Research On The Project Management Maturity Of International Engineering Contract From The Perspective Of Cross-cultural Conflicts

Since the "Belt and Road" initiative was proposed,more Chinese enterprises have increasingly accelerated their pace of going out,and large-scale international engineering contracting project companies represented by SEPCOIII are the pioneers and main forces in the "Belt and Road" initiative.From the first takeover of the Nigerian Papa Landau Power Plant project to the international power engineering contract market to the self-developed "one-key start-stop" technology,which is becoming mature and high-standard docking with Aramco to obtain the second phase of the Saudi Sabah combined cycle power plant project.Starting the upsurge of contracting for energy infrastructure projects in the Middle East,the overall development trend of China’s international engineering contracting is steadily improving,and bright spots are frequent.Shandong Electric Power Construction Co.,Ltd.continues to lead the first brand of international power station construction.It is against this realistic background that the international engineering contract market and international power engineering contract business have become the focus of scholars.Among them,the research interest in international project contracting project management from the perspective of cross-cultural conflict management is increasing.Through combing the literature,this article finds that existing studies have analyzed and discussed the maturity of international project contracting project management in terms of basic project management elements and life cycle management,but few studies have included cross-cultural conflict management and its implementation effects.To the overall evaluation system of project management maturity.In addition,the current research also lacks perspective on the impact of changes in the management capabilities of various projects on the maturity of international project contracting project management from the overall development and changes of the enterprise.Therefore,by collecting and integrating relevant research on international engineering contracting project management maturity theory and cross-cultural conflict management,this paper incorporates cross-cultural conflict management into the research of international engineering contracting project management maturity,and innovatively constructs international engineering contracting based on a cross-cultural perspective.The four-dimensional model of project management maturity evaluation is used to explore the impact of cross-cultural conflict management capabilities on the maturity evaluation of international engineering contract project management.This article will study the international engineering contracting development history of the excellent representative of China’s international engineering contracting enterprises,Shandong Electric Power Construction Corporation No.3,so as to explore how leading companies in the international engineering contracting industry carry out cross-cultural conflict management activities at different development stages,and their performance at different stages How does the developed cross-cultural conflict management ability affect the project management maturity,and then enriches and supplements the research on how to build an international engineering contracting project management maturity evaluation model based on the cross-cultural conflict perspective.This paper expands the original data and data volume of the paper through the literature retrieval of the thesis library,the search of enterprise archives and the collection of investigation reports of professional institutions,etc.,to ensure that the true development process of the enterprise is restored as much as possible in the application of the research.This paper uses the construction management maturity evaluation model to sort and analyze the above-mentioned original data and data,and draws the corresponding changes in the characteristics of project management activities and project management maturity of the case company Shandong Power Construction in different development stages.Based on the processing results of the original data and data,this article proceeded from the Chinese context to further explore the impact of cross-cultural conflict management on the maturity of the company’s international engineering project management,and summarized how the international cultural contracting companies in different stages of development from cross-cultural conflict management,Project basic element management,project life cycle management,project cost management and other four aspects to improve the maturity of project management.This article draws the following conclusions: First,constructing a project management maturity model based on a cross-cultural perspective helps to improve the evaluation of international engineering contracting project management maturity.Second,in different development stages,with the gradual improvement of the enterprise’s ability to manage cross-cultural conflicts,the international engineering project management maturity S value gradually decreased,and the maturity level continued to increase.Specifically,at different stages of development,international engineering contracting companies have shown a dynamic improvement in the four capabilities of project cost management,project element management,project life cycle management,and cross-cultural conflict management,and then the project management maturity S has been calculated.The value continues to decline,and the improvement of cross-cultural conflict management capabilities has the most significant effect on the improvement of the S value of project management maturity.Based on the above conclusions,this article recommends: in response to the first conclusion,the international project contracting enterprise project management maturity model should continue to absorb practical experience on the basis of inheriting the classic model,continue to innovate in development and expand the existing model framework reasonably.As for the second conclusion,firstly,international engineering contracting companies should pay attention to crosscultural conflict management.By correctly identifying cross-cultural differences,strengthening cross-cultural communication and exchanges,creating "alloy" cultures with strong recognition and universality among Chinese and foreign employees,cultivating projects to cultivate cross-cultural conflict management capabilities,and thereby improving project management maturity.Second,international engineering contracting companies have enhanced their ability to manage basic project elements,project lifecycle management,and project cost management to improve project management maturity.Third,international engineering contracting companies pay attention to the cultivation and balance of project management capabilities at different stages of development.