Project management mode refers to the management form adopted by construction enterprises to organize construction production management after winning the bid. It involves the decision-making of organizational structure and personnel allocation, and has great influence on construction organization arrangement, safety and quality control, project cost control and capital progress control. In order to maximize the profit of the project, construction enterprises are constantly exploring new project management modes in actual construction. The development of project management mode from plan management to three-level project management, two-level project management and centralized two-level project management reflects the desire of construction enterprises to strengthen project management and control. However, with the continuous improvement and deepening of project management level, different management modes have different defects, especially in group construction enterprises. The choice of project management mode directly determines whether the project management organization is refined, whether the resource allocation is reasonable, and whether the construction organization arrangement is scientific, thus affecting the profitability of the project. Therefore, it is of great significance to choose and explore the project management mode and avoid the defects of different management modes, so as to strengthen the management and control of the project and improve the profitability of the project.
Construction enterprises; Project management; Mode exploration
In recent years, with the increasingly fierce competition in the construction market, while trying to expand the scale of operation, group construction enterprises have gradually fallen into the confusion of "it is difficult to win the bid, and it is even more difficult to make profits after winning the bid". The main reason for the difficulty in profitability is that the project cost can't be controlled, which directly leads to the deterioration of the profit rate of output value, insufficient liquidity, and the strange phenomenon of "can't live, can't live, and is not profitable", and the enterprise has only difficulty in survival. Many enterprises have come up with many management methods to try to solve the problem of cost control, such as advocating the target responsibility cost management of "calculating before doing, doing while calculating", putting forward administrative measures such as "unprofitable project managers can no longer hold posts", "increasing risk of mortgage" and adopting "power collection" (all the rights to purchase materials, lease machinery and equipment, labor and subcontract signing are controlled by the company), and some enterprises even adopt "contract amount first" There are many measures, but there are more and more loss-making projects, so it is difficult to solve the problem fundamentally as a whole. This has to arouse the thinking of enterprise managers. The author only talks about the influence of project management mode on project management.
1 Review of traditional management mode
Project manager alliance, project management issues.
Through years of exploration of project management mode, construction enterprises have experienced the transformation from planned economy to market economy and from extensive management to refined management. The application of project cost planning management in construction production has been strengthened, such as "limited delivery", target responsibility cost management and comprehensive budget management. Especially since the implementation of the Project Law, the group construction enterprises have adopted the three-level project management mode (head office, subsidiaries and engineering teams), defined the responsibilities of management at all levels in project management, and strengthened the management of construction, quality, safety and funds, which has made many contributions to improving the economic benefits of the project. However, there are some shortcomings in the three-level project management model, which restricts the further improvement of the project economic benefits. Mainly manifested in:
(1) It is difficult for subsidiaries to exert the overall effect of group operation. After winning the bid, the group construction enterprises generally assign the construction tasks to their subsidiaries in sections, and each subsidiary only organizes manpower, material resources and financial resources to carry out the construction according to its own construction production tasks, which will inevitably lead to repeated investment of manpower and material resources, low utilization rate, and difficulty in allocating them, resulting in the loss of economic benefits that the group should enjoy in combat.
(2) The overlapping of departments leads to an increase in on-site management funds. After the project starts, the head office (bureau headquarters) will set up management departments and related management personnel according to the needs of construction and production, and all subsidiaries (project departments) and construction teams will allocate the same personnel and departments in order to maintain the connection and counterpart of management work. The more units involved in the construction, the larger the management personnel, which greatly increases the on-site management funds.
(3) The project management responsibility cannot be clearly defined, and the three-level management agencies shirk each other. Many group construction enterprises used to be state-owned construction enterprises. Although it has been restructured into a company, its assets are mainly state-owned assets. Due to the repeated establishment of institutions, the three levels of management shirk their responsibilities when performing their respective duties or management is out of control. As a result, no one took due responsibility, resulting in low economic benefits and the loss of state-owned assets.
(4) There are many management levels, overlapping functions and low efficiency. The content of project management is diverse. While strengthening production management, construction enterprises should not only accept the command of multiple superior units, but also handle the inspection of owners, consulting, design, supervision and quality inspection units, and coordinate the relationship with local governments and relevant functional departments. A first-level management organization or one or two people can accomplish something. In this way, multi-level approval and multi-head management will not only cause inefficiency, but also increase a lot of expenses repeatedly.
(5) Due to different knowledge and understanding of management mode and related policies, there are various on-site management. Because managers have different knowledge and understanding of management mode and related policies, the implementation of on-site management methods is also different (for example, in the use of operation layer, some use employees, some use shelf teams, and some even use the whole system of migrant workers' teams; Equipment rental is carried out monthly, or by team, and so on. ). The methods and intensity of cost control are different, and the profitability of the same project is also different. In cost analysis, managers can find many different objective reasons and can't make a real comparison.
(6) selfish departmentalism is serious, and there is no overall concept. Three-level management institutions all carry out separate accounting, and managers first consider their own interests in the process of project management, so it is difficult to coordinate with each other and enjoy resources. Even some higher-level units share expenses with lower-level managers for their own interests, and lower-level units use internal management means to obtain income and increase internal operating expenses.
2 Three-level project management model reform
With the continuous summary of project management experience, many enterprises have realized the disadvantages of three-level project management, constantly reformed the project management model and removed the first-level management organization of construction team; Furthermore, while removing the first-level management organization of the construction team, centralized management should be carried out on the project department composed of the participating subsidiaries, the construction organization should be strengthened, the group bidding for bulk materials and machinery and equipment leasing should be carried out, and centralized fund scheduling should be carried out, that is, centralized secondary project management should be implemented.
2. 1 Advantages of centralized secondary project management
(1) The unified construction organization arrangement has certain power in resource allocation and deployment, which greatly improves the group's combat capability and reduces the waste of resources.
2) Bidding for bulk materials and equipment leasing, giving full play to the advantages of the Group's procurement, and reducing the cost of material procurement and the unit price of equipment leasing.
(3) guide the unit price of labor costs, especially the unit price of labor subcontracting, and effectively control labor costs.
(4) Rational allocation of economic resources and application of effective economic resources to the places where projects are most needed.
(5) Implement unified target responsibility cost management in the whole project, change the past practice of decomposing by budget unit price, and clarify the cost responsibility of management (bureau project department) and operation layer (subsidiary project department), so that the operation layer cost is closer to reality.
(6) Make overall arrangements for external coordination to avoid repeated expenditures.
(7) Enjoy the benefits and take risks. The risks within the target responsibility cost shall be borne by the project department of the subsidiary company; Other risks shall be borne by the Project Department of the Head Office. The profits realized after the completion of the project are distributed by the head office and subsidiaries in proportion, which clarifies the responsibility of project cost control.
2.2 shortcomings of centralized secondary project management
In the process of implementing centralized secondary project management, on the one hand, the problems existing in tertiary project management have not been completely avoided, on the other hand, new problems have emerged, mainly in the following aspects.
(1) system problem. A large number of construction production resources of group construction enterprises are mainly concentrated in subsidiaries. If the head office wants to carry out centralized secondary project management, it is bound to require subsidiaries to invest in the construction of production resources; When the subsidiary invested economic resources, it lost the control right of the centralized project, and could not see the return in the short term, which affected its support for the centralized project.
(2) Distribution and appointment of human resources. The management personnel of the project department of the head office shall be deployed by the head office, and the management and operation personnel of the project department of the subsidiary shall be deployed by the subsidiary. The project department of the head office has no right to appoint, remove and deploy the personnel of the subsidiary project department, and the project department of the head office has no right to replace the incompetent management personnel, resulting in poor government orders.
(3) selfish departmentalism is still serious. The production resources allocated by each subsidiary are independent of each other, undertaking construction and production tasks independently, lacking the overall concept.
(4) Inconsistent stakeholders, disjointed two-level accounting and insufficient cost control. Although the head office project department manages the target responsibility cost of the subsidiary project department, in cost accounting, the head office project department only calculates and controls the subsidiary project according to the unit price of the target responsibility cost, while the subsidiary project department decomposes and controls the target responsibility cost. For the sake of its own interests, the project department of the subsidiary often hides the actual situation in production, exaggerates the difficulty of the project, and haggles over the control unit price of the target cost, thus inflating the project cost.
(5) There are still overlapping institutional settings, with more on-site management personnel and excessive expenses.
(6) The managers of the project department of the head office have not really faced the project cost, and many managers have no on-site cost control experience and cannot explore the cost control space.
3. Assumption of straight pipe mode of this project
In view of the problems existing in the existing management mode, in order to strengthen project management, effectively control costs and expenses, and make project accounting truly reflect the actual situation of consumption, some enterprises began to explore the project direct management mode.
The so-called project direct management mode refers to that after the project is awarded, the head office and its subsidiary jointly invest in construction production resources to form a partnership project management department, which is fully responsible for project construction production, quality control, safety guarantee, relationship coordination, economic accounting, benefit sharing and risk sharing, so as to maximize the economic benefits of the project on the premise of completing the construction production tasks safely, with high quality and high efficiency; At the same time, the head office and its subsidiaries * * * set up regulatory agencies (the responsibilities of regulatory agencies can be performed by the head office and relevant functional departments, and temporary regulatory agencies can also be set up by the head office and its subsidiaries) to guide, supervise and assess the production and operation activities of the partnership project management department. The implementation of direct project management mode not only inherits the advantages of three-level project management and two-level centralized project management, but also overcomes its disadvantages.
3. 1 Advantages of the straight pipe mode of the project
(1) unify the construction organization, effectively allocate and integrate resources, and maximize the utilization efficiency of resources. Rational allocation of resources is the premise of strengthening project management, and the project management department has the right and more responsibility to make full use of human and financial resources according to the overall construction organization planning and objectives of the project department, so as to make the best use of people and materials. Effectively improve the use efficiency of machinery and equipment, improve the turnover times of reusable materials, and reduce unnecessary repeated purchases and idleness. Project manager alliance article, in-depth discussion.
(2) Reduce management levels and institutions and strengthen management. Under the project direct management mode, only one project department is set up for a project, which reduces the repeated setting of management levels and institutions. The responsibilities of each department are clear, overcoming the shortcomings of departmentalism and compartmentalization, and the resources invested by each unit are uniformly dispatched by the project department to ensure the smooth implementation of government decrees.
(3) It is more conducive to giving full play to the advantages of bidding and purchasing materials and equipment leasing, and greatly reducing the project cost. In engineering construction, the cost of materials and machinery will account for 50% ~ 70% of the engineering cost. Through bidding, the procurement cost can be effectively reduced and the economic benefit of the project can be improved.
(4) It is beneficial to implement target responsibility cost management within the scope of the project, and improve the incentive mechanism of responsibility assessment and clear rewards and punishments. With unified project management, it is beneficial to manage the target responsibility cost according to the unified charging standard, prevent the cost control from being out of line, and help to assess and reward and punish the relevant managers according to the management system. Although the managers of the project department come from different units, only one interest is consistent and cannot represent their respective units. They can only work towards the same goal and strive to achieve the project management goal.
(5) Promote project management and scientific and technological exchanges. The head office and subsidiaries have their own strengths in management level and science and technology, and their management experience and scientific and technological achievements are also different. After implementing the project direct management mode, managers and technicians from different units can communicate with each other and improve the project management level.
(6) Avoid the expenditure of internal operating expenses. After the establishment of the partnership project management department, there is only one benefit of the whole project, which avoids the internal business activities between different stakeholders.
3.2 Problems to be Solved
However, in order to implement the project direct management mode, set up a partnership project management department, mobilize the enthusiasm of subsidiaries to participate in project construction and management, and prevent the head office and subsidiaries from competing for tasks, the following problems must be solved.
3.2. 1 Economic resources input
Since the partnership project department is a temporary organization without production resources, after the project is awarded, the head office will provide qualified subsidiaries according to the needs of project production and operation, and set up the partnership project management department with equal capital contribution (or according to the agreed proportion). Its economic resources are divided into monetary resources, materials and equipment resources.
Project manager alliance article, in-depth discussion.
(1) monetary resources: after the establishment of the partnership project management department, according to the performance of the contract and the construction organization arrangement, the funds required for the project start-up (including the purchase fee for newly purchased equipment) will be determined, and the head office and the contracted subsidiaries will each contribute the same amount (or agreed proportion).
(2) Material resources: In order to make full use of the existing material resources of the head office and its subsidiaries, it can be transferred to the project management department according to its market value in consultation with the project department, which can offset the investment.
(3) Equipment resources: for the mechanical equipment transferred with the consent of the project department, the present value of the total rental expenses is calculated as the capital contribution according to the market rental price of the equipment and the construction period required by the project, and the rental expenses are amortized during the project construction. For the equipment that leaves early, the corresponding subsidiaries should make up the difference in time, and the ownership of the equipment still belongs to the original unit.
3.2.2 Distribution, evaluation and placement of human resources
The management personnel required by the project department are recommended by the head office and its subordinate companies as planned and selected on the basis of assessment. The personnel relationship deployment belongs to the head office, and the personnel appointment and removal right belongs to the project department. In order to encourage all units to recommend elite soldiers and strong generals and prevent "unloading" recommendations, a series of reward and restraint mechanisms can be established. For example, human resources can account for a certain proportion of its capital contribution, and the proportion of capital contribution can be deducted from the incompetent personnel according to their positions until the proportion of human resources is deducted. The assessment of project management personnel shall be conducted by the regulatory agency and the project department. The person in charge of the project shall be assessed by the regulatory agency, and the general project management personnel shall be assessed by the project department. Those who pass the examination will be retained, and those who fail will be returned to their original units. After the completion of the project, the management personnel can give priority to the newly started project, and the remaining personnel will return to the original unit, and the unit will properly arrange the work. For outstanding performance, the project department can give a one-time special reward, and suggest the relevant units to give promotion.
In a word, project management is a complex system, and the project manager will be fully responsible for the management of progress, safety, quality and benefit. No matter which mode is adopted, enterprises should establish a series of management methods and performance evaluation measures according to their own actual situation and the requirements of project construction, strengthen the management and control of the project, and maximize the profit of the project.