Based on the principle of system economics and the author's many years' practical experience in project management, this paper makes a comparative analysis of the construction project management, and puts forward the specific contents of improving the project management, namely, establishing and applying the project information system, and innovating the construction site management and team building management in combination with the actual situation, so as to make the project management more efficient and effective and lay a solid foundation for the construction enterprises to meet the international challenges. Keywords: construction engineering; Project management; Institutional economics; Innovation 1 Economic Significance of Project Management System Construction project management is the whole process management of planning, organizing, supervising, controlling and coordinating construction projects by enterprises using systematic viewpoints, theories and science and technology. Different project management stages and different project management methods have their own emphasis on tasks, contents and objectives. For example, owners pay attention to investment, while builders pay more attention to cost; The owner is concerned about quality, while the builder is concerned about safety. According to system economics, if the industrial economic system is represented by G, there is G=(A, f), in which: A= is the set of Ai in different industries, and F is all kinds of relationships defined on A; According to the viewpoint of system economics, field project management is an organic system consisting of "A hard part" and "F soft part". In this way, the on-site project management system of construction enterprises can be defined as: the innovation of on-site project management system is a variety of complex creative activities. The so-called "innovation" means "creation and innovation", which is the formation and application of new ideas and concepts; The process of continuous innovation is the process of cultivating the innovation ability of enterprises, that is, the cultivation of core competitiveness. According to the method of system economics, as far as "A Hardware Department" is concerned, we can consider making efforts in professional management such as scope management, time management, cost management, quality management, human resource management, communication management, procurement management, risk management and comprehensive management. As far as "F soft department" is concerned, it is necessary to clarify the relationship between the majors and carry out business process reengineering, that is, to realize the innovation of technology and organization management. We introduce the method of system economics to study the innovation of field engineering management, which is helpful to find out the work in various knowledge fields and professional fields and the aspects that need improvement. For example, optimizing the management of the construction site, through systematic analysis, it is not difficult to draw a conclusion focusing on the management of the construction team. In view of many problems that need to be improved in the on-site project management activities of construction enterprises at present, this paper puts forward to improve the project management of construction enterprises from the aspects of integrated construction of on-site project management information, construction on-site project management and "brand" culture construction of on-site project management, so as to effectively cultivate the core competitiveness of enterprises and promote all participants in the construction field to better meet the new challenges of international project management in the future. 2 Project plan management and information integration construction With the development of information technology and network economy, the traditional material-centered production mode is changing to information-centered production mode, which is reflected in the informationization of enterprise management. The so-called "informatization" means that people are the main body, using computer hardware, software and communication technology to build a network, planning, developing, building, operating and managing enterprise information systems (IS), and realizing the electronic collection, transmission, storage and analysis of enterprise data and the procedural management process of production and operation. It is an integrated man-machine system that supports high-level decision-making, middle-level decision-making, middle-level control and grass-roots operation of enterprises. If information technology is organically combined with enterprise management, it constitutes a management information system (MIS). Including various information system modes, such as transaction processing system (TPS), office automation system (OAS), decision support system (DSS), enterprise resource planning system (ERP), etc. (see figure 1). The integrated construction of engineering management information of the construction company is to plan and build the company's engineering management information system, further standardize the company's engineering management process, improve project management efficiency, and constantly pursue the quality of target management. 2. 1 Project Management Information System (PMIS) is a man-machine system that collects, transmits, processes, stores and distributes all kinds of information of project management by means of computers, and emphasizes the use of information systems. As far as construction enterprises are concerned, their development and construction mainly involve the following aspects. (1) Organization: namely, there is a clear project target management department, a clear project management workflow and a project information management system. Hardware: Computer equipment, such as minicomputers, microcomputer networks and microcomputers. ③ Software: operating system, system software and application software. ④ Education: training for leaders, project managers and computer operators. 2.2 Project management mainly refers to the management of project construction process, including project management, the whole process management of project construction and the management of all participants in the whole process of project construction. As far as construction enterprises are concerned, it mainly refers to construction project management. Project management information system mainly assists project managers and decision makers in planning, decision-making, supervision and inspection by collecting, storing and analyzing relevant data in the process of project implementation. Its core is to effectively control the project objectives, that is, to plan and control the progress, cost, quality and contract objectives. As far as construction enterprises are concerned, the basic functions of the project management information system mainly include four subsystems: schedule control, cost control, quality control and contract management (see Figure 2). 2.3 The main method of on-site project management is control, and the basis of control is information. Take information as the starting point of organizing production, and use information to guide production (reflect the change of production process, adjust production rhythm and control production process). Information management is of great significance for better field management. Effective project management should rely more on the construction and maintenance of information systems, and improve the overall level of field project management through the integrated construction of field project management information. The so-called "integration" means integration, standardization, standardization, generalization and serialization in the process of information use. In on-site project management, the integration of information system should be based on systematization and engineering, and the relevant business processing system, decision-making system and comprehensive office system should be integrated into a project management system, which will be deepened with the application of project management information system with project management software as the core role. 2.4 The development of engineering management information system is based on computer network communication technology and database technology. The construction of network hardware platform of construction enterprises can be based on enterprise LAN, and the development mode of engineering management information system is planned to adopt mature commercial software. In practical work, no matter whether the winning project is storage and transportation project, long-distance pipeline project, oilfield ground construction, offshore platform construction, oil refining and chemical construction, the project implementation plan (in the past, it was the preparation of construction organization design) must be prepared according to the contract and related parameters and documents, among which the preparation of project plan is the most critical link, because this work involves scope management, time management, cost management, quality management, human resource management, communication management, procurement management and risk management. For example, if we use international general software and domestic magnum planning software to prepare the project engineering plan, we must integrate all the above information, which is the integration process of on-site engineering management information. At present, the action scale of engineering construction projects is getting bigger and bigger, and its risks are getting bigger and bigger. How to minimize the project risk, the effective method is to strengthen the integrated construction of on-site project management information. By redefining the mode of project management and operation control, the joint monitoring of various businesses in field engineering management can be realized, so as to realize real-time communication, strengthen the active cooperation of project stakeholders in the process of project operation, and realize effective control of project objectives. 2.5 Practice has proved that the last project management software is not difficult, and it is not difficult to use one software, so it is difficult to build a project management system with project management software as the core. Because this is a systematic project, it involves not only many things, but also many professionals and many people. People's knowledge level and cognitive ability are very different, and historical workflow and cultural inertia are often shown as irreconcilable obstacles. So informatization is very difficult in the initial stage. There are several issues worth discussing, such as the first progress plan, the first construction plan, the relationship between enterprise labor quota and national budget quota, and so on. For another example, an overhaul project-2 million t/ a catalytic cracking unit, with a construction period of 30 days, must obey the schedule when making plans; On the contrary, for new projects, the schedule often needs to be considered. Because the progress involves the problem of engineering breakdown structure. At the same time, we also find that the basic quota of enterprises often cannot meet the needs of information management. As mentioned above, the training of personnel in various departments has become very important because of their insufficient understanding of informatization and inconsistent ideas. Therefore, all participants in the project should adhere to the management technology and management foundation as the guide, choose appropriate project management software or system, pay equal attention to implementation and training, make overall planning of the system in advance, and strengthen information flow management. 2.6 For construction enterprises, to carry out the integrated construction of project site engineering management information is to realize multi-level dynamic plan management and multi-project collaborative management through project plan management; Establish an assessment mechanism (such as schedule, quality, cost, etc.) for each project and specialty to realize the whole process management of each contract and the integrated management of financial business and office business. In short, it is necessary to improve management efficiency, reduce management costs and reduce the possibility of out-of-control projects by implementing integrated management of field engineering management information supported by information platform. 3. Construction site management and quality construction management innovation 3. 1 Once the project implementation plan is approved for operation, the management of the construction site becomes very important. On-site engineering management is a tactical problem in terms of project management and a strategic development problem in terms of enterprise management. Development strategy is a solid foundation for the success of construction enterprises, but many enterprises often fail in tactics. The so-called tactical failure is that the problems in the construction site have not been solved in time and effectively, which makes related problems emerge one after another and leads to strategic failure. Common problems in the construction site: ① The operation process is not smooth; ② poor quality control performance of engineering entities; (3) On-site construction equipment, machines and tools maintenance is not in place, and there are many faults; (4) Abnormal accidents occur repeatedly, rework, accidents increase, and the project cost is out of control. Generally speaking, the contradictions and conflicts in the management of construction enterprises, especially in engineering management, mostly come from many factors, such as unclear powers and responsibilities of responsible departments, conflicts of interests between departments, and too complicated forms and records. In order to solve the above problems and avoid conflicts, enterprises can consider continuous improvement of on-site management from the perspective of process analysis and improvement. On-site management is to ensure the smooth progress of production through the layout, use and management of the construction site, as well as the organization and operation of the construction team; At the same time, according to the requirements of ISO9000 system and HSE system documents, do a good job in process control, reduce accidents, reduce pollution and protect.
3.2 On-site civilized construction is an extension of on-site management, an important symbol of on-site management level and brand culture, and also an important content of enterprise core competence training. In other words, if construction enterprises want to get their due share in the increasingly fierce market competition, they must optimize site management, innovate constantly and improve their level according to the project implementation plan. The following author takes the work of the construction team leader or monitor as an example for analysis. Step 1: What is the construction task today in the weekly plan? What departments, personnel and equipment, as well as materials and other resources need to be mobilized; What is the quality and status of the departments and personnel involved, and who needs help to handle it on time, in quantity and in the established way and place; Then start to assign tasks and organize the work immediately. Mainly manifested in three aspects: First, "sorting out". That is, clearly distinguish needed and unnecessary materials, equipment and other items, keep the items needed on site and remove the unnecessary items, and make room for effective production organization; The second is "rectification". That is, the required materials, equipment and other items are placed in an orderly manner, so that the items needed on site are arranged neatly and marked, so that you don't have to waste "time" looking for things after starting the operation; The third is "cleaning". Make the production site in a clean and tidy state, without garbage and dust, and create a clean and orderly site. For example, on-site construction machinery shall be set in accordance with the location and line specified in the general layout of construction, and shall not occupy the on-site roads. Construction equipment can only be used after safety inspection. Construction machinery operators should establish a unit responsibility system, and hold relevant certificates according to relevant regulations, and it is forbidden to operate without a license. Step 2: Start to complete the task and organize and coordinate the work. We often encounter the phenomenon of "slowdown" in practical work. Therefore, the team leader and the team leader should insist on using visual management at the scene. Visual management is to show the potential problems in on-site management, so that anyone can see the abnormal situation at a glance, find the problems in time, analyze the problems and solve them. At the same time, we should actively carry out "clean-up" activities, that is, constantly sort out, rectify and clean up. This involves the management of site capacity, that is, the site appearance management of the construction site, especially the main site, including the cleanliness of the entrance, enclosure, road and yard, as well as the office environment and the behavior of site personnel. On the one hand, it forms a system with the work of project management department and the comprehensive management of enterprises, and it also represents an important aspect of enterprise culture construction. Step 3: Work before work. The construction team leader or monitor should sign the confirmation sheet of the above aspects (work progress, personnel working status and equipment operation), write down the tasks for the next day and arrange suggestions and ideas for the next day's work. When cleaning, leave what is needed and leave what is not needed. If the construction team leader can do this every day, it is a kind of "self-discipline" activity. "Self-discipline" means consciously implementing the rules and regulations on the spot, with the purpose of improving "people's quality" and forming the habit of standardization and earnest work. Conclusion After China's entry into WTO, it poses a new challenge to the construction industry, requiring construction enterprises to improve the project construction management mode in terms of concepts and procedures, straighten out the relationship, improve efficiency, and ensure the competitive strength of enterprises with intensive project management. At the same time, it is necessary to speed up the construction of enterprise management systems that adapt to international competition, including internationally accepted quality management systems, environmental protection management systems and safety management systems. The operation of these systems will eventually run through the on-site project management process. On-site engineering management innovation is a compound subject of engineering technology and management. We pay attention to the innovation of management skills and emphasize the innovation of project management art, which is the soul of management change and innovation. We believe that as long as the construction enterprises actively promote the information integration of on-site project management and constantly improve the level of on-site project management, they will certainly be able to make our enterprises face the world and go to the world in the future 10 or even in a shorter time. References: [1] Liu Yisheng. Construction project management [M]. Beijing Tsinghua University Publishing House 2003. [2] Peng Shangyin, from Wang Jicai. Project management [M]. Beijing: China Building Industry Press, 2005.
For more information about project/service/procurement bidding, and to improve the winning rate, please click on the bottom of official website Customer Service for free consultation:/#/? source=bdzd