1 Three Gorges Project Management Objectives, Contents and Tasks
The project management objectives of the Three Gorges Project can be summarized as follows: according to the requirements of first-class quality standards, the limited manpower, financial resources and material resources will be effectively allocated within the specified time and project budget to build a first-class project. The management content includes technology, materials, funds, personnel, etc. The specific management tasks can be described as: ① Three controls (quality control, schedule control and cost control); ② Two management (information management and contract management); (3) Coordination (comprehensively organize and coordinate the unity and cooperation of the owner, design, construction, supervision, manufacturers and other parties to successfully achieve the project management objectives).
2 Three Gorges Project management system and management mechanism
The construction of the Three Gorges Project is carried out under the special background of China's transition from a planned economy to a market economy and its imminent accession to the WTO. Therefore, its project management system should not only suit China's national conditions, but also consider how to integrate with international practices. International practice refers to the contract awarding rules, management systems and legal systems commonly used in international engineering circles, including ICB rules for international competitive bidding, owner responsibility system, contract management system, project supervision system, bidding agency system, project joint venture system, project subcontracting system, project prepayment system, project guarantee system, project insurance system, project warranty system, project claim system and project mediation system. The core content of the management system of the Three Gorges Project in line with international practice is four systems, namely, the project legal person responsibility system, the bidding contract system, the construction supervision system and the contract management system. On the basis of the four systems, the Three Gorges Group has also established two unique management systems, namely the technical service guarantee system and the sub-project management system. The two systems include planning and contract department, mechanical and electrical engineering department, international cooperation department, finance department and six centers (hydrological center, test center, measurement center, safety monitoring center, metal structure testing center and information center). Project management department includes dam project department, aviation construction project department, right bank project department, electromechanical installation project department, public works project department, etc. Technical service guarantee system and project management system are dynamically optimized and combined on specific projects according to matrix management mode.
From the perspective of engineering quality management system, the Three Gorges Project has established a set of hierarchical management system and quality assurance system with China characteristics and Three Gorges characteristics, that is, the State Council has established a national quality inspection expert group-the Three Gorges Corporation has established a quality management committee and quality management teams of various project departments-the supervision unit has implemented on-site supervision-and the construction unit has established a three-level quality inspection control system.
Project management mechanism includes incentive and restraint mechanism, reward and punishment mechanism, coordination mechanism (such as meeting coordination) and conflict handling mechanism (claim, mediation and arbitration).
3 Three Gorges Project Management Team and Team Spirit
The construction of the Three Gorges Project involves not only owners, designers, builders, supervisors, equipment and material suppliers, but also local governments, news media, finance and insurance, public security, meteorological traffic, immigration and environmental protection. The success of the project construction largely depends on the strong coordination and full cooperation of all parties, and the team spirit must be carried forward. Team spirit essentially requires strengthening internal unity, external unity, internal cooperation and external cooperation, and concentrating the wisdom of the group to study and solve various problems in engineering construction.
Systems engineering has a famous formula 1+ 1 >: 2, which means that the whole can be greater than the sum of its parts. As the leader of the project management team, the contribution of the project manager should be mainly reflected in giving full play to the role of each member of the team, making people do their best and reducing internal friction. The author thinks: ① The project manager of1+12 is an excellent leader.
Today's great achievements in the construction of the Three Gorges Project are closely related to developing team spirit and strengthening cooperation inside and outside the Three Gorges Group. Seven years' practice also fully demonstrates the importance of team spirit in ensuring the smooth implementation of the Three Gorges Project and promoting the work of the head office.
4 Matrix management mode of Three Gorges Project
The larger the project scale, the more matrix management mode should be adopted, and the prototype of matrix management has been formed in the Three Gorges Project.
In order to improve the utilization efficiency of various resources and reduce the project cost, taking the use of senior technical experts as an example, matrix management mode can be adopted, that is, senior experts can be arranged to provide technical consulting services for different projects. If experts are fixed on a project, there may be idle human resources. On the contrary, according to the matrix management mode, if an engineering project needs experts, they can be dispatched at any time, and then return to the company headquarters after the service is completed, as shown in figure 1.
5 Three Gorges Project Management Modernization Methods and Means
Modern methods such as work breakdown structure (WBS) and linear responsibility diagram (LRC) must be adopted in the management of super-large engineering projects. WBS is to decompose the project into several relatively independent work units step by step, so as to organize, plan and control the implementation of the project more effectively. All departments in the project management organization correspond to the work units in WBS one by one and use them side by side, which constitutes the matching of LR "things" and constitutes a management system with clear responsibilities, division of labor and cooperation and efficient operation. This is the project management method strongly recommended in this paper.
On this basis, the Three Gorges Corporation is also equipped with modern project management tools, such as program evaluation and review technique CPM, PERT and P3 software, and TGPMS, the Three Gorges Project Management Information System. It is rare for other domestic projects to spend huge sums of money to build TGPMS, which makes all management work standardized, standardized and procedural. However, from the perspective of development, we should also develop a higher-level intelligent, interactive and integrated decision support system (I3DSS), which is a comprehensive decision support system for decision makers and decision-making processes.
Unique technical management decision-making system of Three Gorges Project
In the feasibility study and demonstration stage, the Three Gorges Project hired 4 12 technical authorities and experts from all over the country to demonstrate and study 14 projects. In the implementation stage of the project, the Three Gorges Corporation hired a large number of well-known domestic experts to form the technical committee, which is the senior technical decision-making advisory body of the group company, and hired Pan, an academician of the two academies and vice president of China Academy of Engineering, as the director of the technical committee, and the deputy general manager and chief engineer in charge of technology of the group company as the deputy director. Over the past seven years, the Technical Committee has checked the major technical problems of the Three Gorges Project, especially organized the review of eight individual technical designs and done a lot of painstaking and meticulous work. Daily technical management shall be carried out under the leadership of the general manager and deputy general manager, and the chief engineer and secondary departments shall be responsible for the division of labor. Under the guidance or direct leadership of the chief engineer, the technical problems in site construction are concentrated in the Ministry of Engineering Construction, and the long-term technical problems are concentrated in the Science and Technology Management Department and related departments. The chief engineer plays a leading role in technical decision-making, presiding over meetings of technical directors of relevant departments of the head office regularly and irregularly, discussing technical problems and making decisions, and submitting major issues to the general manager's office meeting for discussion and decision-making. From the point of view of on-site technical problem management decision-making, the joint meeting system of project legal person, design, construction and supervision chief engineers is established to discuss major technical problems in engineering construction and speed up the technical decision-making process. For key projects and construction equipment, well-known foreign companies are also hired for consultation and supervision.
7 Three Gorges Project Human Resource Management
Project management includes technology, materials, funds and personnel.
Every management is very important, but in practice, different ways to focus on which management will naturally have different effects. The author of this paper believes that any professional management is carried out through people, who are the most active and key factor in productivity, so the development and management of human resources itself is the top priority of engineering project management. Project management must be people-oriented and people-centered. The main energy of the project manager should not focus on specific affairs, but should focus on understanding, caring, caring, cultivating, inspiring, respecting and trusting people. Management of people and things should be people-oriented. Its role is mainly reflected in how to play the role of subordinates or concentrate the wisdom and strength of the collective. Therefore, the project manager must fully understand, master and skillfully use the triangle theory. The triangle of psychological needs was put forward by American psychologist Maslow, who divided people's needs into five levels, as shown in the following figure.
Need to stimulate motivation, motivation dominates behavior. Human resource management must study the psychological needs, behavioral motives, psychological characteristics and psychological laws of managers and managed people. Relevant research results show that people-centered management is more effective than material-centered management, and the management of people and materials should be people-centered, rather than "management, card and pressure", and should focus on meeting the psychological needs of employees at five levels as much as possible. It is an epoch-making progress in the field of management science to shift from emphasizing the management of things and things to the management of people. It has become an important part of contemporary advanced management thought to regard people as a special resource, so that the company can survive and develop in the fierce competition, always maintain its vitality and vitality, and consciously explore and scientifically manage it. This is a new viewpoint of human resource management theory put forward by the author of this paper, that is, to develop people as real resources. The core of human resource management theory is how to develop human resources and how to mobilize people's enthusiasm. The failure of project management is often because the company headquarters and the project manager have not established a strong organization of supporters and collaborators, and they lack the understanding and play of others. Every member of the project team wants to make achievements in their work and to be concerned and valued. They start their daily work with good hopes, and the role of the project manager is to consider how to make them realize their hopes.
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