1 organizational structure of large-scale projects in China
1. 1 Characteristics of large-scale engineering projects
Large-scale engineering projects refer to nuclear power plants, aerospace projects, large-scale iron and steel enterprises, petrochemical enterprises, subway projects and water conservancy and hydropower projects, which have the characteristics of huge investment scale, diversified investment subjects, long cycle, high professional and technical level requirements, complex project management and difficult organization and coordination. In the process of construction, usually as follows:
(1) The project cycle is long, and there are many participating units, so many parties need to cooperate. The construction period of large-scale engineering projects reaches several years or even more than ten years, and there may be hundreds of participating units, so the amount of information and information processing generated in the construction process are very heavy. Without effective information communication methods and means, project participants are bound to "drown" in the vast ocean of information, which will lead to "overload" of unnecessary information on the one hand and "shortage" of effective information on the other, thus seriously affecting the smooth implementation of the project.
(2) The requirements of engineering construction projects for professional and technical level are gradually improved, and the construction is more difficult. With the continuous expansion of the scale of modern engineering construction projects, the amount of information exchanged between various departments and units related to the project is more detailed and specific, the technical difficulty and quality requirements of construction are constantly improved, the accuracy of information processing is constantly improved, the exchange and transmission of information are more and more frequent, and the complexity of information management of construction projects is becoming more and more prominent, which requires that the organizational form of the project must be able to adapt to this change.
(3) The participating units of the project are scattered, requiring information sharing and unified management. The successful construction of large-scale engineering projects needs the help of a large number of external resources, and the participating units may be inter-provincial or even transnational in geographical distribution. For example, quite a few large-scale engineering projects entrust foreign design companies to participate in the design or foreign suppliers to provide materials and equipment. Because the project participants are located in different geographical areas and may have different management habits and organizational cultural backgrounds, it is necessary to share a lot of information and coordinate communication in the project construction, and it is necessary to standardize and standardize management and establish complete organizational rules and procedures.
(4) The investment scale is huge and the demand for resources is great. In the process of large-scale project construction, the consumption of manpower, material resources and financial resources can be said to be amazing. For example, the railway reconstruction project after the reunification of Germany, the new airport project in Hong Kong and the Three Gorges Project are all projects with hundreds of billions of yuan, and the purchase, distribution and utilization of resources will generate a lot of instruction information. Only by strengthening information communication and coordination can we make the most effective, balanced, economical and flexible use of various resources.
For large-scale engineering projects, with the development of project life cycle, such as project start-up, planning and implementation, a large number of documents, reports, contracts, photos, drawings, videos and other information will be generated rapidly, so the efficiency and cost of project information management will directly affect the efficiency, quality and cost of other project management. Therefore, how to manage the information resources of the whole project process effectively, orderly and organized is an important link in modern project management.
1.2 current organizational structure mode of large-scale engineering projects
1.2. 1 parasitic project organizational structure model
Parasitic project organizational structure model is also called multilinear project organizational structure model. The main feature is the division of labor by function and specialty. Each professional department leader and project manager has the right to issue instructions to the corresponding professionals within their own responsibilities. Therefore, professionals should not only accept the instructions of department leaders, but also the instructions of project managers, as shown in figure 1.
1.2.2 autonomous project organizational structure model
The organizational structure model of autonomous project is to establish a completely independent organization to achieve all the goals of a project. This organization must undertake all the project tasks, and to a certain extent, allow the project to have full autonomy on the basis of assuming necessary responsibilities, as shown in Figure 2.
1.2.3 matrix project organization structure mode
Matrix project organization structure model is usually suitable for enterprises specializing in project implementation and management, or for the implementation of a super-large project, and for the project operation process of large and medium-sized survey and design units. There are many different forms of matrix organizational structure. In the mode shown in Figure 3, the basic principle of linear organization of professional departments is still maintained. Matrix organizational structure includes horizontal management and vertical management, and columns intersect with rows. Vertical for different professional departments, horizontal for different projects. Professionals in various professional departments are divided into projects and accept the leadership of project managers.
1.3 analysis of organizational structure and function of current large-scale engineering projects
The traditional organization theory was laid by henri H.Fayol and M.Weber at the beginning of this century. This theory emphasizes the division of labor and centralization, resulting in a complex and hierarchical "pyramid" structure. The power of the upper and lower levels is connected into an "equal chain", and unified orders are executed to ensure the order of information transmission. With the increasing scale of the organization, the management levels are gradually increasing, forming a tall, pointed and thin conical structure. Too many management levels not only affect the speed of information transmission at all levels, but also add a lot of own understanding and knowledge to each transmission because of too many levels, which may distort the information in the transmission process. For example, a study shows that the average information loss of enterprise board decisions reaches 80% after five grades. Among them, the loyalty rate of vice presidents is 63%, department heads are 56%, factory directors are 40%, front-line foremen are 30%, and employees are 20%[3].
At present, the organizational environment of large-scale engineering project construction-the organizational form among project participants is mostly a towering pyramid-shaped linear organizational structure. Because of its complexity and lack of horizontal connection, the result will inevitably lead to vertical communication at different levels. See table 1 for the specific evaluation and analysis of the above three organizational forms.
2. Organizational structure guarantee of information management application
Richard L. Daft pointed out in his works that organizational ineffectiveness has three characteristics: first, the decision-making is slow or the quality of decision-making is not high; Second, the organization can't creatively cope with the changing environment; Third, there are obviously too many conflicts within the organization [4]. Among them, the first feature is mainly due to insufficient information transmission and communication or excessive burden on decision makers, the second feature is mainly due to insufficient coordination among departments and posts, and the third feature is mainly due to unclear powers and responsibilities, and the goals of various departments cannot be effectively summarized as the overall organizational goals. Under the new organizational structure, information technology can support sufficient information transmission and communication, so that senior managers can easily grasp first-hand information and strategic objectives can be transmitted to all members of the organization completely and quickly. Information technology can support the decentralization of decision-making power of programmed decision-making, shorten the conduction chain from decision-making to implementation, and improve decision-making efficiency; Information technology can reduce the demand intensity and cost of coordination and form effective self-management within the organization; Provide guarantee for the change of organizational structure at the technical level, and reduce the possibility of organizational failure in the new organizational structure.
However, information technology is not necessary to avoid the ineffectiveness of the new organizational structure. In addition to a scientific management platform and information platform to support the coordinated operation within the whole organization, to ensure the efficient operation of this organization, employees must establish the status of "independent people" and have a strong sense of participation, consciousness, responsibility and work ability in order to be competent for this relatively loose management model organizational structure; There should be a high-quality leader to guide the organization forward. The new organizational structure requires senior leaders to have excellent management ability, organizational ability and strategic decision-making ability; The new organization needs simple and clear common goals, which can be transformed into concrete behaviors. This goal should clearly express the performance of each department and employee expected by the project itself and managers. The project must collect feedback information in time and compare the project operation effect with the expected value of the established goal of the project, so that each member can control and self-control.
3 the guiding ideology of organizational structure reform of large-scale engineering projects
As an inevitable choice for large-scale engineering projects to meet the challenges of informatization, information management is actually a process of capturing valuable information inside and outside large-scale engineering projects and making the most efficient use of this information to improve the competitiveness of large-scale engineering projects and achieve the goals of large-scale engineering projects. Organizational structure is a way of division of labor, grouping and coordination and cooperation for large-scale engineering projects. Whether the organizational structure is reasonable or not directly affects the exertion of organizational functions. Therefore, the success of information management of large-scale engineering projects and the effectiveness of its organizational structure depend on whether the organizational structure of large-scale engineering projects can be reformed according to the requirements of information management.
The organizational structure of large-scale engineering projects matching information management must be flexible and open, with environmental adaptability, strong innovation power and effective incentives for employees.
3. 1 Information technology has changed the information foundation of an organization and become the internal driving force to promote organizational change.
First of all, the openness and networking of modern information technology make it easy to obtain information. Through system integration and computer networking, the PC, which was originally in an island state, made it possible to enjoy information at different times and places, and the information was obtained more quickly and the cost was greatly reduced. Therefore, the process and personnel arrangement of information collection and processing can be optimized and adjusted accordingly; Second, the direction of information transmission changed from vertical transmission to horizontal transmission, which solved the decision-making delay and inefficiency caused by slow speed between levels and information distortion. This horizontal information processing requires corresponding changes in the traditional pyramid organizational structure; Third, information events and mass storage provide rich sources of "knowledge" for organizations, and at the same time improve the efficiency of collective work groups, which has become a major trend of structural change from departmental division of labor to unit integration; Fourthly, the openness and communication of information network also urge different organizations to seek to establish new cooperative relations and form new organizational forms between projects.
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