The dispersion, fluidity and irregularity of the construction industry make intensive management a difficult problem for construction enterprises, which restricts the scale expansion and development quality of construction enterprises. Over the years, the management level of construction enterprises has been hovering at a low level, with conservative management methods and low management efficiency. Compared with other industries, the application of modern management methods such as informatization lags behind. In addition, the building products are huge, the natural conditions and uses are different, the engineering structure, modeling and materials are also different, and the construction methods are also changed accordingly. The production cycle of building products is long, and the construction is mostly carried out in the open air and high places. Often affected by natural climatic conditions, the construction technology is complicated. It is also necessary to cooperate with multiple types of work according to the building structure, and multiple units (earthwork, civil engineering, hoisting, installation, transportation and other units) cross-cooperate in construction. Therefore, from the production process of building products, it is difficult to achieve standardization and intensification in management; Judging from the current management level of the industry, the management mode of most construction enterprises is still extensive, the responsibilities are unclear, the organization is not perfect, the supervision is not in place, the finance is not standardized, the information is asymmetric, and there are still problems such as contract escrow, emphasizing project contracting and ignoring process control, which leads to more accounts receivable, high asset-liability ratio, low operating ability, frequent labor disputes and legal proceedings. It has become the consensus of many construction enterprises to change management concepts, innovate management methods, change the traditional low-level management state and improve the intensive management level of enterprises through management innovation. Through the implementation of advanced and applicable management information system, taking advantage of the standardization, process, controllability and timeliness of informatization itself, we can integrate enterprise management resources, enhance the scientific, forward-looking and controllability of enterprise management, change the low-level and extensive development mode into a high-level and intensive development mode, continuously narrow the gap with international advanced enterprises in the same industry, improve the equipment technology level and profit rate of the construction industry, and enable construction enterprises to cope with the fierce competition in the industry and achieve better results. 1 research on the informatization management and control mode of construction enterprises. Through informatization, construction enterprises can realize three-level penetrating management: the group headquarters becomes the operation center of the enterprise management system, strengthening the direct management and control ability of the second-level companies to the project department, so that the headquarters can monitor the project, the second-level companies manage the project and the business of the third-level project department can run in the information system (see figure 1). The headquarters can obtain comprehensive information of projects scattered outside Beijing and overseas in time, unify business processes through the information platform, and build a set of standardized management system that adapts to the characteristics of construction enterprises and covers the whole life cycle of enterprise operation, so as to achieve the management effects of managing processes, processes, standards, information, results and effectiveness, solve the intensive management problems of traditional construction enterprises, and realize precise processes, strict processes, fine standards, solid information, good results and quick results. 2 Three-centralized management and control mode of construction enterprises based on information system The three-centralized mode implemented by construction enterprises relying on information system can solve the problem of decentralization of construction enterprises, that is, centralized use of funds, centralized procurement of bulk materials, and centralized bidding for labor and professional subcontracting. Improve the efficiency of fund settlement through the trinity fund management platform; Form a list of qualified suppliers through the information management system of centralized bidding and procurement of bulk materials, covering the centralized procurement of bulk materials of enterprise groups in an all-round way; Through the labor and professional subcontracting information system, centralized bidding within enterprise groups can be realized. 2. 1 Analysis of centralized use of financial funds Due to the demand for bank financing, the government's need for project supervision, Party A's requirements, and the large number of enterprises and project departments affiliated to large construction enterprise groups and numerous bank accounts, on the one hand, the amount of bank loans is high, on the other hand, a surprising number of idle small funds are scattered in a large number of bank accounts, resulting in the phenomenon of high loan-to-deposit ratio, that is, the overall loan amount of the group is high, and the total amount of monetary funds at the end of the group is high. In order to reduce the deposit of funds and reduce financial expenses, centralized management of financial funds must be realized. 1) The first step to realize centralized fund management is to realize centralized account management and establish a bank-enterprise direct link system. Select several banks as strategic partners through bidding. Through the establishment of a direct link platform between banks and enterprises, online payment can be realized, and it is convenient to query the bank deposits of subsidiaries and economic entities in the whole group in real time. Through process management, we can grasp the flow and direction of funds in real time, which can make up for the time lag between traditional fund management and operation management, greatly enhance the overall management and control ability of group companies, and effectively prevent fund risks. The bank-enterprise direct connection system is shown in Figure 2. Only the system administrator has access to the account files in the system, and all bank deposit accounts must be linked to the account files, which can effectively prevent member enterprises from opening accounts without permission and circulating funds outside the body. The credit management in the financial fund system can manage the bank loan contract, internal contract and guarantee contract in a unified way, which is convenient for the decision-makers to know all the loans and guarantees of the whole group in a comprehensive and timely manner, and can give early warning of contract expiration and various data; The intra-group fund exchange system in the financial system can ensure the real-time generation of vouchers and the automation of filling in capital statements, which greatly improves the efficiency of financial processing. 2) The second step to realize centralized fund management is to build a centralized fund management platform. The construction principle of centralized fund management platform is to realize the centralized mode of two-level fund pool. The first-level fund pool is the settlement center of the group company, which is mainly responsible for the system management, fund settlement and document exchange between settlement centers. At the group level, monitor the funds of the secondary settlement center and implement centralized management of the first-level funds of the whole group in a timely manner. The secondary cash pool is the settlement center of the group's secondary units, and the management objects are the third-level and fourth-level units under the secondary units. The funds of all secondary units are basically managed centrally, and the secondary settlement center collects funds from subordinate units. The above measures have created conditions and built a platform for the centralized management of funds of the whole group. The centralized fund management system with risk prevention and cost reduction as the core is shown in Figure 3. Centralized financial management can reduce the deposit of funds, put an end to the existence of high deposits and loans, and reduce financial expenses. Through the process management of funds, we can monitor the flow and direction of funds in real time, centrally manage credit, expand financing scale, coordinate content adjustment, and concentrate on planning to make the use of funds orderly, prevent blind investment and guard against capital risks. Practice has proved that centralized management of financial funds can greatly reduce the deposit of funds and financial expenses, expand the financing scale and the overall credit of the group, prevent financial risks and improve the economic benefits of enterprises. 2.2 The project cost of centralized procurement of bulk materials, centralized bidding analysis of labor services and professional subcontracting refers to the actual cost of the construction enterprise during the construction of the construction and installation project, including the value of various means of production consumed by the project and the remuneration paid to workers, including direct costs (labor costs, material costs, machinery use fees and other direct costs) and indirect costs, in which material costs account for the largest proportion of the total project cost. Generally, it can reach 60% ~ 70%, which has great potential for saving. When a project loses money on other cost items (such as labor costs and machinery costs), it is often made up by saving material costs. Therefore, grasping the cost control of material procurement in engineering project construction will grasp the main contradiction of project profit. In traditional project management, material procurement is often carried out by various projects, and the results of decentralized procurement are as follows: ① The bargaining power is not strong, and good price concessions cannot be obtained in material procurement, and economies of scale within the group cannot be realized; (2) Decentralized procurement leads to excessive power of specific managers and project managers, the procurement process is not open and transparent, and rent-seeking and corruption will artificially raise the cost of material procurement. Establish a centralized procurement information system for bulk materials, including supplier information, bidding and purchasing plan, supplier selection, bidding management, contract signing and other management modules. The core idea is three-level management: establish a bidding and purchasing information platform at the group level, publish the information catalogue of qualified suppliers and the purchasing information of each company, conduct statistical analysis of centralized bidding and purchasing information, and supervise and manage all kinds of bidding and purchasing; The secondary company is responsible for organizing and implementing the specific bidding. When some raw materials become more and more concentrated, the group company forms a strategic procurement alliance with suppliers to seek the lowest price of suppliers for unified procurement; The project department has the right of final inquiry, which can provide cheaper and qualified material information for secondary companies to conduct procurement bidding. Only in this way can we form a management system that restricts and supervises each other. Through these institutionalized construction, the loopholes in project management can be effectively solved, thus greatly reducing the procurement cost, ensuring safety and quality, effectively improving the economic benefits of enterprises and plugging management loopholes. At the same time, it solves the problem of information symmetry and transparency through informationization. All materials purchased by the project department, leased equipment, the scope and price of labor subcontracting will be compared on the same platform, and the data of business analysis can be analyzed, tracked and compared. Even after each project department holds the supervision meeting, the minutes of the supervision meeting will be presented, so that the project organization, secondary enterprises and all managers feel that their work is under the supervision of the public at any time, and the management consciousness of self-discipline is obviously improved. The centralized bidding system for labor and professional subcontracting is similar to the centralized procurement system for bulk materials, and it also realizes three-level management by establishing an information platform, managing the bidding of qualified suppliers, signing contracts and other management modules. Research on standardization of construction project management based on information system For construction enterprises, project management is the basic unit of production and operation activities of construction enterprises, and the project management level represents the intensive management level of enterprise groups. Project management information system is not only an important part of information construction, but also an important way to upgrade, transform and upgrade the traditional project management mode and production operation mode. It is jointly developed by the enterprise's own project manager and software development enterprises, which embodies the overall idea and target requirements of intensive project management of enterprise groups.
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