Problems and Countermeasures in Engineering Project Management

Problems and Countermeasures in Engineering Project Management

Project management is the overall monitoring and control of a number of activities (e.g., tasks) that are related to the successful achievement of a set of objectives. Below I have prepared an article on engineering project management for you to read.

Problems in the current management of engineering progress

1. Many constraints, management is not in place

Engineering projects in the implementation process, affecting the progress of many factors. Such as: their own management level, the construction site environment, labor demand conditions, the impact of design changes, financial issues, material supply issues, risk issues, and the impact of other construction-related parties and so on. Engineering contractors do not have any positive and effective measures to this problem, often a factor driving the impact of other factors. In advance, there is no good analysis, the development of contingency plans, and so things happen only to be in a hurry to know where to go. Management organization is not able to ensure the implementation of the progress goals, focusing on the relationship rather than the ability of the phenomenon is serious, resulting in poor implementation capacity. Project members are only concerned about whether they gain, regardless of whether the project objectives are successfully realized. Lack of effective supervision, incentives, assessment mechanism, the target decomposition is not clear enough, in the case of lagging progress can not find the direct responsible person, the departments of the personnel to pull each other, and ultimately do not settle the matter. Because there is no clear responsibility and lack of cooperation, the enthusiasm of project members can not be mobilized, the progress of the target is also very indifferent. It is undeniable that the management level of some construction companies is really limited, just to win the bid, in order to obtain the project on the implementation of the specific process of contempt, so that the implementation of the project in the process of the first performance is the progress of the target has been unable to complete the project on schedule.

2. Not grasp the progress, cost, quality of the relationship between

Project progress and cost, quality is interlinked, it can be said that in theory we all know the relationship between cost and progress is to speed up the progress to increase costs. Because it is necessary to take measures to catch up with the work to spend a certain amount of money: the relationship between progress and quality is to speed up the progress will affect the quality of the project, due to the high intensity of human and mechanical operations to change the conditions of construction, it may affect the quality, but in practice . In the construction process, the contractors do not spend effort to think about how to make the relationship between these three to achieve a kind of equilibrium. In engineering project construction project progress control, quality control and investment control and listed as the three major objectives of engineering construction control.

Countermeasures to strengthen the project progress management

(a) contractual measures

Construction contract is the construction unit and the construction unit to enter into, used to clarify the responsibilities, rights and relationships with the legal effect of the agreement documents, is the use of the market economic system to organize the implementation of the project's basic means. Construction unit according to the construction contract requires the construction unit in the contract period to complete the project construction tasks, and the construction unit to actually complete the amount of work as the basis for the construction contract agreed upon ways, the proportion of payment for the project. Therefore, the contract measures is an important means of construction unit target control, is to ensure that the target control can be successfully implemented effective measures.

(ii) economic measures

1. Emphasis on schedule default

construction unit to achieve good engineering progress control results, to achieve the goal of schedule, must highlight the construction unit's responsibility for schedule default, and the formation of specific measures in the process of progress control in the attempt to delay, muddy the schedule of the construction unit to play a deterrent effect. Such as according to the validation of the project progress plan against the image progress, the construction unit is more than the planned time point failed to complete the progress of the contract price of a number of ratios by each delay of one day to the construction unit to pay the construction period of liquidated damages, and in the progress of the project in the payment of the actual embodiment of the payment. Otherwise, the construction unit will continue to withhold or accumulate liquidated damages.

2. The introduction of incentives combined with rewards and penalties

For a long time, in the realization of the project progress control objectives under great pressure, for the construction unit contract duration of the constraints of the construction unit is mostly only taken? Penalty? Mainly, but the effect is not obvious. Fundamentally speaking, the construction unit's original intention is to complete the project on time, and some projects construction units in the consideration of rushing to invest in construction costs will be willing to be penalized, the reason is that the liquidated damages ceiling can not exceed 5% of the total contract price. Therefore, the project progress control only using the penalty approach is relatively passive, and take the combination of rewards and penalties can guide the construction unit to become passive for the initiative. Construction unit in the contract period of the magnitude of the early completion of the award can be agreed to a specific value or with the proportion of liquidated damages payable, but also conducive to the virtuous circle of good faith cooperation between the two sides.

(C) organizational measures

1. Highlight the center of gravity, emphasize the responsibility

For the construction unit, the project's three major control objectives are equally important, but if all parties to the three major control objectives are to use equal efforts to grasp the problem of the possible loss of one or the other. In practice, the more ideal program is the construction unit, supervision units and construction units, respectively, progress, quality and investment control as the focus of the work, the three are not independent, but to emphasize their main responsibilities to make their organic combination. In terms of progress control, the main responsibility of the construction unit is to prepare and implement the construction schedule according to the contract duration, and supervisory units to ensure that the quality of the project under the supervision of qualified, such as causing delays in the construction period, the construction unit and the supervisory unit has the right to require it to increase the investment in manpower and material resources, and to bear the losses and responsibilities.

2. Strengthen the management of the construction project department

The construction unit project department is the main body of the construction project progress implementation, the construction unit progress control on-site coordination can not be separated from the active cooperation of the project department personnel. Therefore, the quality of the personnel of the engineering project department is particularly important. The construction unit should require the project department staffing and bidding documents in line with the initiative to strengthen mutual communication with the project department personnel, to understand its technical management level and ability to correctly guide its conscientious efforts to achieve the target control. In the case that the project department negatively copes with and does not actively cooperate with the work, the construction unit on-site management personnel have the right to put forward their opinions on the adjustment of the composition of the project department. At the same time, the construction unit can also urge the construction unit of the project department from the progress, quality, capital and other aspects of supervision and inspection management.

In short, the above measures are mainly to improve the ability to pre-control, strengthen the active control approach to achieve the purpose of accelerating the construction progress. In the process of project implementation, the passive control and active control should be closely integrated. Only by carefully analyzing the extent of the impact of various factors on the project progress goals, timely comparison of the actual progress with the planned progress, the development of programs to correct deviations, and take measures to catch up with the work, in order to make the actual progress and the planned progress to maintain consistency.

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