Keywords:: university construction project management
Since the founding of New China, the development of China's university construction projects has been restricted by both planned economy and market economy, but generally speaking, the management of university construction projects has become more and more procedural, standardized and legalized. We must sum up experience and draw lessons from previous projects to lay a good foundation for the further development of construction project management in colleges and universities.
1 General situation of construction project management in China.
The construction and transformation of infrastructure is an indispensable part of teaching, scientific research and industrial development in colleges and universities. From 65438 to 0977, after China officially resumed the college entrance examination system, the development of colleges and universities in China once again attracted attention from all walks of life.
With the rapid development of China's market economy, the capital construction investment of colleges and universities has been increasing, especially in recent years, the investment quota of new construction projects, renovation and expansion projects of colleges and universities in China has greatly increased the budget expenditure of the whole school, thus creating a new situation in the capital construction scale in the history of running colleges and universities in China. Because, with the passage of time, especially in colleges and universities built in the 1950s, infrastructure such as water, electricity and heating has seriously restricted the development of modern university education from the perspective of "quantity"; From the perspective of "quality", it is also gradually aging, and some buildings even become dangerous buildings; From the perspective of "beauty", it is not suitable for people's growing material and cultural needs, and it is also extremely inconsistent with the educational function of the school environment. The funds needed for the construction, maintenance, transformation, decoration and beautification of the infrastructure in colleges and universities account for an increasing proportion of the daily operating costs of the school, so we should attach great importance to the management and control of these engineering construction projects. Based on this, in the past few years, comrades engaged in infrastructure construction in colleges and universities have made outstanding contributions to the reform and development of higher education in China. Mainly manifested in the following aspects: First, colleges and universities pay more and more attention to the expansion of development space and have achieved considerable results; Second, the hard conditions for running schools such as teaching buildings and laboratories in colleges and universities have generally been significantly improved; Third, the accommodation and dietary conditions of college students have undergone gratifying changes.
In the past, engineering projects in colleges and universities had different management methods according to different institutional settings and environmental characteristics. Before the socialization reform of logistics in colleges and universities was implemented, the relationship between schools and logistics was not the relationship between Party A and Party B, and the infrastructure projects of schools were generally managed by the school infrastructure department and logistics department. The management methods of these two departments are as follows: for new projects with a certain amount of funds or above, the school infrastructure department will determine the budget through strict examination and approval procedures such as planning and project establishment, and then invite tenders to determine the construction party after preliminary examination and approval, so that it can be built according to law; The maintenance and renovation project shall be undertaken by the school logistics department. Therefore, whether it is planning a budget or determining a team. , somewhat arbitrary, sometimes dubbed "finger project". When leaders or departments need it, it is often because of time that they design and construct at the same time, which is poor in planning and difficult to control funds. The quality of the project depends entirely on the "conscience" of the construction party and the sense of responsibility and management level of the construction management personnel. With the progress of society and the requirements of legalization and standardization of management, school infrastructure maintenance and renovation projects need to be brought into legalization and standardization management. The state manages special funds according to law, and implements budget management and bidding management for special projects, which puts forward higher requirements for the management of school infrastructure maintenance and transformation. For example, Beijing Institute of Technology, in 2003, the school successively formulated the Beijing Institute of Technology Budget Management Measures and the Beijing Institute of Technology Internal Control Management Measures for Procurement and Payment; In 2004, with reference to Order No.30 of seven ministries and commissions of the Ministry of Construction and the Ministry of Finance, the Measures for Bidding and Project Management of Infrastructure Reconstruction and Housing Repair Project of Beijing Institute of Technology was formulated. In 2005, the Interim Provisions of Beijing Institute of Technology on Bidding Management of Bulk Material Procurement was formulated. In 2006, the management measures for the use of annual planned logistics funds were formulated. A series of measures show that the renovation and repair of infrastructure in colleges and universities will gradually be managed according to the legalization and standardization of conventional construction projects.
2. Problems existing in the construction project management of Chinese universities
Although all colleges and universities attach great importance to the management of construction projects and actively explore ways and means to strengthen management, with the continuous development of higher education and the impact of market economy, it is urgent to promote reform, strengthen management and improve investment efficiency and project construction level in the field of university construction. At present, the management of construction projects in colleges and universities, especially the examination and approval, internal control, internal audit and supervision in the process of renovation and reconstruction, is not perfect and standardized enough. There is also a more serious problem, that is, corruption and bribery are common in the field of construction engineering in colleges and universities. Combined with many years of engineering design and management experience, the author thinks that the problems faced by the construction project management of colleges and universities in China are mainly reflected in the following aspects:
2. 1 The socialization process of university logistics also affects the comprehensive and in-depth management of university construction projects.
Before the country put forward the theory of socialization of university logistics, the market of university construction projects (including maintenance and renovation projects, the same below) was almost occupied by the construction departments within the school. These construction departments have different names in colleges and universities, some are called the repair department of the General Affairs Department, and some are called the house repair department of the General Affairs Department. No matter what they are called, they are similar in nature. At that time, affected by the planned economy, the school's internal construction projects were directly assigned to the construction department of the General Affairs Department for construction, and some projects omitted the bidding stage. The school logistics department also takes it for granted that the maintenance and renovation project should be completed by logistics. As for how to manage it, the logistics construction unit will arrange it according to the requirements of engineering quantity and construction progress. Sometimes, if the construction period is short, the construction unit may directly enter the construction stage or even omit the design stage, and the management in the process of project implementation is also managed by the technical personnel of the construction department on the spot. In this construction state, there is no effective monitoring mechanism for engineering objectives such as engineering quality and engineering cost, so there is no "project management" for such projects.
With the deepening of the socialization process of colleges and universities in China, the deepening of the reform of the market economy system and the improvement of the national financial system, the university construction engineering market is no longer monopolized by the school logistics department. The school has also formulated a series of project management methods that match the socialization of university logistics, national laws and financial systems. The awareness of project management has been improved, and the market concept and legal concept have also been strengthened. At the same time, the market economy has also brought about diversification and decentralization of the interest pattern. Moreover, due to the relative liberalization of the university market, some construction enterprises with high qualifications and rich construction experience have poured into the university construction market, which has formed the concept of project management of building maintenance and renovation projects in universities. However, due to the lack of socialization of logistics, colleges and universities can not completely liberalize the engineering market, resulting in certain obstacles and constraints in engineering project management.
2.2 University construction project management tends to be "marginalized"
The main purpose of university construction project management is to rationally use the limited construction resources of universities and optimize the configuration of hardware facilities in universities. Although domestic universities are racking their brains to expand the scale of project construction, it is impossible for all universities to expand their school space at will due to the limitation of geographical environment and funds. To take a step back, even if the school space is expanded, the aging of buildings in the old campus is a common problem in colleges and universities all over the country, and the repair and transformation of these "aging" buildings is another serious problem facing the management of engineering projects in colleges and universities.
In recent years, Chinese universities attach importance to the project management of large-scale new buildings, and think that large-scale new buildings need to spend considerable manpower, material resources and financial resources for management and planning, while ignoring the management of maintenance and renovation projects. This is the so-called "marginalization" problem of university project management. In fact, the maintenance and renovation project is an important branch of university engineering projects, which occupies a considerable proportion in school engineering projects. For example, in 2006, Beijing Institute of Technology spent more than 8 million yuan on maintenance and renovation projects. The sources of funds for these projects are different, so the management methods that should be followed are naturally different. However, the management of these projects can not violate the relevant provisions of Order No.30 "Bidding Measures for Construction Projects" jointly issued by the Ministry of Construction and the Ministry of Finance. How to use these limited funds to effectively improve the existing teaching resources of the school, and how to ensure the quality and control the funds as high as possible in the process of improvement is another new topic of engineering project management in colleges and universities, which can not be ignored and is also a brand-new field of engineering project management in colleges and universities.
2.3 The preliminary work of university construction project management is weak.
This weakness is mainly manifested in the following two aspects: first, the lack of scientific demonstration of engineering construction projects. Most colleges and universities in China were established earlier, and most of the infrastructure in many colleges and universities was built in the late 1970s or even earlier. With the passage of time and the rapid development of higher education, the existing infrastructure of colleges and universities in China can no longer meet the needs of higher education development under the new situation. Therefore, it is imperative to accelerate the pace of construction. But the problem is how to carry out effective scientific planning, not just relying on the subjective will of some leaders. Secondly, campus planning needs to be strengthened and improved. In the past, the university campus was relatively closed, but with the expansion of the scale of colleges and universities, the increase in the number of students and the development of teaching and scientific research in colleges and universities, the demand for school infrastructure has increased year by year. Colleges and universities have invested in building student dormitories, canteens, supermarkets, banks and post offices. In the limited campus space of the school, the school exists in a "small society" state, even the faculty, their families, students and so on. However, these infrastructures often lack the necessary planning due to the urgency of the project, and sometimes even change the planning at will, resulting in a waste of resources and funds.
2.4 University infrastructure management model does not meet the development requirements of project management.
As far as the current situation is concerned, the management of infrastructure in colleges and universities is mostly managed by the administrative department of the school-infrastructure department (branch, office). In case of campus expansion or large-scale construction projects, the temporary infrastructure team is responsible for organizing the implementation. With the construction activities becoming more and more market-oriented, this management defect is becoming increasingly obvious.
2.5 Capital control measures for new projects in colleges and universities are not in place.
The source of funds for engineering projects in colleges and universities is basically national financial allocation or self-financing by schools. However, due to the urgent demand for engineering projects in recent years, many projects were launched hastily and the work in the early stage of project implementation was not detailed, which led to the late negotiation, over-estimation, over-estimation and over-settlement.
3 Problems and Enlightenment of Construction Project Management in Colleges and Universities
3. 1 pay more attention to and strengthen the feasibility study in the early stage of the project, and standardize the decision-making behavior of the project.
The feasibility study of construction project is the core and focus of the preliminary work of project investment, and it is also an important basis for project decision-making, which should be paid attention to and strengthened. University construction projects should be refined in the feasibility study stage, and all projects involving a large amount of money must go through democratic decision-making procedures. First of all, functional departments should submit a feasibility study report. A good feasibility study should be the best scheme of engineering technology and economy, which can make major construction projects get the highest social benefits with minimum risk and investment.
3.2 Establish and improve the whole process audit system.
The whole process audit of colleges and universities is to supervise, examine and evaluate the construction investment, economic activities, construction achievements and benefits in the whole process of construction projects, that is, from project proposal to project completion, the audit department uses scientific management methods and adopts a rigorous and serious work attitude to track and actively supervise project management contents such as project investment, project quality, project progress and contract. Gradually explore a more scientific and standardized investment decision-making and construction project cost management model in colleges and universities.
3.3 Implementation of "agent construction system"
In recent years, the field of engineering construction has developed rapidly, and the whole process management and PMP project management have gradually become the mainstream. In order to comply with this development trend, infrastructure managers should not only have professional knowledge of construction, but also have the ability of investment management. But as far as the actual situation of colleges and universities in China is concerned, many of them can't meet this requirement. Therefore, the implementation of the internationally accepted "agent construction system" has become the only way for the management of capital construction projects in colleges and universities. "Agent construction system" refers to government-invested projects, which entrust qualified project management companies or other enterprises with corresponding project management capabilities as legal persons, agent investors or construction units to organize and manage the project construction, and take full charge of the organization and management of the whole process of project construction, so as to separate the functions of "investment, construction, management and use" of public projects, and finally achieve the purpose of controlling investment and improving investment efficiency and management level through professional project management. After the implementation of the "agent construction system", the project construction unit does not need to deploy personnel to form the infrastructure team, which reduces the work pressure; At the same time, the supervision mechanism of mutual restriction among investors (government or universities), agents and users (universities) has been established, which avoids the phenomenon that one party has the final say to some extent, and is a powerful measure and means to solve the problem of * * * in the field of university infrastructure from the source in the construction of party style and clean government.
3.4 Implement the cadre rotation system and constantly improve the supervision mechanism of power operation.
With the deepening of education reform, the cadre management system in schools must meet the needs of education reform and prevent and control * * * * from the source; Implement the cadre rotation system. Job rotation, also known as job rotation, generally refers to the planned job changes for the staff who hold leadership positions and some non-leadership positions with special work nature in the work department in order to rationally allocate power. First of all, we can realize the rational optimization of talents and give full play to their respective talents. Secondly, it can cultivate compound talents, improve their work initiative, enhance their sense of responsibility, undergo exercise in a wider range, stimulate their spirit, constantly explore and innovate, and improve their comprehensive management and coordination ability. Thirdly, we can strengthen the construction of diligent and honest government, enhance the sense of responsibility and avoid the problem of * * * *. At the same time, we should vigorously advocate the democratic supervision system and give full play to the role of various media on campus.
3.5 We should attach great importance to the overall planning of university campus.
With the development of science and technology society, socialization and openness have become one of the trends of higher education development, and also the direction of campus planning and development. Universities and cities should be regarded as an organic whole. As far as the campus itself is concerned, the overall construction of colleges and universities is a systematic project. All the elements involved in campus planning are summarized into a whole research object for consideration. At the same time, it is emphasized that the overall situation should be dominated by a clear, definite and consistent planning structure, and a rich, unified, orderly and spiritual campus atmosphere should be created, and isolated and one-sided campus planning should be opposed. Especially for the construction of new campuses, we should seriously solve the problems of optimal combination and utilization of new and old campuses. For the future use of these new campuses, the school must carefully plan, share resources, make overall arrangements and give full play to its role. We can neither abandon it nor be swayed by considerations of gain and loss. More importantly, we should prevent building a new campus in a hurry by blindly requisitioning land before making a scientific plan for the campus.
Facing the future, the inevitable way out for engineering construction in colleges and universities is to take the road of socialization and marketization, which is a choice in line with objective laws and realistic conditions and has become the understanding of most people in the industry. It is hoped that the staff engaged in capital construction in colleges and universities will further understand the situation, identify the problems, cheer up their spirits, improve their work and make contributions to the reform and development of schools and national education.
refer to
[1] Zhu. Reflections on the Capital Construction of Modern Universities [J]. Modern University Education, 2004( 1).
Liu Yunhua's Reflections on the Construction of Campus Environment in Colleges and Universities at the Present Stage [J]. Quality Education Forum, 2007(4).
Zhou Wanneng, Zhang Wei. On the agent system of university construction projects [J]. Chinese and foreign architecture, 2005(6).
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