With the development of information technology and its in-depth application in construction projects, the whole life cycle management of construction projects and its informatization implementation have become an important topic in the modernization of construction project management, and the construction stage management of engineering contracting projects is one of the important contents of the whole life cycle management of construction projects. To implement the life cycle management of construction projects, the application of informatization or information technology is essential. To be exact, it is impossible to implement project life cycle management without the application of information technology, and it is impossible to realize the modernization of project management without informatization.
At present, there is no unified and standardized definition of project management informatization in China. Some people call it informatization of project management, while others call it digitalization of project management. For the whole process of construction general contracting project, sometimes called information construction, someone put forward the term "digital construction site". From the perspective of project management informatization, management informatization should include project design management and construction management. In view of the fact that China has not yet reached the mature stage of design and construction integration, most projects are designed and constructed separately in reality, so the informatization of project design management can be discussed separately. This paper only discusses project construction management informatization (hereinafter referred to as project management informatization).
First, the implementation goal of project management informatization
Project management mode of modern construction enterprises: As information technology is only a tool, this tool can be used for project management in different management modes, and the difference lies in that the objectives, methods and effects of applying information technology in different project management modes are completely different. For modern management of construction enterprises, we must first make clear the mode of modern management of enterprises and projects, and only in this mode can we determine the implementation goal of project management informatization. Putting aside the traditional project management mode of many domestic construction enterprises and looking around the world, we can find that the common management mode of modern construction enterprises is "intensive" management, but the management mode of international contractors and projects cannot be completely copied to Chinese construction enterprises. China State Construction Engineering Corporation has fully summarized the experience and lessons of engaging in project contracting management at home and abroad for many years. The project management mode of "project legal person management" which conforms to the "intensive" management concept is refined. Practice has proved that it is an internationally accepted project management model, which is suitable for the management of China construction enterprises and modern construction enterprises.
The "Three Concentrations" Management Process under the Mode of "Project Managed by Legal Person": What does intensive management care about? This is a problem that modern construction enterprises must face and make clear. From the key point of project operation resource management, human resources, expense resources and material resources are the three elements of project management, so the most important thing of intensive management is to manage and make good use of these elements. Therefore, centralized management of human resources, centralized control of financial funds and centralized procurement and supply of materials have all become legal persons.
Due to the unchangeable characteristics of the production of construction projects, such as the location of production is not fixed and the products are not duplicated, the traditional management mode of construction enterprises mostly adopts the practice of charging a certain management fee or handing in profits and delegating power to the project manager. As a result, the enterprise lost control of the project, the enterprise took risks but didn't get due benefits, and the project manager got benefits. I would rather be a project manager than a chief engineer of an enterprise. The phenomenon of "poor temple and rich abbot" is widespread in the traditional management mode of construction enterprises. A large number of project management cases under different management modes at home and abroad prove that any project with strict "three centralized" management process will have better project management effect, otherwise it will be prone to loopholes and lead to unsatisfactory project management effect.
The two centers under the mode of "corporate management project": when enterprises implement "corporate management project", they should not only bear the risks of the project, but also take measures to ensure the benefits that enterprises should get from operating the project, which are not only economic benefits, but also environmental and social benefits. The project manager is the authorized representative of the enterprise legal person to manage the project. The project manager must implement project management in accordance with the management procedures of the enterprise. Enterprises must have an effective restraint mechanism for project managers and give full play to their enthusiasm. Enterprises must formulate strict project management systems and operating procedures. The project manager must not go beyond the management system and break away from the management process. The project manager must strive for the maximum project management benefits for the enterprise. Enterprises should also use this system to protect the interests and legitimate income of project managers. The reasonable and effective implementation of the "three concentrations" and the standardized and transparent project management procedures are helpful to realize the process control of the project by the enterprise legal person.
The goal of enterprise management is to pursue "profit maximization" under the sun. The profit of an enterprise comes from the project, but the enterprise should not regard the project as a "profit center" when managing the project. The profit of an enterprise comes from the project, and the project can only be the "cost center", so project management is the basis of enterprise management. For the project management of modern construction enterprises, intensive management must aim at multi-project management, and only multi-project management can reflect the importance that projects are "cost centers" and enterprises are "profit centers".
In the construction stage of a construction project, the focus of project management cost is the centralized treatment and control of the three processes, and the management of project management such as schedule, quality, safety and environmental protection is a business management process related to cost management and project cost guarantee.
The implementation goal of project management informatization in modern construction enterprises: centralized management of human resources, centralized control of financial funds and centralized procurement and supply of materials are the key management processes of enterprise management projects, and the effective implementation of these management processes cannot be separated from informatization means, so the implementation goal of project management informatization is the informatization of three centralized processes. In the research and implementation of modern enterprise resource planning management or integrated manufacturing system (ERP), the software system of these three processes is also the core module of ERP.
Second, the scope and main contents of project management informatization
It is determined that centralized management of human resources, centralized control of financial funds and centralized procurement and supply of materials are three important processes for a legal person to manage a project, so centralized management of human resources, centralized control of financial funds and centralized procurement and supply of materials have become the main contents of project management informationization. The main contents (and structure chart) of project management informatization are as follows:
As mentioned above, under the concept of intensive project management, project management informationization must be aimed at multi-project management, that is, information management is to manage projects from the perspective of enterprise legal persons, so its management information system and database are all established at the enterprise level, and it is necessary to build management information systems in stages, as follows:
1. Collaborative Work Platform for Project Management;
2. Business Intelligence System for Project Management:
3. Project management performance appraisal system;
4. Project human resources and labor management system;
5. Project financial fund and cost management system;
6. Project material procurement and supply system;
7. Project schedule and quality management system;
8. Project safety and environmental protection management system;
9. Project contract documents and drawings management system
Each of the above contents is a set of powerful management information system software after implementation, and each system also contains multiple functional modules, and a project management database will be established for its processing and operation, which will not be described in detail in this paper.
Three, the project management information problems and key lines
Problems existing in traditional project management informatization: At present, whether it is traditional manual management or a single project management information system in China, its management mode is still in the management mode of report processing, that is, the project data known or obtained by enterprise legal persons are mainly obtained by asking the project to fill in reports. The disadvantages of this method are obvious, especially the untimely time and data distortion. Practice has proved that as long as the project management data is collected in the form of report management, no matter how detailed and strict the report indicators are, when the project is reported to the enterprise, especially the project cost report, most of it must be manually adjusted by the project manager or relevant management personnel. This adjustment may be reasonable from the perspective of the project, but it does not rule out that the project manager makes purposeful adjustments to some data. Therefore, for enterprises, the result is that without timely and true data of the project, enterprises cannot effectively manage and control the project, and can only settle accounts afterwards, and the goal of becoming a "profit center" cannot be achieved.
The reason for this problem is the absence of enterprise management. Enterprises hand over all the project management rights to the project manager, forming a model of project manager managing projects. Enterprises only take risks and cannot guarantee the due benefits. The biggest problem of this project manager's way of managing projects is that enterprises can't find and plug loopholes in time, which is easy to cause corruption and can't protect project managers to the maximum extent. Generally speaking, the result of the project manager's way of managing the project is that the enterprise cannot effectively supervise and control the economic situation of the project from the system and procedure.
Project management informatization under the mode of "corporate management project": enterprises must first establish a clear and reasonable mechanism management system and business management system to implement project management informatization. The management system of project management mechanism refers to the selection of project manager and key management personnel, the establishment and adjustment of project management structure, the definition of project manager's rights, benefits and obligations, and the assessment of project manager. Project business management system refers to project cost management system and process, project material procurement and use management system and process, project manpower and labor use management system and process, project machinery and equipment use management system and process, project document management system and process, project safety and environmental protection management system and process, project quality management system and process, project site management system and process, project schedule management system and process, etc.
According to the mechanism, business management system and processing flow formulated by the enterprise for project management, the project management informatization is implemented. With the successful implementation of informatization, all kinds of data of the project have been input in one place, and the whole system can enjoy it in an orderly manner. The project manager cannot modify the data that has been entered or processed by the computer. Enterprises directly collect the data in the project that have not been manually adjusted for summary statistical analysis. Enterprises no longer need projects to fill in various reports. On the contrary, enterprises can provide various real statistical summary reports for projects in the management information system.
Nothing is more important to the decision makers of enterprises and project management than to quickly grasp the real data of the project (whether it is profit or loss). The project management information system based on project mechanism management and business process processing can realize the management of multiple projects by enterprises, transform the traditional project management, especially the post-event accounting of project cost management into process control, and transform static management into dynamic management, thus ensuring the timeliness, transparency and authenticity of project management data. Even through the data mining function of business intelligence system, it can realize the prediction and early warning of project cost and risk, and provide a powerful tool for enterprise decision makers to manage multiple projects, which is the most critical and effective route to solve the project management informatization.
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