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THE HONG KONG PROJECT MANAGEMENT EXCHANGE CENTRE

 

INTRODUCTION

Hong Kong is a window between East and West. Hong Kong has been important as an entrepot of goods and commodities; and also as a centre for the exchange of knowledge and expertise, given the geographical location in the hub of Southeast Asia and the ability of Hong Kong’s people and institutions to relate to Western thinking and business practices as well as to Asian cultures and traditional values. Since the Sino-British Agreement on the future of Hong Kong and with the reversion of Hong Kong to China in 1997, the unique role that Hong Kong plays in relation to China has become increasingly clear, as is Hong Kong’s mission to transfer knowledge and experience.

Project management is a subject of universal concern which transcends differences in social, economic and educational systems. The improved communication through recent exchange visits and meetings organized by Hong Kong and Chinese academic and professional organizations has reinforced the indisputable role of project management in construction although there may be differences in interpretation and practice.

The importance of project management has been gradually recognized in China, and many sectors have been actively promoting project management. In the late of 1988, the Ministry of Construction even made project management a mandatory subject in the construction industry. Subsequently with wide support from the industry, the Research Institute of Project Administration and Management (RIPAM) was established at Tongji University, acting as a spearhead in the promotion and development of project management throughout the nation. Capstans of the construction professionals in Hong Kong who are knowledgeable about project management were quickly drawn to the centre of excellence.

Against this background of opportunities and excellence, the Hong Kong Project Management Exchange Centre (hereafter called PMEC) was launched with organic linkage with Mainland universities and related organisations and established with the board remit to promote exchange, encourage dialogue, strengthen links, develop human resources and facilitate consultancy and services, in areas relating to project management and generally in the field of construction.

 

OBJECTIVES

  1. To promote and foster academic and professional links in the field of construction, management, planning and related fields between Hong Kong and China and other countries.
  2. To encourage and facilitate the exchange and communication of knowledge, experience and skills in the construction, management, planning and related fields.
  3. To sponsor, organize and support dialogue activities, including international meetings, conferences and visits for the purpose of furthering understanding and promotion awareness for the development of project management in construction.
  4. To contribute towards human resources development in the field of construction.
  5. To facilitate and provide consultancy and services relating to project management and generally in the field of construction.

 

 

OPERATION STRATEGY

The focus of activities of the Centre has been the promotion of contacts between Hong Kong and China in the construction industry. Emphasis has been placed on planning and organizing academic and professional meetings, conferences and visits between Hong Kong and China. These activities will be continued and be extended to link up with overseas countries in the years to come. The following activities are planned:

  1. To resume co-organization of certificate courses in Project Management with the Mainland universities and related organisations.
  2. To provide services to the construction industry and the related professions especially regarding academic, information management, technology and publication exchange activities; etc.
  3. To provide services regarding exchange visits, meetings, and international conferences.
  4. To plan and organize training programme at all levels for the construction industry locally and in the region.
  5. To develop linkages with overseas.
  6. To facilitate and provide consultancy services to meet the demands of the construction industry.

 

ORGANIZATION STRUCTURE

The PMEC is a company limited by guarantee not having a share capital registered in Hong Kong.

The organization structure of the Centre consists of three boards, the Advisory Board, the Past Chairmen List and the Management Board.

The Advisory Board provides advice and guidance on the principles and policies of the Centre. The members of the Advisory Board are:

Chairman — Ir. Dr Hon LO Wai-kwok, BBS, JP

Legislative Council Member ( Functional Constituency — Engineering )

Advisor – Mr TSE Wai-chuen Tony

Legislative Council Member ( Functional Constituency — Architectural, Surveying and Planning )

Advisor— Ir Prof LEE Chak-fan SBS, JP

Advisor— Ir Edmund K H LEUNG SBS, JP

Advisor— Ir Dr OTTO POON Lok To BBS

Advisor— Ir Dr Greg C Y WONG BBS, JP

Advisor— Ir Thomas HO JP

Advisor—Ir Dr TANG Ka Fat

Advisor—Ir Prof DING Shi-zhao, Tongji University  (retired)

 

The Past Chairmen List :

Ir CHEUNG Yan-hong

Dr WONG Chi-ning

Mr CUI Qi

Ir WONG Siu-fai

Mr CHAN Ka-wah

 

Members of the Management Board are subscribers of the Centre. They are responsible for the overall management and operation of the Centre including all financial arrangements and control.

The members of the Management Board are:

Chairman – Ir YIM Kin-ping, JP

Vice Chairman – Mr YU Lap-chu

Member – Mr CHAN Ka-wah

Member – Ir WONG Siu-fai

Member – Ir FAN Ying-ming

Member – Dr WONG Chi-ning, Linda

Member – Mr Tang Kai-fan

Member – Mr WONG Chi –wai

Member – Mr CUI Qi

Member – Mr CHEUNG Wang-ip

Member – Mr HAU Tung-chow

Member – Mr LOK Kai-cheong

Member – Ir LI Kam-wa, Ian

Member – Ir LAM Chi-sing

Member – Ir Prof LAU Chi-wan

The day-to-day business of the Centre is managed by the secretariat.

 

Feb 2014

 

香港建設管理交流中心簡介

 

前言

香港是一個東西交匯點,除了肩負著貨運轉口港這項重要任務外,由於地理上她位於東南亞的中心,加上香港人和機構對西方思想、商務、甚至亞洲文化與傳統的認識,因此,她是極具潛質成為知識及專業交流的集中地。自中英就香港前途達成協議及九七的迫近,香港在中港關係中所扮演的角色及香港知識和經濟轉移的使命,便愈加明顯了。

 

項目管理是一門國際關注的科目,它更超越了不同的社會、經濟及教育制度的界限。然而,對於這門專業,中港兩地存在著一些意念與實踐中不同的理解,正因為有這類的差異,兩地的學術和專業機構已組織了不少的交流、互訪、會議等活動,他們均得到良好的評價並促成了兩地的互相了解,及建立了以後的溝通和聯繫。

 

項目管理的重要性在中國逐漸被認許,得到各方面的努力推動。在一九八八年下半年,建設部更規定把項目管理這門科目納入建築行業內。其後,在業界的支持下,同濟大學成立了建設監理研究所,並且作為先鋒來為全國的項目管理推廣及發展。香港建造專業人士中尤其是從事項目管理的學者、工程師和測量師對此甚感興趣。

 

在上述基礎上,香港建設管理交流中心與內地大學及相關組織合作,在項目管理及有關方面進行交流、促進對話、加強聯繫、發展人力資源及提供諮詢服務,推動兩地建造界的交流。

 

 

目標

一‧ 在建設、管理、策劃及有關方面,促進及協助香港與中國的學術與專業聯繫、並伸展至其他國家的聯繫。

二‧ 鼓勵及促進建設、管理、策劃及有關方面的知識、經驗及技術交流。

三‧ 贊助、協辦及組織座談、國際會議、互訪活動,以加強了解及促進項目管理的發展。

四‧ 對建造業的人力資源發展方面作出貢獻。

五‧ 提供在建造業範疇的項目管理方面的諮詢服務。

 

 

 

運作策略

中心的主要業務是推廣及力強中港兩地建造介的接觸。重點將是放在籌備及策劃中港兩地的學術及專業會議和訪問等,並期望可逐漸擴展至與其他國家的聯繫。中心已計劃了以下活動:

 

一  興內地大學及相關建設監理研究所合作,從開辦建設項目管理證書課程。

二  為建造業及有關專業機構提供學術、資訊、管理、技術及出版等交流活動的   服務。

三協助籌辦國際會議、考察及參觀等交流活動。

四  為中港建造界組織各層次的培訓課程。

五  與其他國家或地區建立聯繫。

六  為建造界提供諮詢服務。

 

 

組織架構

 

香港建設管理交流中心是香港註冊及非牟利性質的學術機構,在經濟上謀求獨立。

 

中心的的組織結構由:顧問委員會、管理委員會及前主席團所組成。

 

顧問委員會的職責是在中心的目標和政策上提供意見和給予指導。顧問委員會成員包括:

主席 – 盧偉國博士 工程師 BBS, JP

立法會議員 (功能界別—工程界)

委員 — 謝偉銓立法會議員(建築、測量及規劃界)

李焯芬教授 工程師 SBS, JP

梁廣灝 工程師 SBS, JP 、

潘樂陶博士 工程師 BBS

黃澤恩博士 工程師 BBS, JP

何安誠 工程師 JP

鄧家發博士 工程師

丁士昭教授  同濟大學(退休)

 

 

前主席團名單:張仁康 工程師

黃志寧 博士 工程師

崔  琦 先生

黃兆輝 工程師

陳家驊 先生

 

 

 

管理委員會成員乃中心的理事,他們負責中心的一切管理及運作,包括財務安排及運作。

管理委員會成員包括:

主席 – 嚴建平 工程師, 太平紳士

副主席 – 余主佐 先生

委員 – 陳家驊 先生

黃兆輝 工程師

范英明 工程師

黃志寧 博士 工程師

鄧啟勛 先生

黃之偉 先生

崔  琦 先生

張宏業 先生

候東就 先生

駱啟祥 先生

李錦華 工程師

林志成 工程師

劉志雲 教授 工程師

 

 

中心之日常運作由秘書處負責處理。

 

2014年2月