0Foreword

The efficiency and effectiveness of engineering project construction directly depend on the ability of engineering project management, which requires engineering construction enterprises to use modern management theories and methods based on market competition and environmental changes. technologies and methods, constantly improve its own management and technical level, realize the optimal allocation and effective utilization of production factors in project implementation, and provide owners with high-quality construction products. The improvement of engineering project management capabilities is a learning and development process, and post-project evaluation learning is one of the effective methods.

There are three problems in post-project evaluation in the practice of engineering projects in my country: First, the main body is missing. At present, the main subjects of post-project evaluation are commercial banks or relevant national departments, but engineering construction enterprises do not pay much attention to it. Usually the lender's commercial bank organizes its own post-project evaluation. The purpose is to judge whether the investment loan decision is reasonable or not by evaluating the investment project from the perspective of its own investment income, and to provide experience for the implementation of subsequent loan decisions. For national projects, relevant departments themselves or entrust relevant units to conduct post-project evaluation, and generally only select some representative projects for post-evaluation. Its purpose is also to provide empirical guidance for its own administrative decision-making. The second is that the purpose is unclear. For example, in the post-evaluation of the second phase of a port project, one of the factors that analyzed the reasons for the good benefits of the project was "the port authority did everything possible to save expenses and strictly controlled the project investment." This kind of general qualitative and descriptive The summary may not be of much significance for the learning and future application of knowledge and experience. The third is only evaluation without learning. Post-project evaluation work usually emphasizes the formation of summary reports and ends with the filing of the evaluation report. In fact, the process of learning from evaluation has not really begun. However, in reality, it is often

This learning process is often overlooked. Therefore, how to do a good job in post-project evaluation to improve learning effects is an issue worthy of attention. The purpose of post-evaluation learning is to improve the project management capabilities of construction companies. It is a learning and improvement process based on a systematic and objective analysis of the purpose, execution process, benefits, role and impact of the completed project. The significance of post-project evaluation is to determine whether the expected goals of the project have been achieved, whether the project or plan is reasonable and effective, and whether the main benefit indicators of the project have been achieved through the inspection and summary of project activity practices; through analysis and evaluation, we can find out the reasons for success or failure, and summarize Lessons learned, suggestions for improvement; and through timely and effective information feedback and learning process, it becomes the knowledge of the organization, providing guidance to improve the decision-making and management level of future projects, in order to achieve the purpose of improving project management capabilities and increasing project value. . As the main implementers and responsible persons of engineering project construction, engineering construction enterprises should naturally be the main executors and beneficiaries of post-project evaluation, and should also be an important subject of post-project evaluation learning.

1 Double-loop learning of engineering project post-evaluation

In order to achieve the purpose of improving project management capabilities, post-project evaluation should not only summarize the positive and negative experiences and lessons, so that the positive experience can be In addition to elaborating in detail and finding solutions to the problems encountered for reference by latecomers, more importantly, under the conditions of volatile market and fierce competition, the project decision-makers, managers and all employees must pass the Have experience to learn, develop and accumulate corresponding theories, skills and experiences, and create new knowledge to adapt to the diversification of future owner needs and market environment. It is in this sense that post-project evaluation is emphasized as organizational learning, that is, the process in which the organization learns new knowledge and experience from what it has experienced in order to continuously improve the company's project management capabilities and competitiveness in complex environments.

1.1 The process of double-loop learning

As an organizational learning, the key to post-project evaluation is to highlight the systematic, procedural and feedback nature of learning, that is, after the completion of the project, through the system We will use a standardized learning process to conduct in-depth and systematic evaluation and discussion of all relevant contents of completed projects throughout the organization to explore whether the original goals and measures have been achieved, and whether there are better options under the original environment, or What changes might occur in the new environment.

The implementation process is unclear and more unstable, the documentation is loose, the information collection process is confusing, and there is no unified template, making it inconvenient to organize knowledge and information. Even if some engineering projects passively accept post-project evaluation, there is no consistent evaluation caliber, the experience and lessons learned cannot be used for comparative learning between projects, and the recorded documentation is not very useful for subsequent projects and inter-project learning. meaning.

2.2 Formulate relevant policies for post-project evaluation

This level is characterized by formulating relevant policies for post-project evaluation and introducing correct evaluation practices. The organization has begun to implement post-project evaluations for many projects and is under effective control. The organization can repeat its experience in previous similar evaluation processes, but there is no organization-wide standardization. Each project has its own norms and standards. At this stage, the document began to take the form of standardization, resulting in the post-project evaluation report template, which mainly focused on the collection of quantitative and explicit data to ensure that the post-project evaluation report included all improvement aspects of the project, such as cost, schedule and technology/design. deviation. Although management began to support the implementation of post-project evaluation, there was no unanimous buy-in and participation, nor was it applied to all levels of the organization.

2.3 Establish standards for post-project evaluation procedures and activities

This level sets standards for post-project evaluation procedures and review activities, and assigns them to specialized departments. Post-project evaluation has established relevant documents, all project activities have been included and integrated into management and engineering activities, and a corresponding evaluation process has been established according to standard procedures. Customers and project team members can also actively participate in the evaluation process. Management institutionalizes all evaluation processes and applies formal, standardized reporting to all processes. Top managers also regularly participate in the post-evaluation learning process. And unified standards are developed so that the evaluation results can be used as a reference for all projects within the organization.

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