A method and system for quantitatively evaluating the value contribution of a project team

Abstract

The application discloses an engineering project team value contribution quantitative evaluation method and system, comprising the following steps: constructing a multi-level team of management posts and subordinate core posts, and collecting multi-dimensional performance data in a project process in real time. According to preset value dimensions (total output value, unit hour output value, total profit, unit hour profit, innovation ability and customer satisfaction) and weight, a comprehensive value score is calculated, wherein the sum of the weight of the unit hour output value and the profit is higher than the weight of the total amount, for the unit hour output value and the profit dimension, a planned target value, an industry benchmark value and an excellent value are used as standardization mapping rules to convert the actual completion proportion into a standard score, and when exceeding, points are added according to an accumulation rule, and the final score of the management post is determined by multiplying the weighted average of the comprehensive score of the subordinate core post by a dynamic first weight, and adding the comprehensive score of the management post itself multiplied by a dynamic second weight.

Description

Technical Field

[0001] This invention relates to the field of engineering management safety technology, and in particular to a method and system for quantitatively evaluating the value contribution of engineering project teams. Background Technology

[0002] As engineering projects become increasingly large-scale, professionally complex, and involve more diverse stakeholders, the team, as the core vehicle for project execution, directly determines the ultimate success or failure of project quality, schedule, and cost through its capabilities, collaborative efficiency, and dynamic status. Therefore, constructing a scientific and systematic engineering project team evaluation system is imperative. By establishing a comprehensive evaluation framework covering multiple dimensions such as team capabilities, collaborative efficiency, innovation vitality, and risk response, team evaluation shifts from post-event summarization to pre-event planning and in-event process monitoring. Post-event evaluation and scoring enable real-time perception and dynamic diagnosis of team health. Internally, it provides project managers with precise decision-making basis for team control, achieving optimal allocation of human resource positions and fair implementation of incentive mechanisms. Externally, it accumulates team effectiveness data assets for the organization, driving a profound transformation in engineering project management from managing tasks to a refined, digital, and intelligent governance paradigm that emphasizes both personnel and tasks.

[0003] In traditional engineering project performance evaluations, the performance appraisal of management is independent of the actual output of the grassroots teams under their jurisdiction. The evaluation model only focuses on the manager's own task completion or the overall output and profit of the project, making it difficult to measure the real effectiveness of the manager's empowering behaviors such as resource allocation, business guidance, and team building through quantitative indicators. As a result, the motivation for managers to proactively serve the grassroots and cultivate teams lacks institutional guidance. Therefore, this paper proposes a quantitative evaluation method and system for the value contribution of engineering project teams. Summary of the Invention

[0004] The purpose of this invention is to address the shortcomings of existing technologies by proposing a method and system for quantitatively evaluating the value contribution of engineering project teams.

[0005] To achieve the above objectives, the present invention adopts the following technical solution: A method for quantitatively evaluating the value contribution of engineering project teams, applied to a digital management system covering the entire lifecycle of engineering projects, includes the following steps: Construct a multi-level team structure that includes management positions and at least one subordinate core position under each management position; Real-time collection of multi-dimensional raw performance data of the subordinate core positions and the management positions during the project execution process; Based on the preset value dimensions and their weight configurations, a comprehensive value score is calculated based on the multi-dimensional raw performance data. The value dimensions consist of total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The sum of the weights corresponding to output value per unit hour and profit per unit hour is greater than the sum of the weights corresponding to total output value and total profit, making the value assessment guided by human efficiency. The raw data of the unit hour output value and the unit hour profit dimension are transformed into standardized dimension scores using a preset standardized mapping rule. The preset standardized mapping rule is the planned target value, industry benchmark value and excellent value of each value dimension built into the system. The completion ratio of the actual completed value to the planned target value is mapped to the standard score range, and the score is accumulated according to the preset excess rule when the actual completed value exceeds the planned target value. The final evaluation score for the management position is determined by multiplying the weighted average of the comprehensive value scores of the at least one subordinate core position by a dynamically configurable first weight, and then adding the comprehensive value score of the management position by a dynamically configurable second weight.

[0006] The above further includes: Furthermore, the preset weights for the value dimensions are configured as follows: the weight of total output value is 15%, the weight of output value per unit hour is 20%, the weight of total profit is 15%, the weight of profit per unit hour is 20%, the weight of innovation capability is 10%, and the weight of customer satisfaction is 20%. Among these, the combined weights of output value per unit hour and profit per unit hour account for 40%, in order to systematically address the problem of low team efficiency caused by neglecting human efficiency in traditional project assessments.

[0007] Furthermore, in the preset standardized mapping rules, 60 points are awarded when the actual completion value reaches 60% of the planned target value, and so on, 80 points are awarded when it reaches 80%, 95 points are awarded when it reaches 95%, and 100 points are awarded when it reaches 100%. When the actual completion value exceeds 100% of the planned target value, 10 points are added to the 100 points for every 5 percentage points exceeding the target value, and the maximum score does not exceed 200 points.

[0008] Furthermore, the preset standardized mapping rule is a score-to-low ranking method. This method ranks teams within the same region, period, and position based on their combined score across the six value dimensions, as well as the individual score for each dimension, in descending order. Teams are then divided into three groups based on their scores: Group A consists of teams scoring 85 points or higher, rated as excellent and marked with a green indicator; Group B consists of teams scoring between 65 and 84.5 points, rated as satisfactory and marked with a yellow indicator; and Group C consists of teams scoring 64.5 points or lower, rated as unsatisfactory and marked with a red alert.

[0009] Furthermore, in the hierarchical linkage scoring, the configurable range of the first weight is 30% to 40%, the corresponding configurable range of the second weight is 70% to 60%, and the sum of the first weight and the second weight is 100%. The default configuration value of the first weight is 30%, and the default configuration value of the second weight is 70%, in order to strengthen the empowerment responsibility of the management position for the core positions under the subordinates and the overall performance orientation of the team.

[0010] A quantitative evaluation system for the value contribution of engineering project teams includes: Team structure management unit: Builds and maintains multi-level team relationships that include management positions and at least one subordinate core position under each management position; Data acquisition unit: Real-time acquisition of multi-dimensional raw performance data of the subordinate core positions and management positions during project execution; Value assessment calculation engine: Calculates a comprehensive value score based on preset value dimensions and their weight configurations. The value dimensions consist of total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The sum of the weights corresponding to the output value per unit hour and the profit per unit hour is greater than the sum of the weights corresponding to the total output value and the total profit. Standardized mapping unit: Built into the value assessment calculation engine, used to convert the raw data of the unit hour output value and the unit hour profit into standardized dimension scores according to preset rules; Hierarchical linkage scoring unit: Executes configurable calculation logic to determine the final evaluation score of the management position as: the weighted average of the evaluation scores of the subordinate core positions multiplied by a dynamically configurable first weight, plus the sum of the six-dimensional evaluation score of the management position itself multiplied by a dynamically configurable second weight.

[0011] A device for quantifying the value contribution of an engineering project team, comprising: Memory, used to store computer programs; A processor is configured to implement the steps of the method for quantifying the value contribution of an engineering project team as described in claim 1 when executing the computer program.

[0012] A storage medium storing a computer program, which, when executed by a processor, implements the steps of a method for quantifying the value contribution of an engineering project team.

[0013] The present invention has the following beneficial effects: In this invention, the final evaluation score of a management position is directly and quantitatively linked to the weighted average performance of its subordinate core positions. By establishing a calculation model of "weighted average of subordinate scores × first weight + manager's own score × second weight," a manager's performance is determined 70% by their own efforts and the remaining 30% by the overall output of their team. This technical solution compels managers to proactively provide resource support and business empowerment to their subordinates, actively cultivate teamwork, and effectively solve the problems of management neglecting their subordinates, inconsistent team goals, and management disconnect. It achieves a revolutionary evaluation system that shifts focus from individual ability to team results, and creatively systematizes and digitizes this system across the entire value chain. Attached Figure Description

[0014] Figure 1 A flowchart illustrating the steps of a method for quantitatively evaluating the value contribution of an engineering project team proposed in this invention; Figure 2 This invention presents a system block diagram of a quantitative evaluation system for the value contribution of engineering project teams. Detailed Implementation

[0015] The technical solutions of the embodiments of the present invention will be clearly and completely described below with reference to the accompanying drawings. Obviously, the described embodiments are only some embodiments of the present invention, and not all embodiments. Based on the embodiments of the present invention, all other embodiments obtained by those skilled in the art without creative effort are within the scope of protection of the present invention.

[0016] Please see Figures 1-2 As shown, this invention provides a method for quantitatively evaluating the value contribution of an engineering project team, applied to a digital management system covering the entire lifecycle of an engineering project, and includes the following steps: Construct a multi-level team structure that includes management positions and at least one subordinate core position under each management position; Real-time collection of multi-dimensional raw performance data of the subordinate core positions and the management positions during the project execution process; Based on the preset value dimensions and their weight configurations, a comprehensive value score is calculated based on the multi-dimensional raw performance data. The value dimensions consist of total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The sum of the weights corresponding to output value per unit hour and profit per unit hour is greater than the sum of the weights corresponding to total output value and total profit, making the value assessment guided by human efficiency. The raw data of the unit hour output value and the unit hour profit dimension are transformed into standardized dimension scores using a preset standardized mapping rule. The preset standardized mapping rule is the planned target value, industry benchmark value and excellent value of each value dimension built into the system. The completion ratio of the actual completed value to the planned target value is mapped to the standard score range, and the score is accumulated according to the preset excess rule when the actual completed value exceeds the planned target value. The final evaluation score for the management position is determined by multiplying the weighted average of the comprehensive value scores of the at least one subordinate core position by a dynamically configurable first weight, and then adding the comprehensive value score of the management position by a dynamically configurable second weight.

[0017] In this embodiment: Construct a multi-level team structure that includes management positions and at least one subordinate core position under the management position: The system first defines the multi-level structure of the team in the organization management module. For example, a project team includes a project manager as a management position, and its subordinate core positions may include, but are not limited to, technical lead, business manager, safety director, construction worker, team leader, etc. More specifically, its organizational structure can be customized. The system records the subordinate relationship between management positions and each subordinate position, forming a clear tree-like responsibility system, which provides a structural basis for subsequent hierarchical linkage scoring. The system collects multi-dimensional raw performance data from the core and management positions in real time during project execution. By integrating IoT sensors, a mobile app, BIM models, and a financial system, the system continuously collects raw performance data from each position throughout the project. The collected multi-dimensional raw performance data includes at least: the output value corresponding to the completed work volume under each position's responsibility, actual working hours, profit contribution, number and effectiveness of innovative proposals, and customer satisfaction scores. This data will serve as input for calculating scores across six value dimensions. Based on the preset six value dimensions and their weight configurations, a comprehensive value score is calculated based on the multi-dimensional raw performance data. The system summarizes the collected raw data into six value dimensions: total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The raw data for each dimension undergoes standardized mapping in step four to obtain a standardized dimension score, denoted as... , , , , , The overall value score is calculated using the following formula: The weight configuration is as follows , , , , , As can be seen from the weight settings, the sum of the weights for the human efficiency dimension... The sum of weights greater than the size dimension This reflects the value assessment's priority on human efficiency, avoiding the problem of traditional assessments that only focus on total output while neglecting output per unit of time; The raw data for the unit hour output and unit hour profit dimensions are transformed into standardized dimension scores using preset standardized mapping rules. For core labor efficiency indicators such as unit hour output and unit hour profit, the system implements specific standardized mapping rules to ensure comparability between different scales and projects. Specifically, a standardized value mapping method can be used, with the following rules: Let the planned target value for a certain dimension (taking hourly profit as an example) be... The industry benchmark is B, the excellent value is E, and the actual completion value is Standardized dimension score Calculated using the following piecewise function: The formula means that when the actual completion value reaches 60% of the target value, 60 points are awarded, and so on, 80 points are awarded when it reaches 80%, 95 points are awarded when it reaches 95%, and 100 points are awarded when it reaches 100%. When the actual completion value exceeds the target value, 10 points are added to the 100 points for every 5 percentage points that exceed the target value, with a maximum score of 200 points. The same mapping rule is used for the unit hourly output value dimension. For the total output value, total profit, innovation capability, and customer satisfaction dimensions, the same standard value mapping method or ranking percentile method can be used to convert them into standardized scores of 0-100, depending on the system configuration. After calculating the six-dimensional comprehensive value score for each position, the system activates a hierarchical linkage scoring mechanism to perform hierarchical linkage scoring. The final evaluation score of the management position is determined as the weighted average of the evaluation scores of at least one subordinate core position multiplied by a dynamically configurable first weight, plus the sum of the management position's own six-dimensional evaluation score multiplied by a dynamically configurable second weight. Let the management position be M, and its subordinate core positions be... The evaluation scores (i.e., their respective comprehensive value scores) for each subordinate position are: The corresponding contribution weight is (Can be preset according to the importance of the position, and) Then the final evaluation score for the management position is... Determined by the following formula: ,in, The management position itself is evaluated based on its six-dimensional comprehensive value score. The first weight is dynamically configurable, with a default value of 30%. The second weight is dynamically configurable, with a default value of 70%, and ; This mechanism establishes a strong correlation between management performance and frontline performance. When the first weight is set to a high value (e.g., 40%), the manager's score primarily depends on the average performance of their subordinates in core positions. This motivates managers to proactively empower their subordinates and focus on overall team output, addressing the disconnect and misalignment of goals between management and frontline performance. Both the first and second weights can be dynamically adjusted by authorized personnel within the ranges of 30%–40% and 70%–60%, respectively, to adapt to different project stages or management orientations.

[0018] In one embodiment, the preset weights of the value dimensions are configured as follows: the weight of total output value is 15%, the weight of output value per unit hour is 20%, the weight of total profit is 15%, the weight of profit per unit hour is 20%, the weight of innovation capability is 10%, and the weight of customer satisfaction is 20%. Among these, the combined weights of output value per unit hour and profit per unit hour account for 30%, in order to systematically solve the problem of low team efficiency caused by neglecting human efficiency in traditional project assessments.

[0019] In one embodiment, the preset standardized mapping rule is as follows: when the actual completion value reaches 60% of the planned target value, 60 points are awarded; when it reaches 80%, 80 points are awarded; when it reaches 95%, 95 points are awarded; when it reaches 100%, 100 points are awarded, and so on. When the actual completion value exceeds 100% of the planned target value, 10 points are added to the 100 points for every 5 percentage points exceeding the target value, and the maximum score does not exceed 200 points.

[0020] In one embodiment, the preset standardized mapping rule is a score-to-low ranking method. This method ranks teams within the same region, period, and position based on their combined score across the six value dimensions, as well as the individual score for each dimension, in descending order. Teams are then divided into three groups based on their scores: Group A consists of teams scoring 85 points or higher, rated as excellent and displayed with a green indicator; Group B consists of teams scoring between 65 and 84.5 points, rated as satisfactory and displayed with a yellow indicator; and Group C consists of teams scoring 64.5 points or lower, rated as unsatisfactory and displayed with a red alert indicator.

[0021] In one embodiment, in the hierarchical linkage scoring, the configurable range of the first weight is 30% to 40%, the corresponding configurable range of the second weight is 70% to 60%, and the sum of the first weight and the second weight is 100%. The default configuration value of the first weight is 30%, and the default configuration value of the second weight is 70%, so as to strengthen the empowerment responsibility of the management position to the core positions of the subordinates and the overall performance orientation of the team.

[0022] A quantitative evaluation system for the value contribution of engineering project teams includes: Team structure management unit: Builds and maintains multi-level team relationships that include management positions and at least one subordinate core position under each management position; Data acquisition unit: Real-time acquisition of multi-dimensional raw performance data of the subordinate core positions and management positions during project execution; Value assessment calculation engine: Calculates a comprehensive value score based on preset value dimensions and their weight configurations. The value dimensions consist of total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The sum of the weights corresponding to the output value per unit hour and the profit per unit hour is greater than the sum of the weights corresponding to the total output value and the total profit. Standardized mapping unit: Built into the value assessment calculation engine, used to convert the raw data of the unit hour output value and the unit hour profit into standardized dimension scores according to preset rules; Hierarchical linkage scoring unit: Executes configurable calculation logic to determine the final evaluation score of the management position as: the weighted average of the evaluation scores of the subordinate core positions multiplied by a dynamically configurable first weight, plus the sum of the six-dimensional evaluation score of the management position itself multiplied by a dynamically configurable second weight.

[0023] A device for quantifying the value contribution of an engineering project team, comprising: Memory, used to store computer programs; A processor is configured to implement the steps of the method for quantifying the value contribution of an engineering project team as described in claim 1 when executing the computer program.

[0024] A storage medium storing a computer program, which, when executed by a processor, implements the steps of a method for quantifying the value contribution of an engineering project team.

[0025] Although embodiments of the invention have been shown and described, it will be understood by those skilled in the art that various changes, modifications, substitutions and variations can be made to these embodiments without departing from the principles and spirit of the invention, the scope of which is defined by the appended claims and their equivalents.

Claims

1. A method for quantitatively evaluating the value contribution of an engineering project team, characterized in that, Includes the following steps: Construct a multi-level team structure that includes management positions and the core positions under those management positions; Real-time collection of multi-dimensional raw performance data of the subordinate core positions and the management positions during the project execution process; Based on the preset value dimensions and their weight configurations, a comprehensive value score is calculated based on the multi-dimensional raw performance data. The value dimensions consist of total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The sum of the weights corresponding to output value per unit hour and profit per unit hour is greater than the sum of the weights corresponding to total output value and total profit. The raw data of the unit hour output value and the unit hour profit dimension are transformed into standardized dimension scores using a preset standardized mapping rule. The preset standardized mapping rule is the planned target value, industry benchmark value and excellent value of each value dimension. The completion ratio of the actual completed value relative to the planned target value is mapped to the standard score range, and the score is accumulated according to the preset excess rule when the actual completed value exceeds the planned target value. The final evaluation score for the management position is determined by multiplying the weighted average of the comprehensive value scores of the subordinate core positions by a dynamically configurable first weight, and then adding the sum of the comprehensive value score of the management position multiplied by a dynamically configurable second weight.

2. The method for quantitatively evaluating the value contribution of an engineering project team according to claim 1, characterized in that, The preset weights for the value dimensions are as follows: the weight of total output value is 15%, the weight of output value per unit hour is 20%, the weight of total profit is 15%, the weight of profit per unit hour is 20%, the weight of innovation capability is 10%, and the weight of customer satisfaction is 20%.

3. The method for quantitatively evaluating the value contribution of an engineering project team according to claim 1, characterized in that, In the preset standardized mapping rules, 60 points are awarded when the actual completion value reaches 60% of the planned target value, 80 points are awarded when it reaches 80%, 95 points are awarded when it reaches 95%, 100 points are awarded when it reaches 100%, and so on. When the actual completion value exceeds 100% of the planned target value, 10 points are added to the 100 points for every 5 percentage points exceeding the target value, and the maximum score does not exceed 200 points.

4. The method for quantitatively evaluating the value contribution of an engineering project team according to claim 1, characterized in that, The preset standardized mapping rule is a score-to-low ranking method. This method ranks teams within the same region, period, and position based on their combined score across the six value dimensions, as well as the individual score for each dimension, in descending order. Teams are then divided into three groups based on their scores: Group A consists of teams scoring 85 points or higher, rated as excellent and displayed with a green indicator; Group B consists of teams scoring between 65 and 84.5 points, rated as satisfactory and displayed with a yellow indicator; and Group C consists of teams scoring 64.5 points or lower, rated as unsatisfactory and displayed with a red alert indicator.

5. The method for quantitatively evaluating the value contribution of an engineering project team according to claim 1, characterized in that, In the hierarchical linkage scoring, the configurable range of the first weight is 30% to 40%, the corresponding configurable range of the second weight is 70% to 60%, and the sum of the first weight and the second weight is 100%. The default configuration value of the first weight is 30%, and the default configuration value of the second weight is 70%.

6. A quantitative evaluation system for the value contribution of an engineering project team, characterized in that, To perform the method of claim 1, comprising: Team structure management unit: Builds and maintains multi-level team relationships, including management positions and the core positions subordinate to those management positions; Data acquisition unit: Real-time acquisition of multi-dimensional raw performance data of the subordinate core positions and management positions during project execution; Value assessment calculation engine: Calculates a comprehensive value score based on preset value dimensions and their weight configurations. The value dimensions consist of total output value, output value per unit hour, total profit, profit per unit hour, innovation capability, and customer satisfaction. The sum of the weights corresponding to the output value per unit hour and the profit per unit hour is greater than the sum of the weights corresponding to the total output value and the total profit. Standardized mapping unit: Built into the value assessment calculation engine, used to convert the raw data of the unit hour output value and the unit hour profit into standardized dimension scores according to preset rules; Hierarchical linkage scoring unit: Executes configurable calculation logic to determine the final evaluation score of the management position as: the weighted average of the evaluation scores of the subordinate core positions multiplied by a dynamically configurable first weight, plus the sum of the six-dimensional evaluation score of the management position itself multiplied by a dynamically configurable second weight.

7. A device for quantifying the value contribution of an engineering project team, characterized in that, include: Memory, used to store computer programs; A processor is configured to implement the steps of the method for quantifying the value contribution of an engineering project team as described in claim 1 when executing the computer program.

8. A storage medium, characterized in that, The storage medium stores a computer program, which, when executed by a processor, implements the steps of the method for quantifying the value contribution of an engineering project team as described in claim 1.

Images