没有太多影响项目绩效的时间。
第一部门是公共项目绩效评估理论概述。
The first part introduces the theory of Performance Evaluation in Public Programs.
第四部门是我国公共项目绩效评估发铺路径。
Then this part analyzes the special restricted factors of Performance Evaluation in Public Programs in china.
本文笔者提出尽早建立项目绩效管理机制的建议。
In this paper, author proposed the establishment of project performance management mechanism.
项目人员—用户互动水平是影响项目绩效的重要因素。
The levels of user - software professionals' interaction are important factors impacting project performance.
研究成果以期在实践中为提升建设项目绩效提供理论依据。
The results contribute to theory of contract flexibility for promoting project performance.
最后根据总结出的综合公共因子，提出改善EPC项目绩效的对策。
According to the summarized comprehensive factors, proposes the countermeasures to improve the performance of EPC projects.
项目人员—用户冲突、项目人员之间冲突都与项目绩效显著负相关。
User- software professionals' conflicts and conflicts among project team members have both significant negative correlations with project performance.
构建质量管理实践与项目绩效影响机制的概念模型，并提出相应假说。
Then, a conceptual model about the relationship mechanism between quality management practices and project performance was developed and several hypotheses were proposed.
本文目的是探索建筑企业所采取的质量管理实践对项目绩效的影响状况。
The purpose of this paper is to explore how quality management measures adopted by the construction companies impact project performance.
因此对于质量管理实践与项目绩效之间影响的研究具有十分重要的现实意义。
So there is great practical significance to study on relationship between quality management practices and project performance.
摘要：分析相关文献，总结出EPC项目绩效的26个影响因素，并进行实证分析。
Abstract:Based on the analysis of relevant documents, summarizes 26 influencing factors of EPC projects performance, and carries on the empirical analysis.
目标管理作为一种项目绩效管理的具体方法，已被证明是评价项目绩效的理想工具。
As a specific method of project performance management, target management has been proved to be an ideal way of evaluating the project.
将各个公共因子作为EPC项目绩效的评价指标，建立EPC项目绩效影响因素模型。
Taking each public factor as EPC project performance evaluation index, establishes EPC project performance influencing factor model.
这个问题可以回答主要基于力量和压缩土壤的网站，所提出的加载条件和项目绩效标准。
This question will be answered based primarily on the strength and compressibility of the site soils, the proposed loading conditions and the project performance criteria.
研究结果表明：CM型代建作为一种新型的公共项目组织实施方式，能够更好的改善项目绩效。
The study indicates: as a new public project implementation model, CM-agent can improve project performance better.
通过对典型项目决策权配置构造的调查和比较，研究建设项目的决策权配置构造与项目绩效之间的关系。
Based on the investigation on typical construction projects, makes a study on the relationship between decision-making configuration and project performance.
然后将挣值管理系统的概念应用于项目型组织多项目绩效监测与控制中，并分析了挣值管理成熟度模型。
Furthermore, earned value management system is introduced to monitor and control multiple projects for PBOs. Earned value maturity model is analyzed at the end of this part.
针对这一问题，挣值管理便应运而生了，它是一种改善项目绩效、预警成本进度超支的有效项目管理技术。
To solve this problem, earned value management is created, and it is a effective project management technique for monitoring cost and schedule and improving project performance.
而公共项目绩效评估方式应用作为公共项目绩效管理的核心内容，在公共项目绩效管理入程中扮演着主要的角色。
The use of public program performance evaluation methods is the core content and plays a key role in public programs performance management.
本文针对软件项目进行了研究，研究目的是弄清项目人员—用户互动水平、需求不确定性、人员冲突和项目绩效之间的关系。
This thesis aims at figuring out the relationships among user-software professionals' interaction, requirements uncertainty, interpersonal conflicts and software project performance.
项目经理报告项目绩效和项目具体的信息，而项目管理办公室提供统一的报告，以及从单位整体角度对由其管辖的项目的看法。 。
Thee project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
本部门先剖析了公共项目绩效评估入程中存在的难题，而后针对我国在公共项目绩效评估实际运作流程中的特殊制约屏障入行阐述。
In the third part, the thesis firstly analyzes the common difficulties in practice of Performance Evaluation in Public Programs of all the Countries.
在本系列的第二部分中，作者解释了为什么强调输入、输出和固定过程会损害绩效和最终的项目价值。
In Part Two of the series, the author explains why an emphasis on inputs, outputs and certain processes might hinder performance and, ultimately, project value.
捐助机构资金的发放取决于项目在一个具体时期内用共同接受的指标所衡量的绩效。
The release of the donor funds is dependent on project performance, as measured against jointly agreed indicators, within a specified time frame.
最后两个是业务方面的项目：要管理伙伴关系以便在各国取得最佳效果，并要改善世界卫生组织的绩效。
The remaining two items are operational: managing partnerships to get the best results in countries, and improving the performance of the World Health Organization.
最后两个是业务方面的项目：要管理伙伴关系以便在各国取得最佳效果，并要改善世界卫生组织的绩效。
The remaining two items are operational: managing partnerships to get the best results in countries, and improving the performance of the World Health Organization.
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