In the tide of information technology era in 2 1 century, networks and computers have entered thousands of households, and children at home have long-distance video chat through QQ. How can we ignore the power of network technology in enterprise management? Based on the characteristics of the road and bridge engineering industry, our different project departments and branches are located in different areas, the construction environment is complex and changeable, and the standardization of construction technology is low. Engineering enterprises are faced with the dual challenges of how to effectively manage projects, improve project profitability and control risks.
The characteristics of engineering enterprises determine that the management of engineering enterprises must accept modern network information technology, establish engineering management information system, and realize remote real-time quantitative management of engineering project management. Realizing the informatization of engineering management has become an inevitable choice for engineering enterprises. Entrepreneurs who can't use information technology to improve the management of engineering enterprises will, like Napoleon, miss the opportunity given by history and be eliminated by market competition.
First, the informatization of engineering management has promoted the dynamic budget and final accounts management of engineering enterprises.
1, management mode innovation is the soul of project management informationization.
Those who fly to the sky with wings higher and higher, the result is failure. It was only in 1903 that Wright of the United States completed human flight by propeller for the first time, thus entering the aviation era. Just like simply imitating birds flapping their wings, human beings can't fly in the sky. If only the traditional manual operation methods and documents are digitized, the quality leap of project management cannot be realized, and the precise management of the project is beyond our reach. Informatization of engineering management is a software management weapon created under the guidance of modern engineering management thought, and informatization of engineering enterprises is bound to be accompanied by changes in management concepts and methods of engineering enterprises. Therefore, in the state of information management, engineering enterprises must abandon the traditional management mode, accept new management concepts and establish a brand-new management mode.
Project management informatization can not be simply equated with paperless office, instead of turning manual forms into electronic versions. The development of project management informatization has roughly gone through the following stages:
(1) single machine function management software: such as cost software and engineering material management software;
(2) Cross-functional management software of the project center: such as project management software;
(3) To undertake the project management information system of the general management center of the engineering enterprise, such as the super-qualification management information platform and the engineering precision management platform.
At present, the informationization of project management has changed from simple functional software to the development of the overall management system of engineering enterprises. The informationization of project management has changed from budget cost, material management and plan management to an information platform for comprehensive business management and overall cooperation of enterprise projects centered on cost management. The reform of management mode of engineering enterprises is the core of project management informatization.
2. Informatization of project management promotes dynamic budget management of project cost.
The construction projects of engineering enterprises are distributed in different areas, and the construction environment is complex and changeable, and the degree of construction standardization is low. The project department needs to maintain the flexibility of management and quickly respond to the complexity and variability of the environment and tasks. At the same time, the income and cost structure of engineering enterprises determine that engineering enterprises are high-risk industries, and the profit and loss of each project will have a decisive impact on the development of enterprises. Engineering enterprises need to control the project to avoid risks and improve the project management level.
The project management modes of engineering enterprises can be roughly divided into three types: large contracting mode, headquarters self-organization construction mode and dynamic budget management mode. Enterprise self-organization construction mode can only be applied to small engineering enterprises with regional characteristics, and the construction projects are all within dozens of kilometers. The relationship of big contract mode is relatively clear and the management is relatively simple, but there are the following problems for enterprises:
(1) The risk of the project exceeds the risk-taking capacity of the internal contractor, and all kinds of risks are still borne by the enterprise from the legal point of view. In this way, the project becomes a profit-taking without loss;
(2) Because it is difficult to control the project cost in detail and adjust the budget dynamically according to the environment, enterprises are always in a weak position in information when determining the contract amount of the project, and they cannot guarantee their due profits, resulting in differences;
(3) On the surface, engineering enterprises reduce risks, but also give up greater profits, which will make enterprises lose their core competitiveness.
The dynamic budget management model based on project management informatization effectively solves the contradiction between decentralized management and centralized management of engineering enterprises. Under the decentralized management and centralized management mode, the enterprise headquarters determines the index value of the project cost system for the project through dynamic budget, dynamically monitors the actual business progress of the project in real time, and adjusts the project cost budget target according to the actual situation of the project. The project department makes independent and flexible decisions under the constraint of budget objectives, which not only ensures the risk management and control of the project by the enterprise headquarters, but also ensures the flexibility of project management. From the perspective of the sustainable development of the core competitiveness of engineering enterprises, the dynamic budget management model based on project management informatization is more suitable for large and medium-sized engineering enterprises.
Second, the dynamic budget and final accounts have changed the cost management mode of engineering enterprises.
The modes of decentralized management and centralized management adopted by engineering enterprises are different from traditional engineering enterprise management, especially the core of engineering enterprise management-cost management.
Comparison of the characteristics of two cost management models
(2) Understand the overall progress of the project, material purchase quantity, amount, inventory and other information through monthly and weekly reports; (3) For large-scale business processing, the project department shall submit it for approval, and relevant departments shall decide the key business decisions of the project and master the key business information of the project. (2) Enterprises and project managers can always see the comparison information between the actual cost and the budgeted cost of the project. (3) Enterprises and project managers can see the dynamic information of project business progress at any time through the system, such as contracts, acceptance sheets, material distribution, etc. , and give timely guidance and adjustment. (2) Each business department shall give the assessment results of the project profit and loss responsibility, and cash the benefit bonus of the project department.
1, the project cost management changed from ex post audit to dynamic budget.
When an engineering enterprise bids, the market development department makes a quotation according to the quota calculated and adjusted by the enterprise manager. After winning the bid, there are two ways to manage the project cost within an engineering enterprise. The traditional management mode is based on the bid price, considering the expected profitability of the project, directly determining the deduction point of the project management fee, thus determining the project cost target; Under the dynamic budget management mode, according to the project quantity, actual research materials, subcontracting, machinery and other price information, according to the internal project quota, the secondary budget is carried out to determine the internal cost target of the project enterprise.
Under the traditional management mode, although the cost management department of an engineering enterprise will give a simple project budget management goal to the project department in the early stage of the project, it cannot make the project budget reach the reasonable cost goal that the project department can achieve because it cannot dynamically adjust the project budget according to the actual situation of the project. Without the support of project management information system, the project department can't sort out the actual project cost in time, and it is difficult to compare and analyze it with the project budget cost. The headquarters of engineering enterprises can't get the actual project cost information in time and can't effectively control the project cost. Therefore, under the traditional management mode of engineering enterprises, the cost management of the project department is to conduct a comprehensive audit of the actual cost of the project after the end of the project to determine the actual cost of the project, but it is impossible to change the fact of project profit and loss, and it is impossible to analyze whether the project profit and loss is caused by project management or environmental changes, and it is difficult to have an objective and convincing result in evaluating the effect of project cost management, so it is impossible to effectively motivate the project. We can see that the cost management system of engineering enterprises under the traditional management mode can not really control the project cost and evaluate the performance of project cost management, but only clarify the profit and loss of the project after the project is over.
With the support of project management information system, the cost management department of engineering enterprise headquarters not only formulates detailed and systematic project budget cost, but also adjusts the project budget cost in time according to the requirements of project cost management and the specific situation in project construction, so that the project budget cost can correctly reflect the cost management performance of the project department. Based on the project management information system, all the business of the project department has realized informatization, which can not only improve the work efficiency of the project department, but also standardize the business process of the project department. For example, the minister of materials does not need to spend a lot of time on statistical accounting and settlement, and the software has automatically completed all these tasks. Moreover, the informationization of the business of the project department enables the project department manager and the headquarters manager of the engineering enterprise to see the business information and progress in real time, thus providing information support for business decision-making, guidance and timely control. On the project management information platform, managers at all levels can query and count the detailed comparison between the actual project cost and the project budget cost at any time, so as to find out the problems existing in the project cost management in time and take corresponding measures. At the end of the project, by comparing the actual cost of the project provided by the project management information system with the budgeted cost of the project, the project profit and loss and the project cost management responsibility can be defined, which can be used as the core index of the performance appraisal of the project department.
2. Project cost management has changed from financial function to the core function of enterprise management.
Under the traditional management mode, the project cost management of engineering enterprises is concentrated in a single department such as finance department or budget department. The function of cost management is to budget the project cost and audit and analyze the actual cost of the project after the project is completed. In the actual construction process, the actual cost of the project, whether it is the whole project or a specific project component, will deviate from the budgeted cost target. Under the traditional management mode, due to the lack of reasonable cost management mode and fast data processing ability, it is difficult for engineering enterprise headquarters and project managers to find cost deviation in time and make corresponding decisions. Only after the end of the project, the project audit led by the financial audit department can clarify the actual cost of the project and the deviation from the project cost budget target. Therefore, the traditional cost management of most engineering enterprises is analyzed and reported by the financial department. The competitive core cost management of engineering enterprises is actually one of the financial function management work, while the business management department of engineering enterprise management has a serious shortage of business cost control ability due to the lack of timely and effective information.
After the informatization of engineering management is realized, due to the adoption of dynamic project cost budget, the cost management of engineering enterprises is separated from the financial function management, and has become the management core of all business departments of engineering enterprises and a cost management model that can bring real benefits. The index system of project cost decomposition of engineering enterprises has also entered the management accounting system of engineering enterprise management from the original professional financial accounting system; Cost management data has changed from professional financial data to business cost data, and from financial department to relevant business departments, which meets the needs of business managers centered on general manager and supports business decision-making adjustment and control. Based on the dynamic budget management mode supported by the project management information system, the cost management function of engineering enterprises adds the budget information, final accounts information and business operation information of the project department at any time in the process of project construction on the basis of the original cost budget and post-audit because it can provide various business and actual cost deviation information of the project conveniently and quickly. Therefore, the business management department can control, adjust and guide the business process of the project department in time, which can effectively reduce the actual cost and control the project risk. Only the cost management centered on business management can truly reduce the project cost and create benefits.
3. Dynamic budget and final accounts have changed the business management and control mode of the project department.
(1) The business management and control mode of the enterprise headquarters for the project department changed from approval to monitoring;
Under the traditional management mode, it is difficult for engineering enterprises to monitor the business of the remote project department, so as to limit the authority of the project department and control the cost and business risk of the project department through the examination and approval of various businesses.
After the informationization of engineering management, all the business of the project department is displayed on the system platform in real time and completely, and the business management department of the enterprise headquarters can easily see the business process information of the project department, so that the business management department of the enterprise can effectively supervise and control the business management of the project department. In this management mode, whether the mutual trust between the project manager and the enterprise manager is enhanced, or the risks existing in the project department are clearly understood, the enterprise business management department does not need to control the risk of approval of the project department, and can give business guidance and adjustment in time according to the business progress of the project.
After the informatization of management is realized in engineering enterprises, due to the clear and timely control of the business of the project department, engineering enterprises can change the projects managed by the big contract mode into the incentive mode of dynamic budget management and delegate more power to the project department. With the decentralization of financial and business (materials, machinery, subcontracting) decision-making, the management autonomy and operational flexibility of the project department have been improved, and the overall decision-making efficiency and profitability of the project have been improved.
(2) The fund management mode of enterprise headquarters for the project department has changed from personnel supervision to project monitoring.
Finance is the center of business control, the focus of enterprise management and control, and the risk-prone area of enterprises. Traditional regional engineering enterprises put the financial management of the project department under the centralized control of the general enterprise, while cross-regional engineering enterprises run the financial management of the project in a way that the financial personnel are appointed by the enterprise and directly responsible to the financial audit department of the general enterprise. In practice, because the finance department of the project department belongs to the leadership of the project department, its business is also the business of the project department, and the financial personnel are both executors and supervisors, so the position of the financial personnel of the project department is actually embarrassing, and there are often contradictions and * * * schemes with the project manager.
After the informatization of project management is realized, the financial department of the enterprise can know at a glance the time, amount, reason and unit of each fund in and out of the project department, and can control the fund in and out without justifiable reasons at any time, and can timely allocate and control the payment according to the operation of project funds. In this way, the enterprise finance department does not need to supervise the fund collection and payment of the project department through the project finance department, but only needs to be responsible to the project manager, and the superior enterprise finance department and the counterpart business department are responsible for supervising the rationality of the fund payment of the project department, thus rationalizing the working relationship. After the implementation of project management informatization, due to the informatization of business and financial operation, the financial supervision of enterprise financial audit department has changed from the original appointed personnel supervision to dynamic and timely monitoring of the process, which greatly improved the efficiency and effect of financial monitoring.
Thirdly, the informationization of project management has created the competitive advantage of engineering enterprises.
The informatization of engineering management is of great help to the management of engineering enterprises. The informatization of engineering management and the management reform of engineering enterprises complement each other, which makes the management efficiency of engineering enterprises improve explosively. Modern engineering enterprise management mode based on engineering management information system has realized the remote, dynamic and real-time quantitative management of engineering enterprises, realized the informatization of engineering enterprises and improved the management quality of engineering enterprises.
(1) Time dimension: after the informatization of engineering management is realized, there is no information transmission and delay, the management efficiency of engineering enterprises is greatly improved, and the decision-making cycle is changed from traditional weeks and months to working days, which can realize rapid response;
(2) Quantitative dimension: After the informatization of engineering management is realized, the cost, materials, subcontracting and fund management of engineering enterprises have changed from traditional subjective judgment to accurate quantitative management;
(3) Distance dimension: Management informatization has made Wan Li close at hand. Even if the project is far away from Guanshan and Wan Li, the management of the project by the engineering enterprise is no different from being close at hand.
The brand-new management mode of engineering enterprises, with the sharp weapon of engineering management informatization, makes engineering enterprises go faster, more accurately and further, and enables engineering enterprises to obtain better cost advantages, greater project management capabilities and stronger enterprise execution. The process of management informatization of engineering enterprises is bound to be accompanied by the process of adjustment of competition pattern of engineering enterprises. No engineering enterprise can avoid the flood of project management informatization. Only enterprises that dare to face and seize opportunities can stand out from the competition.
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