With China's entry into WTO, the introduction of a large number of foreign investment projects and the sustained and high-speed economic development, the scale and quantity of engineering projects in infrastructure, real estate, highways, water conservancy, energy and survey in China have increased dramatically. In contrast, the development and application level of information technology in project management has not kept pace with the times.
Significance of Construction of Engineering Management Information System
The computer management information system (MIS) of large-scale engineering construction projects is a new discipline developed in recent years in line with the situation that engineering projects are expanding day by day, technology is becoming more and more complex, and engineering quality, construction period and cost control are becoming more and more strict. Its research object can be the macro management in the decision-making stage of the project, and it can also be the micro management in the implementation stage of the project. Introducing modern information technology into project management is the basic guarantee to promote the modernization and scientificity of project management.
Many large-scale infrastructure projects, such as nuclear power plants, aerospace, large-scale steel and petrochemical enterprises, subway projects and water conservancy and hydropower projects, have the characteristics of large investment, long cycle, great technical difficulty, many interfaces and complex management coordination. The application of information system is of great significance for large-scale infrastructure enterprises to improve project management, improve work efficiency and quality, reduce costs, accumulate information wealth and improve market competitiveness.
The research and application of foreign engineering management information system has a history of more than 30 years. In the whole process of project management, from planning to construction management and investment, schedule and quality control, there are complete theories, methods and serialized software products. China invests hundreds of billions of yuan in capital construction every year. However, the modernization and scientific level of large-scale project management is far from meeting the needs of construction and development. It is necessary to study the project management information system and develop a series of project management software suitable for China's national conditions.
After more than 20 years of practice and exploration, China has gradually established a set of engineering construction management system in line with international standards and China's national conditions. On the other hand, the level of active and effective management of engineering projects by using information technology is still very low, which can not guarantee the standardization of project construction and the effective collection and analysis of data during the project. There is a big gap between the operation, maintenance and scientific management of engineering projects and foreign countries.
From the contractor's point of view, the implementation of project management informatization can reduce the workload of compiling completion data, accumulate project process data, establish an integrated project management system with cost management as the core, and promote the transformation of enterprises from extensive management to intensive management. Although the responsibilities and rights of the owner, supervisor and contractor are different in different project management implementation modes, the project organization structure is also different, but from the whole process of project management, the overall framework and work content are consistent. Therefore, from the perspective of whole process management and project management knowledge system, it is the key to successfully implement project management informatization to analyze the needs of main stakeholders in the process and integrate and abstract the overall business model of project management.
Problems existing in general management information system software
In recent years, many enterprises in China began to introduce project management methods, redesign business processes and establish project management systems. Many large or super-large projects of domestic large enterprises have invested a lot in this respect, but not many of them can operate effectively. For example, a large-scale construction project in China invested nearly 10 million US dollars, and cooperated with a foreign project management company to develop a construction project management system based on the network platform. The system has advanced and complete functions, but only about 20% of the single functions are used at present, which does not improve the overall project management level.
The above problems exist in many domestic enterprises and projects, on the one hand, because of the obstacles in management system and organizational behavior; On the other hand, it stems from the blind choice of MIS software and the low integration of the software itself. Specific to most project management software, the most prominent problem at present is that the depth of software system integration and popularization and application is not enough, which is embodied in the following aspects:
● The basic standard system of information resource management has not yet been formed, information enjoyment is not smooth, and there is an "information island" phenomenon. Inconsistency between public and basic data codes leads to data inconsistency, which makes it difficult to effectively control data quality and the degree of data sharing and correlation is not enough.
● The data of the owner and contractor are discontinuous and not centralized, and the data of the construction, supervision and project departments are independent, so the information transmission cost of each department is high.
● The accuracy and completeness of the database still need to be continuously implemented.
● The contents and methods of transferring engineering database to production are difficult to implement.
● Insufficient promotion and application; The workload of further improving the software is beyond the capacity of the current information technology force.
From this point of view, the existing project management information system can no longer meet the needs of project management if it is not reformed, upgraded or rebuilt. Therefore, it is necessary to sort out the original application system modules and data resources through formal information resource planning, sum up the existing experience and do a good job of demand investigation, and establish the basic information resource management standards, system function models, data models and architecture models of the project management information system, so as to guide, control and coordinate the development of the database and application software of the project management information system, so that it can effectively serve the business, management and decision-making levels of the owners, as well as the construction and supervision parties.
The Significance of Information Resource Planning
The foundation and core of project management informatization construction is information resource planning. Information resource planning refers to the comprehensive planning of information needed in the whole project cycle from collection, processing, transmission to use. Through information resource planning, we can sort out business processes, find out information requirements, and establish enterprise information standards and information system models. Using these standards and models to measure the existing information systems and various applications, those that meet the requirements will be inherited and integrated, and those that do not meet the requirements will be transformed, optimized or redeveloped, so as to actively and steadily promote the informatization construction of engineering management. Its ultimate goal is to build an integrated and networked information system on a unified information platform, thus forming a neural network for large-scale project management.
Information resources planning and construction steps
First of all, it is necessary to analyze the information demand and data flow according to the actual situation of the project. This is the most basic work by functional domain, including sorting out and defining the format and content of online communication data, and quantitatively analyzing internal and external, up and down data streams. Standardized description of information requirements for decision-making, management and business can lay a good foundation for the development of information resource planning.
Secondly, the basic standards of information resource management should be established, including data element standard, information classification and coding standard, user view standard and database table standard. The establishment of these standards will run through the whole process of information demand analysis, data modeling and subsequent application development. Establishing the basic standards of information resource management is the basis of upgrading the data environment.
Finally, the function model and data model are established on the basis of the first two steps. The establishment of global and functional information system framework is completed on the basis of a lot of analysis and comprehensive work. It is an information system framework conceived and grasped by department leaders, managers and system analysts as a whole according to the thinking method of system engineering. The purpose of establishing the framework of engineering network/information system is to make the investors, contractors, supervisors, information center leaders and information system developers of the project reach a * * * understanding in the overall planning of project construction, and formulate unified development goals and implementation strategies, so as to effectively promote the informatization construction of engineering project management.
When planning the information resources of engineering project management, we should pay attention to the participation of all departments, find out the problems existing in the system demand analysis, development and application, and summarize and analyze them one by one. In the case of direct procurement of suppliers' products, it is also necessary to comprehensively consider the overall requirements of the planning and engineering management of the Group's information system.
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