1 Two levels of project management and their relationship.
Project management involves many aspects, including commercial banks, survey and design, project supervision, equipment leasing, material supply, construction, operation and production. We can divide the "project management" involved in an engineering project into two levels. Although these two levels both participate in the same project and jointly complete a project, their management contents, management angles and management objectives are different due to their different positions and roles in the project. The division of project management levels is shown in figure 1:
The first level is construction project management, which is the overall management of project construction from the standpoint of the owner. The second level is the project management of implementers, that is, the project management of design units and construction units (contractors). In the whole project management system, construction project management is the core.
1. 1 construction project management
Construction project management is a macro and comprehensive management, which runs through the whole process of project management. The content of management is: the whole process from project establishment to project termination, including project organization, project investment control, progress (construction cycle) control, quality control, contract management, etc. The management angle is: investment adoption (that is, buying a house); The goal of management is to get a qualified project in a short time with a small amount of money.
Construction project management needs to define the composition of project management organization and plan project management and information flow; Implement all departments, managers and working procedures; Coordinate the work of various departments and organizations; Analysis and demonstration of investment objectives, preparation of investment reduction plan, preparation of capital use plan; Review the budgetary estimate, budget and pre-tender estimate, make technical and economic comparison, and control payment; Analysis and demonstration of project cycle objectives, preparation of general schedule and control schedule; Control the implementation of quarterly plan and review the progress of design, construction and supply; Clear quality standards and requirements; Review the design documents and check the construction quality; Planning contract structure, drafting contract, contract negotiation, tracking management and claim, etc. , involving the whole process of the project.
1.2 Project management of implementers
Because the owner comes first, then the project, and finally the design unit and construction unit, the "project management" of the design unit and construction enterprise is passive management, and the management content can only be the part of the project that won the bid and signed the contract, so it belongs to the territorial management of the project; Management angle: engineering design and construction production; Management objective: to obtain economic and social benefits from engineering design and construction production, so as to win the profits won by the enterprise and establish the market reputation of the enterprise.
Design project management is the self-management of the design unit itself in the design stage of the construction project. Through the design project management, the design unit also carries out quality control, schedule control and investment control, makes comprehensive and detailed arrangements for the implementation of the schedule plan from the technical and economic aspects, forms design drawings and specifications, and carries out supervision and acceptance in the implementation process. Therefore, design project management includes the following stages: design bidding (or scheme comparison), signing design contract, compiling design conditions, design scheme, target control in design implementation stage, acceptance and filing of design documents, design work summary, design and supervision in construction implementation, and completion acceptance. It can be seen that the design project management is not limited to the design stage, but extends to the construction stage and the completion acceptance stage.
Construction project management refers to the systematic management activities of planning, organizing, directing, coordinating, supervising and controlling the whole process of engineering construction under the condition of project management responsibility system, relying on the comprehensive strength of enterprise technology and management. Its management target system includes quality, cost, delivery, safety and site standardization (Saft).
1.3 Relationship among construction project management, design project management and construction project management
(1) Construction project management, design project management, and construction project management are all one-time systematic activities with engineering projects as the object, all of which have all the characteristics and general laws of the project, and can be managed by applying the theoretical methods of engineering project management.
(2) The management subject (construction unit) of the construction project is the buyer of the construction market, and only the seller is needed when designing the management subject (design unit) and management subject (construction unit) of the construction project; These three together constitute the main trading activities in the construction market.
(3) The management objectives of the three are different in nature. Construction units appear as investors in engineering activities and buyers of building products, so their goal is how to make the most effective use of the least investment area and meet functional requirements. This is a fruitful goal, and the specific work efficiency of achieving the result has nothing to do with it; Construction units and design units appear as executors of engineering activities and sellers of building products. Their goal is how to obtain the maximum value of building products, that is, profits, under the condition of ensuring the use requirements of buyers. This is a beneficial goal, and its concern for use value is only as a means rather than an end.
(4) The management methods and means of the three are different. The management object of construction projects is investment activities, and it is generally not necessary to master specific design and implementation methods. His management method of design and construction activities is indirect, and the main means adopted is contract management. The object of construction project management is construction activities, and the object of design project management is design activities. Therefore, their management methods are direct and concrete, and the main means are wisdom and control.
(5) The management scope and content of the three are different. The scope of construction project management includes the whole process from the formal production of opportunity research project to investment recovery, and the content should include all aspects of the whole process; The scope of construction project management is only the process from construction bidding to completion handover, and the content is the construction activities determined in the construction contract; The scope of design project management is mainly the engineering design stage, including the design tasks specified in the design contract and the design changes in the construction stage. The three are isomorphic and become the whole project management activity, and they must cooperate with each other to effectively achieve the goal of project construction.
2 shortcomings of traditional project management
In the traditional project management mode, there is a lack of systematic thinking to analyze the project from the perspective of overall objectives. Construction project management, design project management and construction project management are independent of each other. Due to different management subjects, there are many obstacles in communication, and the information at all stages of the project cannot be transmitted and communicated in time. The content of each stage of project construction is divided, isolated and static, and there are a lot of information content missing and untrue phenomena in communication. So that in the later construction process, the project plan is constantly changing, and all the work is chaotic in the implementation process, which makes the project out of control often appear. Therefore, by controlling multiple objectives of the project, it is difficult to ensure the smooth realization of the project objectives.
At present, with the continuous improvement of the scale and complexity of engineering projects, the above disadvantages are becoming more and more obvious in engineering project management, which urges people to change the traditional management ideas and study and solve the management problems of engineering projects with systematic and integrated ideas, which has become a good way.
3 project management integration thinking and its connotation
3. 1 Formation of integrated management idea
Generally speaking, integration can be understood as integrating two or more elements into an organic whole. This integration is not a simple superposition of elements, but an organic combination of elements, that is, it is combined and constructed according to certain integration rules, and its purpose is to improve the overall function of the system.
Management integration can be understood as the concept of building a system, and it is a comprehensive method to solve complex system management. The basic characteristics of management integration thought are overall optimization and dynamic development. Management integration aims at the overall optimization of the system, integrates all the elements of the system into an organic whole, and takes the system as the object to solve the management system problems in an all-round way. Because the integration elements will change due to the influence of the external environment, and the breadth and degree of integration will continue to improve with the development of things, management integration has a strong dynamic development.
On the basis of management integration, this paper puts forward a comprehensive integrated management model. The essence of this method is not to emphasize the combination of qualitative and quantitative methods, but to emphasize a system analysis method and a system understanding method-this is a new innovation in recent years. System analysis is to analyze and synthesize the research objects in the system form in stages and levels from the whole, coordinate the relationship between the whole and the parts in the dynamic, and make the functions and goals of the parts obey the best goals of the whole system. This system analysis method is to deal with the "object system" with a "cognitive system" that adapts to the complexity of the studied object.
The earliest application of comprehensive integration method to solve problems in China began with a new method refined, summarized and abstracted by famous scientists such as Qian Xuesen, Yu Jingyuan and Dai on the basis of studying three open complex giant systems, such as social system, human system and geographical system. They think this is the only method that can effectively deal with the problems of open complex giant systems at present. A system refers to an organic whole that exists to achieve a certain goal, and consists of several interacting and interdependent parts (called subsystems or elements). There have been some successful application cases of comprehensive integration method in China. For example, it is very successful in the social and economic system engineering "comprehensive research on financial subsidies, prices and wages"; Dai also has unique views on the research of artificial intelligence system under the guidance of this method; Zhao Xiusheng and Wei also tried to use this comprehensive integration method in regional planning.
3.2 Comprehensive integration mode of project management
By analyzing the characteristics of two-level project management and the disadvantages of traditional project management model, it is not difficult to find that the owners and contractors in the design and construction stages, as the main bodies of different levels of project management, are relatively independent in nature and have their own organizational interests, although they have a unified project construction goal. There is no administrative subordination between them, and each subject has different values, interest goals and behavior orientations, which leads to the contradiction between the unity of project organization goals and the diversity of project management subjects. The most effective way to solve this contradiction can only be to establish a perfect interest constraint between the owner and the contractor and establish a better information exchange channel between them. However, the root of all kinds of disadvantages in the traditional project management mode is the traditional project flow mode of "bidding-design-re-bidding-construction" continued by the owner. In this form, the owner, design unit and construction unit are completely separated in management, which leads to the separation of management angle and management goal, the information is out of touch and the contradiction is inevitable. Owners have to run back and forth between design units and construction units all day, and it is inevitable that they will only pay attention to one thing and lose management, which will make the project objectives unable to be achieved smoothly.
Therefore, starting from the root of the disadvantages of the traditional project management model, this paper introduces the idea of system theory and management integration into project management, and gives the breakthrough point of reforming the traditional project process arrangement from two aspects of project management. Adopt the mode of "bidding-design-construction", as shown in Figure 2:
The basic feature of this model is that the owner and the contractor sign a "design-construction" contract, and the same contractor completes the whole process of project design and construction. At this time, as a manager, the contractor has a comprehensive understanding of the design and construction, and the information is consistent. Problems related to the construction stage can be raised in the design stage, which makes the design decision-making speed fast, the atmosphere harmonious, and effectively reduces the number of design changes in the construction. Moreover, in this mode, the owner only deals with one unit, which is more direct, eliminating the reciprocating management between multiple units, making the management information smooth and the management process orderly, which will undoubtedly achieve better management results.
4 conclusion
A remarkable feature of engineering construction project management is the organization and management of multiple construction subjects. Aiming at the disadvantages of traditional project management mode in this respect, this paper regards the project as an organic system by using the idea of management integration and systematization, and puts forward the idea of comprehensive integration of project management in different periods, which unifies the thoughts and behaviors of construction project owners and contractors responsible for design and construction. To ensure the smooth and timely feedback of dynamic management information at all stages of the project, the purpose is to explore a feasible and effective project management method and better ensure the smooth realization of project objectives.
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