will be reassigned. If the agent who gets the control rights isn't assigned with relevant residual claimancy, the opportunism problem of the agent will maybe emerge. So it is critical that how to spur him to select the effort level which is expected by the client. In order to solve the problem, the methods including economic analysis, stakeholder theory, comparison analysis and case study are used in this paper, the main research content and result is consists of:
1. The Identifications of the performance and the core value of public project management. There are some differences between public project and general project in management performance. Considering the loss of the information and the ineffective supervise due to the multi-phase principle-agent chain of public project, the contents of public project performance include both the general project management performance and the consideration that the management goal is according with the requirement of the public property right or not. Thus, this paper establish the generation model and realization model based on the identification and classification of the stakeholders of public project, and ascertain the improvement goal of public project management.
2. Establish the market agent selection system based on partnership. This paper give a solve method to the opportunism of the market agent based on informal contract. Because of the continuity of the public project, we can establish a partnership between the client and market agent based on trust and co-operation which is derived from the infinite repeated games. Thus, the market agent will give up opportunism in individual project in view of the expected benefit in the future. At last, this paper establishes the market agent club system based on the partnership and co-operation.
3. Effective incentive to the market agent. Considering the un-conveyable characteristic of the residual claimancy of the state property right, this paper give an identification of particular ownership of public project in order to incent the market agent more effective. This paper take a research on how to realize the correspondence between the right of control and the residual claimancy in public project base on the analysis on the inner governance structure of market agent construction system according to the identification of the stakeholders of public project. Finally, this paper put forward a cost-calculated model of market agent based on the assignment and the preference of risks.
4. The continuous improvement of public project management performance. According to the operation process of the market agent construction system of public project, this paper search the best practices of some critical elements based on benchmarking theory, including the management diathesis of agent, and the quality, time, cost control in the process of agent construction. In accordance with these best practices, this paper establishes continuous improvement of public project management performance.
5. Pertinent case study. This paper select a pertinent case of market agent construction system in public project according to the academic framework of the improvement of public project management performance, and testify the effectiveness of the framework by the analysis on the improvement of management performance in this case in view of agent selection, governance structure and agent cost calculation.
引文
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