Project Team Build-up And Management Analysis Of The M City Assembled Panel House Project Team

Stepping into 21st century, the world has gone through a series of dramatic crises which imposed serious challenges to world peace and stability, like 9/11 event, SARS epidemic, the Indian Ocean Tsunami, just to give several instances. China is in a peak time of public emergencies, inflicted by various sudden natural disasters which are characterized by high frequency and catastrophic losses. In the social dimension, the natural disasters, if not addressed properly or promptly, might lead to social crisis, especially when China enters into a crucial phase of economic and social development.In response to public crisis, central and local governments at different levels have assumed the role of leader and organizers, while other relevant enterprises and institutions, as well as non-governmental organizations, have also participated actively in the response activities led and supervised by the government. Governments at various levels, especially local governments, need to mobilize as much as possible resources to invest in the public crisis management, reconciling the relationship between various government functional sectors and all the institutions and people involved in the management. However, there are also lessons to learn from the experiences of dealing with public crises, such as institution functions confused and individual responsibilities unclarified. As a consequence, the wasteful allocation and overlapping of resources and people still presents as a threat to the improvement of team efficiency. This indicates that there is still room for governments at different levels to improve the build-up and management of project teams.The 2008 Sichuan Wenchuan earthquake, measured at 8.0 Ms occurred on May 12, 2008 in Wenchuan County, Sichuan province of China and killed at least 87,000 people, leaving houses in ruins and causing losses as much as 231.56billion RMB. (Resource: the State Council press conference on Sep. 9th, 2008). In compliance with the counterpart support principle, M city takes up the responsibility of supplying 300 assemble panel houses, with the project team led by the local government and composed by the local government, manufacturing enterprises, transportation companies, and constructing enterprises. With various factors taken into account relating to the successful implementation of the project mission, the author conclues that the reinforcement of project team build-up and management is the vital element of the high performance of the above-mentioned team. Therefore, the analysis of team build-up and management in response to public crisis is significant in the light of improving team performance, reducing the losses sustained in public emergencies, maintaining social stability, and safeguarding people's lives and properties. Moreover, the knowledge system of project management in China lags behind western developed countries either in theoretical development or practices. Project management is mainly observed in manufacturing and constructing industries, leaving the opportunities of introducing the project management theories and practices into public crisis management by governments at different levels.This thesis attempts the analytical methods of quantitive analysis, discourse research, and the combination of theories and practices. First, the thesis intends to identify the main elements in project team building and management based on the analysis of project human resources management theories and practices of M city relief working project team of assembled panel house in Sichuan. The thesis also explores and gives conclusion to the organizing approach of these elements, utilizing both the team theory and the author's personal working experience. After in-depth understanding of documents of team building management and the features of a complex project team consisting of various parties involving governments, manufacturing enterprises and constructing enterprises, the thesis continues to explore and study the code to organize and build a project team. The focus of the thesis is to provide an analysis of the key dimensions of successful project team management, namely covering the team building process, communication management, conflict management and performance management. The final part of the thesis is to develop conclusion by drawing on meaningful cases.In sum, the thesis aims to establish a model for efficient cross-sector project team building and management by drawing on relevant theories of human resource management, while investigating into specific team building and management practices in China, in order to generalize valuable theories and experiences for the reference as to how to conduct effective communication and management in a cross-sector project team, as well as how to optimize resource allocation, improve team performance, and resolve various conflicts effectively.