First of all, strengthening project management is the need of the long-term development of construction enterprises.
The implementation of project law in construction enterprises has effectively promoted the reform and development of the construction industry. Construction enterprises change their management mechanism, break the fixed administrative system, and establish a project management responsibility system with the project manager responsibility system as the main form according to the requirements of project management. Through the optimal allocation and dynamic management of production factors, the management level and construction production capacity of enterprises have been improved, and the economic and social benefits have been greatly improved, and a production and operation system with project management as the core content has been gradually formed. With the process of economic globalization, the market environment faced by construction enterprises is undergoing profound changes, the competition in the construction market is becoming increasingly fierce, the requirements of owners are becoming more and more demanding, the range of advance payment and price reduction is increasing, the construction period is getting shorter and shorter, the quality requirements are getting higher and higher, and the situation of winning the bid at the lowest price is becoming more and more common. The traditional project management mode has been difficult to adapt, and some deep-seated problems affecting the long-term development of construction enterprises are constantly exposed. Here I mainly talk about the following six aspects.
1. The relationship between the enterprise and the project is not clear. On the one hand, the responsibility and authority of enterprises and projects are unclear, the project management system is lacking, the enterprise supervision is out of control, the project responsibility assessment is a mere formality, and the supporting measures are imperfect or ineffective. On the other hand, the project goal orientation is inconsistent with the enterprise goal, deviates from the strategic framework of enterprise development, is seriously selfish, attaches importance to the project interests and ignores the overall interests of the enterprise, resulting in the solidification of enterprise management departments and means of production. The central coordination and control power of enterprises is gradually weakening, and the overall strength of enterprises is seriously weakened; The principle that "the enterprise is the profit center and the project is the cost control center" cannot be well implemented, which leads to the profit of the project and the loss of the enterprise.
2. The human resource management of this project is weak. At present, the human resource management of construction enterprises is still quite weak, and some construction enterprises only stay at the level of labor wage management, without professional human resource management talents and corresponding talent systems, measures and methods. This weak human resource management not only leads to the loss of middle and high-level backbone of state-owned construction enterprises to private enterprises to a certain extent, but also takes away their technology, experience and lessons, as well as owners and markets, which indirectly affects the cohesion, combat effectiveness and harmonious progress of the project team. The project manager's own knowledge of project management system, professional and technical awareness, legal awareness, quality awareness and safety awareness are weak; Some project managers' team consciousness is weak, paternalism is serious, power desire is too large, and personal heroism is serious, which seriously dampens the enthusiasm and creativity of employees and weakens the control of enterprises on project management.
3. The concept of cost control is not strong. Although most construction enterprises have a profound understanding of the significance of cost control, and each has a set of management methods. However, the system control concept of full participation, all-round and whole-process control is not strong, and it still stays in the stage of plugging loopholes, that is, plugging materials, equipment procurement, engineering subcontracting, labor subcontracting, unproductive expenses and so on. Lack of deep understanding of some potential factors that affect the cost of engineering projects, and lack of strong wrists and hard measures. The value recognition of the contribution of technological innovation to profit growth is still relatively low, and the understanding of the great influence of construction deployment and construction organization on cost is still vague. We should firmly establish the development concept of taking benefit as the purpose. In the market economy environment, economic benefit has always been the primary goal pursued by enterprise management, especially today when China's market economy system is gradually improving, enterprise management should be oriented by market demand, and strive to obtain as many profits and as good social reputation as possible by providing products and services with as high quality and perfect functions as possible to the market.
4. The risk management and prevention mechanism is not perfect. Many construction enterprises do not know enough about risks, and simply attribute the potential market risks, product risks, financial risks and brain drain risks to fierce market competition and poor living environment. Lack of analysis of market competition, lack of understanding of the market, insufficient commitment to the owners' demand for price reduction and unconventional shortening of construction period, insufficient estimation of management coverage and resource allocation caused by blind expansion, repeated mistakes in the serious consequences of out-of-control joint ventures, loss of credibility and market, indifference to financial crises such as serious depletion of funds and increased risks of loans and debts, failure to identify the deep-seated reasons for talent flow, and loss of vigilance against the sharp decline in profits.
5. Lack of scientific and reasonable performance appraisal system. The performance appraisal system of many construction enterprises lacks scientific rationality, personal interests are out of touch with responsibilities and obligations, performance appraisal is not linked to the distribution of labor results, and project management responsibility appraisal is a mere formality. In addition, in the past, most construction enterprises ignored the role and contribution of the project department and ate the same pot, which dampened the enthusiasm and creativity of the project; The current situation is that all the auras are worn on the project head, and the distribution of labor results is concentrated in the project department, which affects the enthusiasm and creativity of the functional departments of the enterprise to some extent.
6. The informatization construction of construction enterprises is relatively backward. At present, the informatization construction of most construction enterprises still stays in the stage of mail receiving and dispatching, paperless office and enterprise homepage construction, lacking the overall planning and system design, lacking the understanding of informatization construction as a profound revolution, and the value of informatization has not been effectively tapped. The contribution rate of informatization in enterprise profit growth is still very low, which has not been generally recognized and its position in enterprise development strategy has not been established.
Two, actively take measures to improve the project management level of construction enterprises.
As recruits in the construction market, the five companies have a lot to learn from. On the surface, the lack of long history and profound experience is the disadvantage of construction enterprises, but in fact, it also has the advantages of solid foundation and strict management. We can learn from the experience of our predecessors, introduce advanced technology and actively explore and innovate, so that birds can fly first and catch up later. Let me talk about my experience in strengthening the project.
1, straighten out the interest relationship between the enterprise and the project. Senior managers of enterprises should seriously study the market, bring enterprise project management into the category of strategic development planning, optimize the allocation of resources, manage all engineering projects of enterprises, and maximize the overall situation and overall performance, rather than the performance of individual projects, so as to improve the comprehensive management level of enterprises and enhance their competitive strength. Therefore, it is necessary to build an enterprise project management model that adapts to market changes, enterprise development and efficient operation, and the most important one is the construction of the power system of enterprise project management. The power system of enterprise project management is the authorization and constraint relationship to the project manager. The authorization is too small, so it is difficult for the project manager to obtain the required resources and complete the project management responsibilities, lacking enthusiasm and creativity; Too much authorization makes it difficult for top managers to monitor the project, which leads to out-of-control project management, thus affecting the maximization of enterprise interests. Practice has proved that there is no absolutely optimal project management mode, only the most suitable mode. Decentralization of project managers should follow the principles of proceeding from the enterprise's own reality, adapting to market changes, adapting to enterprise development, respecting enterprise history, respecting enterprise culture and operating efficiently, and adhering to the basic principle of "enterprise is the profit center and project is the cost control center". Put responsibility, power and neatness into practice in an equal and pragmatic way. The responsibility assumed should be equal to the power given, and the distribution of labor results should be linked to responsibility and dedication. At the same time, with the change of internal and external economic environment, the project management mode of enterprises should be constantly improved, perfected and improved.
2. Optimize the organizational structure of the project department. The project department is the frontier and vanguard of construction enterprises, and the reputation and management level of construction enterprises are finally reflected by the project department. Perfecting the organization of the project department is directly related to the quality of project management and engineering. The construction quality and benefit of the project reflect the management level of the project department. Therefore, in order to strengthen project management, it is necessary to improve the organizational structure of the project department and separate the management layer from the operation layer according to the principle of "streamlining management layer, optimizing labor layer, reducing management span and reducing project cost". The functional departments of the project department should be sound, not bloated, and more importantly, technicians should not be compressed to reduce expenses, so that one person can do more jobs. This will easily lead to the mistakes of technicians due to busy work, which will lead to the decline of project quality and the failure of project management. Therefore, it is necessary to set posts according to the project objectives, allocate personnel according to posts, and rationally allocate personnel according to the establishment, so as to make the organization lean and reasonable. Only in this way can the overall management efficiency of the project department be improved, and the project department can increase efficiency and create benefits for the enterprise. In all the projects under the jurisdiction of our company, standardized project post management is strictly implemented, so as to streamline posts, set posts and salaries, and assign responsibilities to posts, which not only ensures the optimization of post allocation of project personnel, but also maximizes personal work ability and implements post responsibilities.
3. Optimize the resource allocation of production factors of the project. The resources of enterprises are limited. Optimizing resource allocation, improving resource utilization efficiency and reducing cost are important links in project management. Whether the allocation of production factor resources in a construction project is reasonable and scientific is directly related to the progress, quality, safety and benefit of the project construction. Optimizing the allocation of production factors resources is the key to strengthen project management. First of all, according to the characteristics of the construction project, carefully study and carefully prepare the production factor plan, so as to meet the needs of the project in the construction process and ensure that it is in place in time. Secondly, it should be carried out according to the standards of project management level and engineering demand, technical strength and engineering demand, mechanical equipment and financial strength and engineering demand. Third, it is necessary to improve the talent assessment system, establish a talent pool of enterprises, formulate a training plan for key employees, establish a talent selection mechanism, and form a compound project management team that is capable, efficient, technical, good at management and operational. A United, cohesive, lean and efficient project management team is the driving force and talent guarantee for implementing enterprise project management, and it is the core and key to maximize the overall performance of the project. Therefore, it is necessary to strengthen the construction of project management team, focusing on the training of project managers, following the principles of "open selection, competition for posts, eclecticism, meritocracy and both quantity and talent", and paying attention to professional quality and ideological morality. Fourth, carry out material procurement, professional subcontracting and labor bidding, select suppliers and subcontractors who are qualified, honest and trustworthy, strong in strength, excellent in price, good in service and easy to coordinate, strengthen process control and follow-up management, form a dynamic alliance of material suppliers, professional subcontractors and professional labor teams based on the principle of "integrity" and "win-win", realize strategic alliances across regions and industries, and promote cooperation between capital and enterprises.
4. Establish and improve the cost control system. The so-called cost control system refers to the cost management network system in which the project manager is the first responsible person and everyone at all management levels and construction teams participate. Each link in the system is responsible for certain cost management contents. The construction enterprise should set the overall cost control target for the project department, and the project department should implement some cost control targets to the corresponding departments and even the construction team in the form of responsibility. Clear responsibility and reward and punishment methods, and then according to the progress of the project, according to the time period or project node assessment, and strictly implement rewards and punishment, which is an important guarantee for cost management to achieve practical results. At the same time, the cost control system should be adjusted and improved in time according to the progress and needs of the project, and the work should be intensified continuously. To this end, we should also pay attention to organizing regular business training for managers of various departments of the project to continuously improve their professional quality and management level. Whether the project cost control is effective depends not only on the ability and quality of managers, but also on the soundness of various management systems to a great extent. It is necessary to rely on the system to regulate the operation behavior, so as to have evidence to follow and rules to follow. In particular, the expenditure on materials, equipment and management expenses is the most important in management. Materials account for most of the project cost, so a strict material management system must be established. Before signing a contract, you must go through certain procedures to avoid personal decision-making and resolutely put an end to black-box operation. Other links, such as the receipt, storage and distribution of materials, should be responsible to people, so that the accounts are consistent and clear, and special attention should be paid to mutual supervision and mutual restriction between all links. What should be noted here is that purchasing materials must be benefit-conscious and not blind. According to the season and task characteristics, purchase the required materials. Don't save too much, so as not to cause a backlog, and don't be insufficiently prepared, resulting in a shortage of materials. The material management department should reasonably equip machinery according to the requirements of project quality, progress and equipment capacity. In order to reduce the cost, renting equipment should take different forms, such as renting by shift, workload or monthly. Make equipment maintenance and oil consumption quota, and check it monthly or according to the completion of location and workload. Ensure the maintenance of all kinds of equipment in good condition, put an end to mechanical accidents, and strive to reduce the cost of mechanical use. The expenditure of unproductive expenses is very flexible and must be strictly controlled. According to the scale of the project, reasonable proportion, total amount control and sub-item assessment can be determined. The construction of project management team should be lean and efficient, avoid overstaffing, and reduce the expenditure of total wages. Office expenses, transportation expenses, travel expenses, etc. We must strictly economize, and we can economize in advance in the form of lump sum. We must follow the necessary and strict principles in business expenditure, establish a strict examination and approval and reimbursement system, and stipulate that the authority shall not be broken. Financial affairs should conscientiously implement relevant systems and implement supervision.
5, the implementation of standardized management, improve the reward and punishment mechanism. Establishing a scientific and reasonable performance evaluation system is the fundamental guarantee to stimulate employees' initiative, mobilize enthusiasm, stimulate creativity and ensure the vitality of enterprises. We should stress fairness, justice and rationality, link income with dedication, adhere to the principle of combining distribution according to work with production factors and contributions, appropriately widen the gap, give consideration to fairness, analyze and position the value and dedication of each post, and combine it with material rewards. Project managers should pay special attention to the work value of technical posts and quality and safety management posts, give them reasonable salary positioning, and use incentive mechanism to implement assessment, rewards and punishments. At the same time, construction enterprises should improve the rules and regulations of project management, bind people, motivate people and managers through rules and regulations, everyone is equal before rules and regulations, and act according to rules and regulations, so as to improve the quality of project construction.
6. Strengthen the ability of risk pre-control. There are four main risks faced by construction enterprises in project management: market risk, product risk, talent risk and financial risk. Market risks are reflected in fierce competition, poor quotation, lack of contract terms, loss of market share and so on. Product risks are reflected in the failure to deliver work on time, quality problems, safety accidents and so on. Talent risk is reflected in the loss of professional and technical personnel, especially core employees, aging talent structure, fault and lack of contact; Financial risks are reflected in cash flow fracture, improper selection of financial leverage, turnover difficulties, wage arrears, project fund recovery and so on. The premise of strengthening risk control is to grasp the market context, strengthen the risk awareness of project managers, strengthen the responsibility cost management, establish and improve the risk management and prevention mechanism, and enhance the ability of risk identification, pre-control and disposal. In terms of strengthening risk control, our company resolutely implements the accountability system for project managers in each project, collects corresponding risk deposits according to posts, decomposes project management responsibilities into various departments and implements them in various posts, so that all project construction risks are shared by all employees, and personal interests are linked with project risks, so that everyone benefits from project profits and everyone suffers from project losses, strengthens the sense of ownership of each project manager, and reduces costs through the efforts of all employees. Effectively ensure that the project weakens risks and improves efficiency.
7. Accelerate the pace of information construction. Information is a resource, information is a market and information is a profit. Informatization is the power source for construction enterprises to build a new management platform, publicize, establish and enhance corporate image, reduce consumption and increase efficiency, enhance competitive strength and enhance development potential. Senior managers of enterprises should incorporate informatization construction into the strategic development plan of enterprises, plan and design the system from the overall situation and the whole, implement it step by step, tap the value of informatization, continuously improve the contribution rate of informatization in the profit growth of enterprises, and lay the position of informatization in the development strategy of enterprises.
Only through continuous study and practice can we achieve greater progress and better results, and we can have the ability to be far-sighted and win thousands of miles. Although some achievements have been made at present, for us, success is only on the road, and only by accumulating steps can we reach thousands of miles away; Only by accumulating small flows can we help the sea.