The only way to promote and improve the level of project management is through PDCA cycle.
The key to implementing project management is through PDCA cycle. Combined with the current situation of project management in construction enterprises, PDCA cycle can and should be carried out at different levels, different levels and different control objectives.
1 cycle and PDCA at different levels
The cycle of PDCA at different levels can be reflected in the implementation of a set of plans, implementation, inspection, feedback and treatment for each step and action at the enterprise level. It can also be carried out at the project level in the whole process of planning, execution, inspection, feedback and treatment of the project. PDCA cycle control can also be carried out in each sub-item, step or stage of each project.
2. Different levels of PDCA cycle.
On the other hand, PDCA is carried out at different levels, which can be reflected in the maturity model of project management. In the initial stage of project management, we mainly rely on people to make various plans manually, rely on people's knowledge, experience and instinct to implement them, and rely on primitive means such as manual inspection and calculation of data for feedback inspection. Therefore, the treatment measures and methods obtained are primitive, which may make the results deviate from the original goals. With the development of science and technology, the popularization and perfection of project management ideas, computers have gradually replaced people's manual work, and people have greatly improved the handling of some results that are difficult to achieve by manual calculation or control, so PDCA cycle can be opened at a higher level, which is more handy for project management.
3. PDCA cycle of different control targets.
Furthermore, PDCA cycle is carried out for different control objectives, which are reflected in different environments, and are planned, executed, checked and processed for different objectives respectively. For example, in the whole process of PDCA cycle, the progress, quality and cost of the project can be controlled, and the progress, quality and cost of the project can also be regarded as a goal of PDCA cycle, so that the final goal will not be greatly deviated.
4. Practical application of 4.PDCA cycle.
It is easy to understand that PDCA cycle is carried out at different levels and different control objectives, and many current project management is a good example.
PDCA cycle is carried out at different levels, which can be explained by the project management means of most construction enterprises at present.
Before the implementation of project management informatization, construction enterprises have also implemented project management, and also carried out four processes: planning, execution, inspection, feedback and processing, but they are basically manual operations. Due to the limitations of people's knowledge, experience, sense of responsibility, grasp of the market and implementation of technology, the planning of complex projects is often incomplete and flawed, or planning is purely for planning, which has no guiding significance for actual business. The insight into simple projects may be ok, but it may be powerless for projects with high complexity and large scale. The process of execution and inspection needs more process control, but relying on manual processing, people will also be powerless to massive data. The emphasis of processing is to control and correct the deviation afterwards, but if the data is inaccurate, people also have reason to doubt the accuracy of the processing results. This is the project management level of most construction enterprises at present. Of course, this also ensures the implementation of the whole project to a certain extent, so that the goal can be achieved to a certain extent in the process of continuous rectification. Our project management level has been greatly improved through PDCA.
However, with the increasingly fierce competition in the construction industry and the wide application of project management in China, low-level project management has become increasingly unpopular. In the case of low project management level, the leaders of the project department are willing to do things beyond their power, and may be worried about the implementation of a certain process or a certain period of time, but they can't get the actual data, but there is nothing they can do. In this case, the leaders of the project department may make employees work hard and calculate the rectification data all night, but most of them will be content with the status quo and only seek superficial success. Or rely on the existing technical force, get the corresponding control target, and spend the PDCA cycle at this level. This is already a good project management level at present.
The above description shows that the project department will encounter many new problems after implementing the basic PDCA cycle. Forcing people to find new solutions. If the new solution solves the problems that have not been solved before, it means that the project management level has reached a new level.
5. Improving project management level depends on advanced management means.
The market of the construction industry is constantly changing, and enterprises that can't keep up with the management level will always be gradually eliminated. There are many ways for companies to undertake projects, depending on the strength of enterprises and various relationships. But in the end, it is still the management level of the enterprise in project implementation. If an enterprise can't keep up with its management level and strength, it will gradually fail to undertake the project. Because of poor management, the project manager can not guarantee the profits required by the enterprise, nor can he gain the trust of the company boss. Employees also suffer from poor project management, resulting in a decline in income and floating people's hearts.
Improving the project management level is the goal that most enterprise leaders and project managers strive to pursue. For the project manager, the emphasis on the three major controls-schedule, quality and cost-may be different when implementing on-site project management, but in order to achieve effective control, we must treat the three major controls as a system, shorten the processing time of various data, speed up the timeliness of decision-making and improve the accuracy of management. To achieve the above effective control, construction enterprises need to find effective tools.
In the face of increasingly fierce market competition, only by establishing an advanced and efficient management system can enterprises continuously improve their management capabilities and calmly meet the challenges of market competition. We are in a very information age, and the ways and means of information processing have become an important symbol to measure the competitiveness of enterprises. If we are not good at mastering and using modern information technology, everything in the enterprise will have no advantage at all. The establishment of modern enterprise system and management innovation urgently require the establishment of a perfect information management system to improve the economic benefits and management level of enterprises; Management informatization can provide support for enterprise management decision-making, and it is also an effective management means to improve project management level.
Developing project cost management information system to improve the project cost management level of construction enterprises
At present, the competition of construction enterprises is, in the final analysis, the competition of enterprise strength. The improvement of strength depends on the ability of enterprises to undertake projects and explore new development directions. The three control elements of project management-schedule, quality and cost-are the goals that people pay close attention to in the process of project implementation. But as far as the most urgent goal that directly affects enterprises is concerned, it is still cost control. The upcoming reshuffle of the construction industry will also be largely related to cost control and lending capacity.
1, complexity of cost management of construction enterprises
The consciousness of construction enterprises in cost management is clear. They often spare no effort to control "running, running, leaking and dripping", to control the process and to formulate various rules and regulations, and some business leaders will practice it in person. But it is often impossible to implement. The cost management of a project is often a summary of accounts afterwards, and forms a report to deal with various taxes and audits. This is all because there is no good implementation tool and the essence of project management is not grasped.
Management believes that process management is a series of interrelated and interactive activities, which transform input into output. All work is achieved through "process". Therefore, PDCA cycle in project management is also a process management. Controlling every process in PDCA cycle can provide corresponding solutions for cost management. Management also believes that management is a gradual process, and the improvement of management level depends on continuous learning. Therefore, construction enterprises can master higher management skills only after mastering lower management skills. Therefore, a practical project management method is needed.
PDCA cycle emphasizes the whole process management of planning, execution, inspection and treatment. In order to monitor the project cost in real time, it is necessary to know the progress of the project at any time, that is, when and which processes were implemented, and summarize these processes. This requires a detailed and clear project progress schedule. While monitoring the actual progress of the project, it is also necessary to compare it with the plan or budget made in advance and give feedback in time, so as to find the deviation at any time and correct it immediately to ensure that the project development conforms to the target direction. The principle of this process is simple, but the process control is difficult. The reason is that the statistical data of different nodes in different time periods during the project implementation is too large for people to even think about. It needs to make a feasible plan under the guidance of the previous actual plan, and link it to each process or node to compare with the actual situation. This kind of work needs not only the assistance of modern tools, but also the cooperation of various departments, which is not only realized at the ideological level, but also a comprehensive tool.
2. The convenience brought by the project cost management information system to cost management.
The construction project cost management information system uses the rapid calculation and statistical functions of the computer to solve the process management problems in the process of project implementation. Through the information system, the responsibilities of each department are clarified, the smooth handover of the work of each business port is realized, and the cooperation level and work efficiency of each department of the project department are improved. With the further clarification of the current market demand, the construction project cost management information system is constantly improving, which also points out a direction for the development of the construction industry. Products and services that conform to the project management direction of construction enterprises are very important, so it is inevitable to study the project management direction of construction market.
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