On the practical form of project management in construction enterprise management?

In the practice of China Construction Industry Year, project management promoted the continuous enrichment and innovation of project management form and content, and realized the fundamental transformation of construction production mode. This paper discusses the practical forms of project management in construction enterprise management, with a view to benefiting the enterprise management of construction enterprises in China.

The practical forms of project management in construction enterprise management mainly include the following aspects:

A, project management organization form

Project management department is the organizational form of project productivity. Under the planned economy system, enterprises organize construction production according to the internal administrative level, and now they organize construction production according to the project management department. The main feature of project management department is dynamic management of projects, which provides a new management mode for enterprises to optimize the allocation of social production factors, develop project productivity and expand business scale.

(A) the positioning of the project intends to

The Project Management Department is a one-time organization for the project manager to manage the project with the authorization of the legal representative of the enterprise and the support of functional departments. Its characteristics are optimized combination and dynamic management, so it is a one-time temporary institution. However, during the development of the project management department, the problem of solidification of the project management department appeared. In the traditional management system, some enterprises regard it as the engineering department, which is fixed according to the administrative sequence, and even fix a piece of equipment, turnover materials and operating benefits in the management department. Project management departments can buy cars and fixed assets, and even some project management departments undertake several projects at the same time. A "snowball" accounting system has been formed, and the project management department, which was originally a one-time and temporary organization, has become a fixed organizational form. The problems of personnel, institutions and resources are solidified, which leads to the confusion of project cost and the precipitation of production factors, obviously losing the original meaning of project management. In order to find the root of the problem, we extract the positioning of "three disposable" from the theory and practice of project management. The project management department is a one-time temporary organization, one-time cost center and one-time authorized client of an enterprise as a legal person. This "three times" orientation essentially draws a clear line between the project management department and the engineering department in the traditional management system, and provides a theoretical basis for overcoming the bad tendencies of small group projects, chaotic cost accounting and low utilization rate of production factors.

(2) the project manager responsibility system

Project manager responsibility system is the target responsibility system of construction project management with the project manager as the main body of responsibility, and it is the most basic system of project management department.

The basic content of the project manager responsibility system is that the project manager is entrusted by the enterprise legal person to realize the three major goals of the enterprise through the whole process, all-round and total contract management on behalf of the enterprise in the project, namely, the contract commitment goal of the company to the owner, the cost reduction goal issued by the company to the project department and the construction site management goal, and these three goals are positioned as the basic goals of the project manager responsibility system. Secondly, it is the basic condition for implementing the project manager responsibility system, and the second is the authorization condition. The project manager handles and coordinates the internal and external relations within the scope of authorization to ensure the coordinated and orderly implementation of the project. Second, the mechanism conditions, the company uses perfect market mechanism, employment mechanism, distribution mechanism, service mechanism, incentive mechanism, restraint mechanism and other effective mechanisms to ensure the implementation of the project manager responsibility system.

(3) Professionalization of project managers

As the name implies, a manager is management. If the manager is defined as personification, it refers to the person in charge of management. Once a manager is personified, it becomes a very attractive title, so people in society call such talents professional managers. Professional managers are the product of marketization. Without the market, there would be no world of professional managers. When professional managers enter the market, they are generally employed or employed by carriers. He is not only responsible for the management of this carrier, but also good at managing himself. Professional managers are compound talents. He is not only knowledgeable and proficient in enterprise management, but also has the broad vision of observing things and the organizational leadership ability to control the overall work.

(D) the project cost accounting system

Project cost accounting system is the focus and core of project management, and it is an effective system to improve the economic benefits of project management. It is a project revenue and expenditure accounting with the responsibility cost of the project and the project management department as the highest control limit, which collects the project cost, analyzes the profit and loss, accurately reflects the project management and operation, and assesses the performance of the project manager. This is a comprehensive management work aimed at reducing costs. Cost management is one of the important means for construction enterprises to improve their management level and competitiveness. The implementation of project management must adhere to the principle that enterprises are profit centers and projects are cost centers.

Second, the operation mechanism of project management

(A) three-level division

Through the implementation of project management, the organizational form of enterprise construction has three levels, namely enterprise level, project level and operation level. Clarifying the relationship between these three levels is an important content of implementing project management.

(B) the relationship between the three levels

1. Enterprise serves the project level. The company should regard itself as the first level to control and allocate production factors, and give full play to the role of allocating production factors on the basis of owning and controlling production factors and facing the needs of the project.

2. The project level belongs to the enterprise level. The project management department must be positioned in accordance with the "three one-off" standard, and cannot intercept profits, solidify institutions, become micro-enterprises, and confront the main position and interests of enterprises, and cannot be misplaced. Enterprises and projects are the relationship between entrustment and entrusted, authorization and authorization. The project manager must be sober at this point.

3. The project layer and the operation layer have a contractual business relationship. The relationship between the project and the operation layer, regardless of the mode and configuration of the operation layer, is a contractual relationship, which is bound by the contract law. Project layer and operation layer are contract business relations, which are based on the separation of management and labor operation layer. Construction enterprises started from labor-intensive, and the form of labor organization has always been a difficult problem in reform. After the separation of management and operation, there is a problem of how to build and develop the operation. In specific enterprises, this two-layer separation is manifested in the separation of management and operation, while in society, the whole construction team is divided according to specialization, and then the production capacity is combined under the project, so that the construction capacity can be guided to the combination road of professional development and large-scale production mode, and the original potential management capacity of many old enterprises can be greatly released through this form. The development direction of operation layer should be specialization, independence and socialization. The specialization of operation layer is not an end, but a form of production organization, and the ultimate goal is corporatization.

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