introduce
As far as China's construction market is concerned, on the one hand, the project legal person responsibility system has been basically established, and the diversification of investment subjects is taking shape. Whether the project objectives can be successfully realized has a great impact on the project legal person's own interests and even survival; On the other hand, the bidding competition is extremely fierce, and contractors have entered the era of low profit by contracting projects. As mentioned above, only when all parties involved in the project actively cooperate and coordinate can they give full play to their resource advantages, find new profit growth points, improve their comprehensive benefits, reduce various forms of internal friction and waste, and improve project efficiency. Partnering management mode develops the risk transfer and interest confrontation in the process of project implementation into a win-win situation through the establishment of cooperation mechanism, which is worth studying and practicing.
1 Definition of partner management mode
Partnering was translated as "partnership" by Chinese mainland scholars and "cooperative management" by Taiwan Province scholars. There are many different views on the definition of partnership management. The key is how to grasp the essence of Partnering management. Only by clarifying this issue can we get a proper definition. According to the author's analysis, the core content of Partnering management mode is explained as follows:
(1) All parties to the project establish the same goals, identify with each other and understand each other's expectations and values.
(2) All parties to the project communicate and coordinate effectively to form a cooperative project team beyond the traditional organizational boundaries.
(3) All parties to the project should enjoy information and important resources.
This new relationship is based on mutual trust, and it is expected to gain the following benefits through this way: reducing conflicts, improving work efficiency, saving costs, improving long-term benefits, encouraging innovation, continuously improving product and service quality, and improving customer satisfaction.
In terms of quantity, according to the statistical research results of American engineering circles on projects adopting Partne ring management mode [1], the effect of Partne ring management mode is to shorten the construction period (the average actual construction period is 4.7% ahead of schedule) and reduce the cost of engineering changes, disputes and claims (only 20%-54% of the traditional management mode). The customer's satisfaction with the project quality is improved (26% higher than the traditional method), and the working relationship of team members is obviously improved (67% for the owner and 765,438+0% for the contractor).
Figure 1 cooperative workflow
Figure 1 cooperative workflow
Figure 2 Framework model of project management mechanism based on long-term management mode of partners
Figure 2 Structure model of project management mechanism based on partnering
2 Partner Ton Management Workflow
Different organizations have different forms of collaborative workflow design for specific projects. In recent years, professional organizations and scholars in the United States, Britain, Australia, Taiwan Province Province of China, Hongkong and other places have put forward various forms of Partnering workflow. For example, document [2] summarizes the Partnering workflow cycle into three stages: Partnering formation, Partnering implementation, Partnering completion and restart. The author synthesizes various representative Partnering workflow expressions and puts forward the Partnering workflow as shown in figure 1.
3 framework model of project management mechanism based on partner management mode
The flexibility of management mode is the trend of management development. Quite a few facts show that relying too much on contracts to maintain cooperative relations not only hinders the deepening of trust between partners, but also leads to the establishment of cooperative relations on a narrow "opportunism". Partnering management mode is to establish a flexible project management mechanism through Partnering agreement after all parties sign the contract. For the project management mechanism based on Partnering, we should focus on the structural framework of the key mechanism based on Partnering agreement, with Partnering management as the means and the goal realization mechanism as the core. Based on this, we try to build a frame model as shown in Figure 2.
4 Partnering management mode to resolve project conflicts and explore the benefit mechanism of cooperative resources
The influence and effect of Partnering management on the project is extensive and multi-level. The following analysis mainly focuses on solving project conflicts and exploring the benefits of cooperative resources.
4. 1 Resolve project conflicts
Construction projects have the characteristics of large scale, long cycle, large investment, one-time completion, high risk, strong complexity and systematicness, many participating units and cooperative units, and often random interference factors [4]. These characteristics determine that there are conflicts among the participants in the preparation and implementation of construction projects. Partnership management can effectively resolve conflicts.
(1) Solve the information asymmetry conflict. Owners, designers, contractors and engineers have different time to enter the project, and their grasp of project information is also asymmetric. In this way, on the one hand, the owner's investment expectations and project ideas cannot be fully grasped by designers and contractors; On the other hand, owners often can't understand and accept some design ideas and schemes of designers, and don't understand the problems and construction details of contractors. Information asymmetry makes the work of all parties
The deviation of orientation will lead to conflicts in the process of project implementation; The information barrier between all parties has also caused a lot of work that could have been saved and controllable costs not to be saved and controlled, resulting in a large loss of potential benefits contained therein. Through the realization of Partnering communication mechanism, an integrated information system is established, which makes the information open and transparent to all parties concerned, and the information transmission is timely and accurate, which largely solves the information asymmetry conflict.
(2) Solve the conflict of engineering change. Engineering project is a trading activity of future products under the constraint of contract and based on trust. The characteristics of the project determine that in the project preparation stage, it is impossible for the owner to accurately describe the proposed project, and it is also impossible to accurately predict the changes of the site and external conditions during the project implementation. With the gradual in-depth implementation of the project, with the gradual increase and clarity of project information, new situations will inevitably appear, and changes in the scope of work, resource arrangement, design, engineering quantity and progress will often occur, which will lead to bargaining and conflicts of interest among all parties involved in the project. Partnering forms a coordinated control mechanism including feedforward and feedback through the project state evaluation system and conflict handling system, which can solve the conflict of engineering change in time and avoid hard accumulation.
(3) Solve the conflict of project elements. Project elements (such as cost, construction period, quality, safety, risk, etc.). ) is not only the unity of opposites, but also the measurement methods and evaluation criteria of different project elements are obviously different. For example, cost and time limit for a project are hard indicators with little flexibility and easy measurement, while quality and risk are soft indicators with great flexibility and difficult measurement. Contractors often prefer to pursue hard goals, but soft goals also have great influence on owners. It is the broad and different goals and expectations of all parties to the project that cause the conflict of project elements, such as the owner's price reduction, the designer's orientation of increasing design fees, and the contractor's excessive pursuit of low cost to gain one party's profit at the expense of the other party's loss. Partnering, based on long-term trust, performance evaluation and incentive mechanism, makes all parties in the project focus on the needs of the owners, and on this premise, improves the enthusiasm of all parties in the project to correctly handle the relationship between project elements.
4.2 Play the potential value of cooperation resources
All parties involved in the construction project have their own resources. According to the thinking of transaction cost economics, they can be divided into (1) unique, different and complex core resources, such as corporate reputation, reputation and corporate culture, which are not easily replaced by other resources. (2) Valuable trading resources can only be generated by specific trading and application activities, such as production equipment and construction machinery. (3) Through the integration of the above-mentioned core resources and transactional resources, a third kind of resources, namely cooperative resources, will be generated. Among them, the third kind of cooperative resources are not independently owned by any interested party in the construction project, and only through the cooperation of all parties can cooperative resources be generated. The deeper the cooperation, the more cooperation resources and the greater the benefits [5]. One of the important reasons why Partnering brings benefits is that it reconsiders and changes the cooperation form in the traditional mode, redesigns the organizational boundary, taps the potential value source of cooperation resources, improves the productivity and added value, and finally improves the profitability of all parties.
Practice of Five-Partner Tonnage Management Concept in China Ling 'ao Nuclear Power Construction Project
At present, this management mode has not been formally and systematically introduced in the name of "Partnering Mode" in China's construction projects, but the management ideas and methods of Partnering have been widely used in practice in existing projects, such as Ling 'ao nuclear power construction project. Table 1 lists the practice of Ling 'ao nuclear power project. It should be emphasized that the owners and contractors of Ling 'ao nuclear power project regard cooperation, communication and win-win as one of the most important reasons for the success of the project.
Discussion on introducing partner management mode into construction projects in China at present
The implementation of construction project management based on Partnering has been a research hotspot abroad for many years, and the demand in China is also high. For example, the Ministry of Water Resources pointed out that it is urgent to explore the target incentive mechanism of division of labor and goal combination in China's engineering project management; Interest-driven contract division and interest integration mechanism; Coordination mechanism of post division and ideological integration [6]. In fact, these expectations are the call for cooperative management. In my opinion, the introduction of Partnering management in China construction projects needs to solve the following main problems.
(1) Establish a credit system. Improve the social credit system of construction engineering market and solve the problem of trust crisis. The violation information of serious violations and dishonest enterprises should be recorded by credit evaluation agencies and disclosed to the industry and outside in a timely manner. Honest management is the premise of Partnering promotion.
(2) The government attaches importance to it and the owners promote it. The relevant construction administrative departments of the government should deeply study and attach importance to the successful experience of the current foreign Partnering management model, organize training for construction units, construction units, design and consulting units interested in trying Partnering, and learn the management concept and operation practice of Partnering. Although Partnering emphasizes the recognition and participation of all parties in the project, the main promoter of the owner's management concept can be said that the project management process of Partnering is the process in which the owner is committed to establishing cooperative relations and guiding its rational development.
(3) Credit and cooperation factors should be considered in bid evaluation. Establishing fair competition market order is the goal and direction of rectifying and perfecting market construction in China, but the Partnering management model is not contradictory to fair competition, and the Partnering model itself is the product of fair competition economic environment in western developed countries. After the contract is signed, the partnership can be implemented, thus better establishing fair competition. In the project that the owner intends to implement Partnering, credit and cooperation factors can be given appropriate weight and considered in bid evaluation. It is reasonable and feasible for the contractor who has really had long-term cooperation experience with the owner and won high trust to get moderate extra points in the bid evaluation, which really urges the contractor to realize the business philosophy of "taking one project after another, making friends with one party, expanding one market and increasing one credit".
(4) Contract innovation. Although we can only rely on the terms of the contract to bind the parties to fulfill their responsibilities and obligations and cooperate, sometimes the cost of such cooperation is very high, which will lead to conflicts and the termination of the contract. Partnership management requires the parties to the contract to trust, communicate and cooperate with each other, and change from fortification and confrontation to transparency and cooperation. Therefore, we should consider amending and supplementing some clauses in traditional contracts, reducing hostile clauses as much as possible under the premise of strict rights and obligations of all parties, and shifting the focus of owner's risk transfer and contractor's claim to solving problems together, so as to achieve the goal.
(5) Step by step. Partnering management is still a new thing in our country. Under the guidance of experienced experts at home and abroad, we can choose several national key projects to carry out pilot projects, truly taste the sweetness through practice, gain experience, sum up lessons, and then gradually extend them to more projects.
7 conclusion
Collaboration is also productivity. Trust should be based on stable cooperation mechanism and strategy, which is provided by partnership management. However, most participants in construction projects often have only one cooperation opportunity. Partnering mode is more suitable for "partners" who have formed the basis of mutual trust through repeated cooperation, so it has certain applicable conditions. Of course, it is useless to rely solely on the concept of partnership, and a win-win cooperation culture must be established in the industry. How to cultivate and create this culture in the industry is also a wide range of issues. However, the success of Partnering has been tested by practice, which is undoubtedly a new management mode worthy of our attention, introduction and research.
Practical examples of partnership management thought
In order to share site resources with Daya Bay Nuclear Power Station, complement each other's advantages and form economies of scale, Guangdong Nuclear Power Joint Venture Co., Ltd. (No.1 Nuclear Power Station) and Ling 'ao Nuclear Power Station Co., Ltd. (No.2 Nuclear Power Station) signed the Agreement on Mutual Support between No.1 Nuclear Power Station and No.2 Nuclear Power Station, and the two sides formed a close alliance through virtual asset portfolio, which reduced costs and improved efficiency.
* * * After signing the target contract, all the owners, creditors, suppliers and contractors have the same goal, achieving "good quality of power station, short construction period, low investment and high benefit" and "two cores win one core", and * * * have the same goal, integrating engineering, production and contractors into a big team in the same boat. Clearly put forward the commercial operation performance of grid-connected power generation as the final evaluation of the project construction level. Once the comprehensive excellence of the power station is achieved, the capacity coefficient will be no less than 80% in the first three years after commissioning, and all participants will be the ultimate big winners.
Communication aims to meet the safety and reliability of production operation through the construction of nuclear safety culture, which requires everyone to have a questioning work attitude, rigorous working methods and communication habits. Cultivate blue culture, that is, safety and environmental protection; We advocate a transparent culture, that is, we must never hide any quality problems, be transparent to users and partners, find them in time, give feedback in time, identify them accurately, and deal with them quickly. We welcome to check and find faults. All parties have put forward more than 26,000 opinions and handled more than 23,000.
In the process of project construction, the timely realization of some important milestones requires the joint efforts of many departments and contractors. In order to strengthen horizontal coordination and communication, a special coordination committee was set up. As the actual situation is complicated and changeable, no matter how rigorous and informative the contract is, all kinds of contract disputes are still inevitable. In the spirit of being responsible for the project, the owner and the contractor combine principle and flexibility through a special coordination committee, treat specific problems in a concrete way, and creatively and artistically solve problems such as supply delay, equipment defect repair and design change, so as to achieve a win-win situation among the owner, the contractor and the supplier.
The information of the risk assessment meeting should be fully communicated and prepared by all parties before the risk assessment meeting, so as to reach an understanding of risk treatment at the risk assessment meeting and discharge the implementation progress of various measures. In the application of engineering information management system, the main channels of information instruction transmission and communication within the owner, between the owner and the contractor, and within the contractor are built.
The continuous improvement of the installation project of conventional island in Ling 'ao, Shandong Nuclear Power Engineering Company, which participated in the construction of Daya Bay nuclear power project and became the contractor of Ling 'ao project, seriously summarized the experience of Daya Bay, compiled the feedback materials of the installation experience of conventional island in Daya Bay nuclear power plant, put forward improvement measures, and applied them to Ling 'ao project, which obviously improved the project management level.
refer to
[1] Gransberg D D, Reynolds h l. measuring the performance of cooperative projects [J].AACE-I transaction, 1998.
[2] Cheng E W L. Partnership in Construction Engineering and Its Key Success Factors: Quantitative Research [J]. Journal of Engineering Management, 2002, (10):195-201.
[3] Brown ·D·C, Ashley M J. New project procurement process [J]. Journal of Engineering Management, 200 1, (10): 195
[4] Li Jingwen. New progress in technical and economic demonstration of major projects [J]. Journal of Civil Engineering, 2002, 1 (1): 29
[5], clock,. Study on the influence of cooperation degree on the income of partnership enterprises [J]. Journal of Industrial Engineering and Engineering Management, 2002, 16 (1): 67
[6] Zhang. Speech at "Lubuge Project Management Experience Promotion15th Anniversary Exchange Meeting" [J]. Project Management Research, 2002, (9)
For more information about project/service/procurement bidding, and to improve the winning rate, please click on the bottom of official website Customer Service for free consultation:/#/? source=bdzd