Problems and countermeasures in contract management of construction projects?

In the current construction projects, it is necessary to attach importance to contract management, especially for some projects whose construction process is complicated, which requires the contractor to allocate corresponding manpower and material resources according to the contents stipulated in the contract, so as to make the construction process orderly. The contract management of construction projects is to better restrain contractors and employers, and ensure that both parties can effectively perform their responsibilities and obligations according to the contents of the contract, so as to ensure the better development of related projects. By analyzing the present situation of contract management in construction projects, this paper gives corresponding solutions, hoping to provide theoretical support for the research of relevant workers.

1 characteristics of construction project contract

As far as the current construction projects are concerned, they mainly have the following characteristics: First, the cycle is long. Construction project is a specific construction activity carried out in a specific period, which requires the relevant project manager to constantly supervise the construction process according to the corresponding contract, so as to better realize the development of the project. Secondly, the contract terms of construction projects are not only complicated, but also very complicated. According to different construction projects, specific contracts need to be signed according to their complexity. Because the construction process is public and special, it is necessary to set up some special clauses, such as insurance, taxation, patents, etc. Finally, the contracts for construction projects have changed greatly. In the process of construction, many subjective factors may interfere with related projects. Therefore, it is necessary to strengthen the change and management of related projects in time to ensure the development of follow-up projects.

2 Construction project contract management status quo

In the current contract management of construction projects, it is mainly based on the contract law, and the related issues involved are implemented according to the agreement, so as to minimize the complicated disputes existing in the law. Therefore, when carrying out relevant management work, the project leader needs to master more legal knowledge, improve his comprehensive quality through a lot of training, and build a more perfect project management system, file management system and contract management model to lay the foundation for the development of engineering construction. At present, contract management mainly includes the following issues. First of all, the legal awareness of both parties to the contract is not strong. At present, China's construction market is still in the seller's market. In order to obtain the right to contract related projects, some construction contractors have some phenomena, such as overcharging and illegal subcontracting. The illegal transfer of some projects by contractors has also brought great risks to the development of related projects. Even some contractors will privately sign agreements inconsistent with the original contracts, which will have a certain negative impact on the construction quality and disturb the order of the relevant markets to a great extent. Secondly, enterprises did not attach importance to the construction of project contract management system, did not improve the hierarchical management and authorization management in related management work, and the management supervision system was not implemented in place, which led to many quality problems in related projects. Furthermore, enterprises lack professional support. Enterprises ignore the professional training of relevant managers, and the accountability system is unclear, which will cause great legal problems when disputes occur. Finally, the traditional contract management method is relatively backward. The contract management of some enterprise projects is still scattered, and there is no stricter control over related work, and there is no evaluation of fulfilled contracts, which cannot improve the existing problems. Therefore, the use of more traditional contract management methods can not better improve the quality of work, and thus can not lay the foundation for the development of the whole project.

3. Countermeasures to improve contract management of construction projects

3. 1 Strengthen contract management awareness

The construction project contract is an important cornerstone of the whole project. At present, enterprises must enhance contract awareness, attach importance to the relevant contents of contract management, and improve the contract management level of construction projects. The project manager attaches importance to the idea, which can reduce the contract risk more effectively, and effectively use management and claim in related construction to improve the economic benefits of the enterprise itself. The project leader should improve the project cost management system and construction cost responsibility management system, attach importance to project planning, cost control, project accounting and other work, reduce unnecessary cost expenditure, and efficiently complete the project construction task by strengthening the contract management consciousness.

3.2 the establishment of contract management as the core of the organization

A special contract management organization should be established within the enterprise to ensure that the relevant work is more professional. For example, set up specialized contract engineers in relevant institutions and departments, and serve as professional contract administrators to formulate a set of relatively perfect work processes and rules and regulations for relevant staff to ensure the efficiency of relevant management work. At the same time, it is necessary to improve the project contract disclosure system, and conduct detailed inspection and disclosure on the leaders and responsible persons of relevant construction units such as engineering, market, construction and cost control. To ensure the effective development of contract management.

3.3 Develop system constraint management.

If there is no specific system to restrict the management of construction contracts, this work is generally more formal and cannot play a positive role in promoting the development of enterprises. Therefore, in order to ensure the normal development of contract management, we should formulate corresponding working systems. In addition to the above-mentioned contract disclosure system, we should also implement the responsibility-to-person system, the work handover system and the financial management approval system. Through institutional constraints, it can provide impetus for the development of related work.

3.4 Pay attention to the cultivation of professional talents

Contract managers must have more professional qualities, in addition, they should also be proficient in legal knowledge, and need to accurately grasp the performance and claim process of related contracts, or cost management and project cost. Enterprises can provide professional training for on-the-job employees and continuously attract more outstanding talents to join the project contract management of enterprises.

For construction enterprises, it is of positive significance to ensure the effectiveness of construction project contract management for the long-term development of enterprises, which is related to the economic benefits of enterprises to a great extent, so managers need to pay more attention to project contract management. It is necessary to solve the problems existing in the current contract management, constantly realize the innovation of the working system and management mode in the new period, and then ensure the orderly development of the project contract management.

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