In order to better adapt to today's market economy, improve the competitiveness of enterprises, and at the same time increase the intensity of production and operation, with scientific progress and intensive management as a means to greatly improve the internal economic benefits of enterprises and promote the smooth progress of work, these measures are formulated. Its purpose is to improve management, reduce cost, reduce consumption, increase surplus, change the existing bad situation of high output value and low efficiency, and provide reference for future bidding and cost control.
Chapter I Guiding Ideology of Project Law Construction Management 1. 1 To implement project management, we must first adhere to the principle that enterprises are profit centers and projects are cost centers, emphasize the one-off characteristics of project management, and prevent the immobilization of project management departments from causing diversification of internal stakeholders, thus weakening and dismembering the overall advantages of enterprises; Second, we must adhere to the principle of combining project management with modern enterprise system, which complement each other and guarantee each other; Third, we must adhere to the principle of organic combination of project management and enterprise management. Project management is an important part of enterprise management, which should obey the overall goal of enterprise management and carry out comprehensive coordination, supervision and control. Fourth, adhere to the principle of proceeding from reality, combining inheritance with development, learning from and innovation, grasp the connotation of project management, maintain the continuity of work and the gradual progress of reform, and constantly innovate and develop in practice.
Chapter II Formation Conditions of Project Law Construction Management 2. 1 All cadres and workers in this office have the right to know and capture engineering information, but the engineering information must be analyzed and determined by the office, and then relevant personnel shall be arranged to follow it according to the situation to ensure its reliability and continuity. 2.2 No matter what form of bidding is used for the project, the Production and Operation Section of this department shall organize the review of bidding documents and the preparation of bidding documents. 2.3 Requirements for the project manager 2.3. 1 Political quality: In construction management, the project manager can consciously adhere to the correct business direction, conscientiously implement the principles and policies of the party and the state, abide by national laws and local regulations, implement the decisions of superior departments, consciously safeguard the interests of bureaus and departments, correctly handle the interests between bureaus, departments and employees, and have the ability to adhere to principles, be good at management and be responsible. 2.3.2 Leadership quality: The construction project manager is a leader, who should have high organizational leadership ability and meet the following requirements: (1) He is knowledgeable and reasonable; (2) resourceful, decisive and flexible; (3) Knowing people and being kind to others; (4) fair and upright, set an example; (5) Act impartially with clear rewards and punishments; (6) In terms of philosophical quality, the project manager must have a "time view" that emphasizes efficiency, an active "thinking view" in interpersonal relationships, and a "system view" that focuses on goals and directions, components and relationships when dealing with problems. 2.3.3 Knowledge quality: The project manager should be an expert, who should know technical knowledge, economic knowledge, management knowledge, legal knowledge, contract management knowledge, safety knowledge and standard implementation knowledge, especially the basic theories and methods of project management, and understand the laws of construction project management. Have strong management ability, that is, strong decision-making ability, organizational ability, command ability and adaptability.
2.3.4 Practical experience: The project manager must have some practical experience in construction and undergo some practical training. With practical experience, we can deal with all kinds of practical problems that may be encountered flexibly and freely. 2.3.5 Physical health: The project manager must have a healthy body to maintain abundant energy and strong will. 2.4 Selection and appointment procedures for project managers 2.4. 1 competitive appointment system: the recruitment of project managers is generally within the scope of our office, but it can also be hired outside under special circumstances. This method can be tried in some small and simple projects. Recruitment procedures are generally self-recommendation, organization review, professional technical defense, comprehensive evaluation and selection based on profit, business measures, engineering quality objectives and safety protection measures. The purpose of this method is to enhance the project manager's sense of competition and responsibility. 2.4.2 Leadership appointment system: the appointment scope is generally limited to employees within the enterprise, and its procedure is decided by the nomination of leaders, the inspection organized by the personnel department and the joint office meeting of the Party and government. However, the personnel department must be strictly assessed, and the unit leaders should know people and be good at their duties. 2.4.3 Internal coordination grass-roots recommendation system: This method generally adopts the grass-roots departments to recommend a number of candidates to the unit, and then the personnel department concentrates opinions from all sides, and after strict examination, puts forward the candidates to be hired and reports them to the joint meeting of the party and government of the unit for research and decision. 2.4.4 After the project information provided by individuals is confirmed by the competent leaders and relevant departments, the departments will organize relevant personnel to follow up and contact. After the project is awarded, the information providers can be given appropriate economic rewards.
2.4.5 For special, large-scale and compulsory engineering projects, the project manager shall be appointed directly after the research by department leaders. 2.5. 2.5. 1 conditions of the project management department (1) have already gone through the examination and approval procedures for project establishment, and have signed the project contract. (2) The project manager is approved by the research office. 2.5.2 Project Management Department Approval Procedure (1) According to the personnel situation, a new project management department will be established, which will be reported to the department head for preliminary examination, and then to the director for research and approval. (2) Filing: The approved project management department shall indicate the personnel composition, their respective job responsibilities and the contracted projects, and report them to the labor, finance, production and operation departments for filing. (3) archiving: the performance of the project management department (the cost of contracted projects, detailed analysis of the five major expenses, quality, construction period, safety, party building, trade unions, civilized work numbers, employees' families, youth civilization numbers, etc.). ) form special data and report it to relevant departments for the record. If the above information cannot be submitted as required, the project manager cannot participate in the year-end assessment and the project management department cannot participate in various advanced selection activities.
Chapter III Composition and Production of Cost 3. 1 Basic concept of cost: The composition of cost is divided into direct cost and indirect cost. 3. 1. 1 direct costs refer to all kinds of costs that constitute the engineering entity or contribute to the formation of the project, including labor costs, material costs, machinery use fees and other direct costs. 3. 1.2 Indirect expenses refer to various expenses incurred by enterprises for organizing and managing construction production. 3. 1.3 person in charge of cost control: the total operating cost of the whole office is controlled by the director; The direct and indirect costs of each project are controlled by the project manager. 3.2 The formation of cost data is divided into budget cost, planned cost and actual cost according to the formation and use of cost data. Budget cost is the project cost calculated and determined according to the project physical quantity determined by construction drawing design and budget quota; Planned cost is the cost determined in the form of plan based on the budgeted cost, which is the goal of enterprise cost management, and is an important basis for fully considering various possible technical organization measures, such as increasing production and saving, tapping potential internally, etc., in accordance with the requirements of cost reduction, and implementing the management contract responsibility. The actual cost is the sum of various expenses actually incurred in the construction process. 3.3 Cost Formulation and Approval Procedure 3.3. 1 Participating project managers must formulate the planned cost of the project and specific contracting management measures (which must be lower than the planned cost), and report their respective measures to leaders and relevant personnel for study, adjudication and approval. The fees or methods thus determined must be strictly implemented in the process of engineering construction and may not be modified without special reasons. 3.3.2 Units that implement worksite contracting and team contracting can take the projects within the scope of worksite contracting and team contracting as cost accounting objects. Once the cost accounting object is determined, there is no major deviation in the construction, and it shall not be changed at will, and all departments related to cost accounting shall be notified in time to unify the cost accounting caliber. Prevent overspending. 3.3.3 According to the situation of the construction site, issue visas and claims in time.
Chapter IV Duties, Rights and Interests of Project Manager 4. 1 Duties 4. 1. 1 Carry out relevant national and superior guidelines, policies and regulations, as well as various rules, regulations, instructions and provisions of this office.
4. 1.2 Strict financial system, strengthen financial management, and correctly handle the interests of the state, enterprises and individuals. 4. 1.3 Earnestly perform the construction contract and project contracting contract, and ensure the completion of various task indicators. Within 20 days after the completion of the project, the project intends to put forward various summary reports in accordance with relevant regulations. If the report is not submitted within the time limit without special reasons, the project manager will be punished. 4. 1.4 control the whole construction process, quality, time limit for a project, safety, planning, economy, labor wages, civilized construction, acceptance, handover, project cost management and project budget and final accounts. 4. 1.5 Organize the preparation of the construction organization design, construction progress plan, construction technical scheme, quality, safety and cost reduction guarantee measures of the project. 4. 1.6 according to the contract time limit for a project and the construction organization design, prepare the use plan of labor, materials and mechanical equipment, prepare the output value completion report, and report it as required. 4. 1.7 Organize to formulate the responsibilities of all kinds of managers in the project department, implement the ISO900 1 standard, and accept the inspection, supervision and guidance of the business department of the bureau. 4. 1.8 is responsible for clearing the creditor's rights and debts of the owner and relevant units. 4. 1.9 Responsible for civilized construction, small family construction and comprehensive management of the project. 4. 1. 10 is responsible for other work related to this project. 4. 1. 1 1 Each project department shall timely and accurately report relevant forms according to the requirements of relevant departments. 4. 1. 12 Each project department returns to the office on 25th of each month (tentatively) to hold regular production summary meetings, and prepares various relevant written materials (submitted to the office leader after reporting). Materials should fully reflect the construction completion, remaining projects, monthly work summary and next month's work arrangement, existing problems and solutions, and materials should be true and accurate. 4. 1. 13 while ensuring the smooth development of the project, we must do a good job in party building, trade unions, * * * * Communist Youth League, civilized construction and small families of employees. 4.2 Authority 4.2. 1 According to the rules and regulations of the bureau and the department, the department has the right to make business decisions and production guidance for the project under the guidance of the department. 4.2.2 Have the right to choose or dismiss the construction team within the scope specified by the department and in accordance with the principles of quality, low price, deep capital and credibility. 4.2.3 Have the right to reward and punish the construction team within the contracted scope. 4.2.4 If the owner or project contractor breaches the contract and causes losses, the visa shall be implemented as soon as possible, and the information shall be sorted out to actively seek compensation. . 4.2.5 Strengthen management, take measures, and have the right to put forward rework or claim for compensation for the unqualified quality caused by the construction of the operation team. 4.2.6 Any member of the project department who violates labor discipline shall be punished by the project department in accordance with the regulations of the Engineering Bureau and our department. 4.2.7 Strictly implement the management measures reported and adopted by the Project Department. 4.3 Benefits 4.3. 1 The members of the project department shall pay their salaries according to the financial system stipulated by the department and enjoy various policies and benefits. 4.3.2 After the project is completed and settled, the contract shall be honored in accordance with the relevant clauses in Chapters VI and VII of the Administrative Measures.
Chapter V Project Economic Responsibility System 5. 1 After the project responsibility book is signed, the contract will be awarded to the project management department according to the project classification. 5.2 After the management measures are examined and approved, the contracting indicators and work objectives shall be determined. 5.3 Complete the image progress on schedule; Safe production; Civilized construction; Quality objectives.
5.4 The income of the project department personnel is closely related to the project quality, duration, cost (depending on the specific situation of the project), safe production, civilized construction, party building and trade unions.
Chapter VI Assessment and Reward and Punishment 6. 1 After the project starts, the department organizes relevant departments such as finance, construction, budget and quality inspection to conduct periodic assessment on the production progress, quality cost, standard implementation, safe production and civilized construction of the project department. Analyze the causes of cost fluctuation and correct the deviation in construction in time. 6.2 The project manager shall not have the following situations during the construction: the relationship with Party A has deteriorated; Corruption and bribery; Major decision-making mistakes; Violation of discipline and law. Low management level, unable to complete the task on time; And give certain economic punishment according to the specific situation. 6.3 After the completion of the project, the project management, quality measures, standard implementation, safety production, party building, trade unions, civilized job numbers, employees' families, etc. shall be comprehensively assessed quantitatively, and the relevant regulations shall be met as the basis for year-end assessment and reward cashing. 6.4 After the completion of the project, the relevant information required by the department must be complete, the project quality is excellent, and there is no safety accident. According to the current measures of our bureau, the project intends to honor the excellent project award, at the same time, advance the construction period, reduce the cost, ensure civilized construction, establish an image for the department and create a reputation. The director will take out the director's reward fund and give the project management department another reward.
Chapter VII Completing the Contract and Performing the Contract 7. 1 In order to ensure the implementation of cost control management measures, the project manager issues various rewards and overtime pay to members of the project management department in the form of reimbursement, but the project manager and deputy manager do not enjoy this reward. At the end of the year, the cost control team of the project manager and deputy manager will make comprehensive evaluation and weighing according to the completion and operation of each project, and then make economic rewards together. 7.2 If the director's reward fund is set up in the department, which has made great contributions to the department and performed well in all aspects, the leading group for cost control of the department will conduct assessment, select outstanding project managers and give relevant material and spiritual rewards.
Chapter VIII Vertical and Horizontal Relations of Project Management Department 8. 1 Horizontal relations are managed by project method. As a relatively independent accounting unit, the project department will establish various relationships with the horizontal relationship. First, in party affairs and administrative management, the project management department is led by relevant functional departments, and there is a superior-subordinate relationship between them; Second, in terms of economic exchanges, according to the contract responsibility letter signed by the cost control leading group and the project manager, the project management department and the functional departments of this department are equal cooperative relations between Party A and Party B; Third, in business management, the project management department is an internal management department and must accept the business guidance of functional departments. All statistical reports, including construction, technology, safety, budget, salary, project contract use plan of outsourcing team, and various materials, should be reported to the competent department on time according to ISO900 1 standard, and their main business relationships are as follows: 8. 1. 1 plan statistics. The whole process of project management must be brought into plan management. In addition to submitting construction statistics to the local project cost management team on a monthly (quarterly) basis, the project management department must also prepare the overall project progress plan, material plan and financial revenue and expenditure plan according to the time limit stipulated in the contract responsibility letter signed by the local cost control leading group and the project manager. And adhere to the monthly plan, ten-day arrangement and daily inspection system. 8. 1.2 financial accounting. According to the financial management measures. 8. 1.3 supply of materials and equipment. Implement 8. 1.4 budget and economic negotiation visa according to the material management method. The budget personnel employed in the project management department are responsible for the preparation of the project construction budget, including the signing of economic negotiations (design changes), the preparation and approval of budget increases and decreases. All kinds of economic negotiation visas are in quadruplicate and sent to the cost control leading group, project management department and other relevant departments for filing as the basis for approval and settlement of income increase. 8. 1.5 Quality, safety and administrative management are all managed by the business system, and the whole process from decision-making to implementation, from inspection and control to information feedback is monitored, inspected, evaluated, assessed and strictly managed.
8. 1.6 Labor management shall be implemented according to the management measures of labor department. 8.2 Vertical relationship 8.2. 1 Coordinate the relationship between the general manager and subcontractors. 8.2.2 Coordinate the relationship with the labor operation layer. 8.2.3 Coordinate the relationship between civil engineering and installation. Follow the principle of "having a master and a second time, ensuring the key points". 8.2.4 Pay attention to the relationship between public and private interests. Mainly contact with construction units, design units, quality supervision departments, government departments and industry management departments.
Chapter IX Supplementary Provisions 9. 1 These Measures are applicable to newly started projects. It shall be implemented as of the date of issuance of this document. 9.2 The department cost control leading group shall be responsible for the interpretation of these Measures (see the attached table for members of the cost control leading group). 9.3 In case of any conflict between the relevant documents of this office and these Measures, these Measures shall prevail.
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