This research presents and assess a management model often used in modern large-scale projects. Those projects require a clear description of involvement across the entire span of the project (i.e., pre-phase work and after-project settlement), including management, cost control, finance, design, and construction. Existing models, such as the design–bidding–construction model, general contract model, project overall control model, construction agent model, and the centralized special PM model, may or may not apply in China.
The information for this study has been collected from ongoing large-scale projects. Such information suggests four unsolved issues: a lack of systemic research, the position of the simplified investor, the shortage of management during the operating phase, and public action ignorance. Financial management tools might provide managerial advice for several kinds of projects, such as government-run and public projects, in-payoff projects, projects that demand tremendous investment with insufficient national finance support, low-efficiency projects by government, and complex project with high risk. These tasks generally require multiplied reinforcement. The results therefore have significant outcomes for economic, political, and legal systems.
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