Based on PMBOK and GB/T50326-200 1 construction project management standards, this paper studies the framework integration of construction project management system _ Feng Hai _ Construction _ Architecture Chinese website, and manages construction projects from four aspects: project life cycle, project management process, project management elements and project product value chain.
Preface of 0
In the field of construction engineering, China has been carrying out the project manager system and implementing project management for construction projects, and has accumulated a lot of project management experience in practice. At the same time, advanced foreign project management theories, such as Project Management Knowledge System (PMBOK) introduced by Project Management Institute (PMI), have been introduced into China. In 2002, the Ministry of Construction promulgated the national standard (GB/T 50326-200 1) to guide construction projects, and the overall management level of all construction projects has been greatly improved. (refer to the Chinese website of architecture)
Based on this background, this paper combs and integrates the project management knowledge system and the construction project management norms, trying to comprehensively and effectively integrate the construction project management from four aspects: the whole project life cycle, the whole management process, the whole management elements and the whole product value chain, so as to establish a relatively clear, comprehensive, structured and hierarchical construction project management.
The project is a unique one-time task, which is completed in stages. When an organization operates a project, it will divide the project into a series of project stages in order to better manage the project. All stages of a project together constitute an overall life cycle. Any project has its specific life cycle, and the life cycle of a construction project can usually be divided into four stages: one is the bidding planning stage. At this stage, the determination of the tender object is the beginning sign, and the winning bid of the project is the end sign. The second is the construction preparation stage. This stage is marked by winning the bid for the project and ends with obtaining the owner's commencement instruction. The third is the construction stage. The sign of this stage is to get the owner's instructions to start work and end with the completion of the main project. The fourth is the stage of completion and delivery. This stage is marked by the completion of the main project and the delivery of the whole project to the owner.
1 General project management process
Management process refers to a series of management activities that produce certain results. All management activities carried out in the project life cycle must follow certain management processes, which can usually be divided into the following categories:
(1) Start the process. This process is to formally approve a project or to approve the project to enter the next stage.
(2) Planning process. This process is to determine the goal of a project or a stage of the project, and make corresponding plans according to the goal.
(3) the implementation process. This process is to organize resources to implement the plan.
(4) Control process. This process is to monitor the implementation of the plan and take various control measures to ensure that the project is implemented as planned.
(5) End the process. This process is to formally end a project or end a project stage.
These five types of management processes constitute a complete project management process, which is applicable to any project and runs through the whole life cycle of construction projects. Each stage of the project must follow the above-mentioned project management process to carry out various management activities, and the end of the previous stage prepares for the beginning of the next stage, which is based on the premise and foundation of the end of the previous stage. There is a close relationship between the two, and the project can be successfully completed through the cycle of project management at all stages of the project life cycle. The relationship between the project management process and each stage of the project life cycle can be represented by the diagram 1.
2. The total management coefficient of the project and the total output value of China.
Management elements refer to the areas that need to be managed in the process of project implementation. According to the relevant provisions of the project management knowledge system (PMBOK) and the construction project management norms, combined with the actual construction, the construction project management elements can be divided into 14 aspects and five levels, as shown in Figure 2.
(1) Management scope. This is the foundation and core of the whole project, which defines the final product of the project and the composition of various deliverables.
(2) Progress, cost and quality management. These are the three constraints and objectives of the project.
(3) Management of personnel, materials, machinery, capital and technology. This is the necessary resource (production factor) to realize the project.
(4) Site, contract, communication and risk management. This is a necessary means to ensure the effective development of the project.
(5) Comprehensive management This is the effective coordination and integration of the above-mentioned special management elements, and also the induction and concentration of management areas that cannot be covered by the above-mentioned special management elements.
The above 14 management elements basically cover all management fields of construction project management, and the effective implementation of the whole construction project management depends on the management of each management element.
The whole product value chain of the project is the process of product generation and value realization of the project, and the process of establishing output through construction in the construction project. The starting point of product value chain is activity) → corresponding deliverables are generated through activities, one of which may be generated by only one activity or several activities, so the relationship between deliverables and activities is one-to-one or one-to-many → the generation of deliverables eventually forms a project product.
3 framework of project management system (the framework of project management system)
From the project life cycle, the whole management process, the whole management elements and the whole product value chain, the whole project management system of the construction project is constructed, as shown in Figure 3.
This project management system framework takes the life cycle, management process and management elements of construction projects as three dimensions, forming a closed three-dimensional space; In the three-dimensional space, the product value chain composed of activities, deliverables and project products is the main line of the final production of project products. Among them, activities are located at the beginning of the product value chain, the final product of the project is generated based on activities, and the whole project management is also implemented based on activities, which is the most basic and core element in the framework of the project management system. Therefore, in order to effectively implement construction project management, it is necessary to clearly define every activity in the process of project implementation.
Draw lessons from 5W 1H management thought to define the activities of the project. According to the actual situation of the problem discussed, we can have different understandings and expressions of 5W1h. For the activities in project management, they are expressed as follows:
(1) What, what activities are needed? In a construction project, all activities required for the implementation of project management can be clearly defined according to the scope of the project and the actual construction needs.
(2) When and where, that is, when and where to carry out activities? In the construction project, it can be understood as which stage of the life cycle and which management process the activity is carried out; Which management element the activity belongs to. Three dimensions determine the specific position of each activity in the three-dimensional space, which can be expressed by coordinates: activities (life cycle, management process, management elements).
(3) Who is in charge of the activity? In the construction project, the specific person in charge of each activity can be determined according to the organizational structure of the project department and the post responsibilities of the team members.
(4) Why, that is, why do you want to carry out activities? In construction projects, all activities are aimed at generating corresponding deliverables, and then generating final project products, so generating deliverables is the direct purpose of activities.
(5) How, that is, how to carry out activities? In the construction project, all activities must follow certain methods and processes, which directly determines the efficiency of all activities, and then determines the project management efficiency of the whole project.
Based on the above analysis, within the framework of the construction project management system determined in Figure 3, we can list the activities that need to be carried out in each stage of the life cycle, each management process and each management element one by one through verification, and clearly define each activity through the idea of 5W 1H to form an activity checklist.
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