At present, the growth rate of the engineering construction industry is slowing down, the competition in the construction industry market is becoming increasingly fierce, and the competition between construction enterprises is no longer a simple competition for speed and scale, but gradually showing a more mature and professional "high-quality" competition situation. The performance ability of the project is no longer limited to the construction period and quality, but a comprehensive competition including many factors such as construction progress, quality and safety, environmental protection, scientific and technological innovation and brand image. This situation has prompted the project management of construction enterprises to upgrade from extensive to refined, and to take project management as the starting point to improve the performance ability of engineering projects, which is of vital significance for enhancing the core competitiveness of enterprises, ensuring the sustainable development of enterprises, and improving the reputation of the industry.
Poor project management affects the improvement of project performance ability
Delays are widespread. After the commencement of some projects, due to the failure of the owners to solve the remaining problems such as land acquisition and demolition in a timely manner, the cleared project could not be cleared for various reasons, and the problem was delayed for a long time, which not only caused a waste of resources, but also delayed the construction period. Some project site personnel are insufficient, and funds are not in place, resulting in slow progress of the project, especially in recent years, due to environmental protection control of raw materials, many projects cannot be completed within the scheduled construction period of the contract.
The awareness of cost management is not strong. Some projects blindly focus on the reduction of individual costs, and the small costs are tightened, which can only minimize the cost, without considering the overall situation of the whole process, without implementing the concept of "construction period is benefit", and without recognizing the deep relationship between resource allocation cost and construction cost, resulting in the impact of important nodes of the project, and the lack of positive response to customer demands, which not only increases investment in order to rush to catch up with the construction period, but also affects the economic benefits of the project and the social reputation of the enterprise.
Misuse in key positions. After the construction of the project or the construction process of the current resource allocation is insufficient, due to the lack of consideration, especially for the project management contractor, project manager and other key positions of personnel in the employment of personnel, resulting in passive replacement in the middle of the construction, resulting in the internal management of the project is not continuous, and even some are starting from scratch, so that the loss of project economic benefits leads to losses.
Poor selection of subcontracting teams. It does not focus on the integrity of the labor subcontracting team, financial strength, project performance, construction capacity, etc., but only focuses on the best and cost savings. When the project schedule is tight, the increase in equipment and personnel cannot keep up with the construction progress, resulting in performance risks.
Project planning is a non-existent thing. Project planning is only to cope with inspections, engage in formalism, do superficial things, and have many false components, which not only loses the role of pre-control, but also makes it difficult to improve project execution. It is an indisputable fact that the main and secondary are reversed and disrupted in the construction, and some of the early construction has laid a "mine" for the later process.
Technical support is difficult to put in place. The execution of project management is not strong enough to put technology first and runs through the whole process of the project, and the technical support is not continuous, which directly affects the balanced progress of the construction organization, the management objectives of each stage are not clear enough, and the resource organization and problem-solving measures are weak, which ultimately leads to the increase of project costs.
The atmosphere of pioneering and innovation is not strong. Most of the projects are not willing to innovate themselves, are unwilling to break the traditional mode of thinking, and there are many obstacles to change the existing constraints, and the atmosphere of scientific and technological innovation and management innovation has not yet been formed.
Quality and safety are in danger. Various quality and safety accidents occur from time to time, resulting in varying degrees of losses. For enterprises, quality and safety are the "bottom line" and "lifeline", and problems will have a negative impact on the society, damage the reputation and brand image of the enterprise, and sometimes even destroy the disaster.
From the perspective of project management, the factors restricting the improvement of project performance ability are analyzed
From the perspective of the macro environment, due to the business behavior of the construction market has the characteristics of first-class transactions, that is, the contract is signed first, and then the production is organized, and the construction enterprise must complete the contract indicators such as construction period, quality, safety, and cost, and there are many unforeseen risks in the performance process. In particular, large-scale comprehensive projects with large specifications, tight construction periods, high quality standards, special structures, different shapes and other special needs often have greater risk factors such as unsatisfactory performance ability of the project. Some of these risks come from the project itself, and some come from the construction enterprise and the project department, the owner, the external environment and other aspects.
In addition, the social problem of lack of credit is also one of the main factors restricting the improvement of the performance ability of engineering projects. The awareness of social credit is relatively weak, the pace of the establishment of the credit system is different, the standards are different, the scope is different, and the degree is different, effective credit appraisal mechanisms, mechanisms for announcing major matters, and punishment mechanisms for untrustworthiness are lagging behind or in the process of being established, and the dilemma of the trustworthy suffering losses and the untrustworthy gaining profits is not conducive to the formation of an open, fair, and just market environment.
From the micro dimension of project management, the main reason is that the objectives and instructions are not clear in the performance process, and the relevant personnel do not know what to do, what to be responsible for, and what standards to achieve in implementation. In the process of construction of many engineering projects, although there are expected goals and management systems, due to the lack of follow-up assessment of the implementation of the situation, the implementation of the policy can not be adhered to consistently.
First, the tiger and snake tail even change the order overnight, the assigned work is not inspected or even if the inspection is tightened before and then loosened, the assessment is not effective, and the rectification is not in place, which has a fatal impact on the performance ability of the project, and it is difficult to achieve the expected results. In addition, the comprehensive quality of the project team is also one of the factors. In some projects, there is a phenomenon that the "gold" project manager bids and the "bronze" project manager constructs, which can often be found during the construction process. Most of the key positions of the project have been changed, and even the changes are frequent, and some of the change procedures are not complete. The project leader is not capable of doing his or her own job of project management, resulting in subordinates being superficial, and even the implementation of the entire project is not effective, and the team lacks the spirit of collaboration, disunity or inconsistent orders.
Take project management as the starting point to improve the path and countermeasures of project performance ability
Guided by the concept, create a strong atmosphere of "performance first". The concept is the precursor of action, and the practice of development is guided by the concept of development. Project management should use the concept of "performance first" to guide all employees to pay attention to the work of improving the performance ability of the project. Through various effective forms, strengthen the publicity and implementation of enhancing the awareness of performance, the list of high-quality authors makes everyone fully realize that adhering to the comprehensive strengthening of project management and improving the performance ability of engineering projects is the need to support enterprises to expand the market and promote the high-quality development of enterprises. Through the creation of an atmosphere of "performance first", we strive to complete each project, especially key projects and strategic projects, on schedule, standardize project management behaviors, do a good job in the performance of the construction process, provide high-quality performance services to the owners, and deliver building products that meet the requirements of quality, progress and safety, so as to improve the value creativity, brand influence, market competitiveness and industry leadership of the enterprise by improving the performance ability of the project. Plan first, and strive to "win before fighting". In the process of project management, effective and full planning is not only an important guarantee to improve the performance ability of the project, but also a fundamental way to improve the economic benefits of the enterprise. The project planning integrates professional knowledge, market information and management practice, through planning and sorting out the management objectives and implementation plans at all stages of project construction, analyzing and judging the problems and difficulties that may be encountered in the process of project management, formulating solutions in advance, and centrally allocating corresponding resources, so that project management can be followed, evidence-based and orderly. Project planning should be involved from the time of project bidding, conduct in-depth and detailed investigation of the background and conditions of the project, not only to grasp the owner's credit, funds in place, process payment and other important information, but also to know the difficulty of project management and implementation, the ability level of the management team, so as to know oneself and the other. In the early stage of the project, it is the key to planning, and in the preparation stage of the start of construction, it is necessary to carefully plan the selection of the team, the division of sections, the clear construction plan, the overall planning, the breakthrough of major difficulties, the allocation of resources, and the large facilities. At the beginning of entering the site, the problems and difficulties that may be encountered will be sorted out one by one, and the measures to solve them will be formulated one by one, and the top-level design and task implementation will be grasped.
Quantify the target and achieve a dynamic balance of performance benefits. Clear goals are the orientation of performance, and the establishment of goals should be feasible and quantitative. The objectives include construction period objectives, quality objectives, project economic benefit objectives, safe and civilized construction objectives, technological innovation objectives, etc., among which the progress, safety and quality of the project are the focus of attention and supervision of all parties. To speed up the progress of the project and improve the safety and quality standards, it will inevitably increase the construction investment and affect the project efficiency. Therefore, the performance and benefits of the project are to some extent opposed, and the setting of goals should be based on the consideration of ensuring performance, so as to achieve a dynamic balance between performance and benefits. It is necessary to attach importance to the management of economic indicators, scientifically allocate resources, balance construction, and improve labor productivity. In the construction process, resource consumption should be strictly controlled, and each individual project, process and operation link should have clear resource quantification indicators, and strict assessment, rewards and punishments should be carried out to reduce costs and increase efficiency. It is necessary to strengthen the dynamic management of the target, and if it is found that the implementation is not effective and the target may be deviated, there should be appropriate emergency correction measures, and the project team should be replaced if necessary. It is necessary to pay attention to the selection of subcontracting teams, strengthen target guidance and subcontracting control, improve the efficiency of subcontracting performance, and improve the total productivity of projects through system integration.
Pay close attention to the construction period and effectively prevent performance risks. The construction period is an important indicator of project management, which is directly related to the return on investment of the owner and the cost-effectiveness of the construction enterprise. In addition to the regular schedule management measures, the performance of the construction period also lies in strengthening the plan management, and clarifying the construction period objectives through annual plans, monthly plans, weekly plans and special project plans if necessary. It is necessary to strengthen the monthly construction period assessment, allocate resources in a timely manner according to the assessment situation, and take measures to rush work when necessary to ensure that the key construction period is realized.
A multi-pronged approach was taken to improve the comprehensive performance capacity of the project. The quality performance ability is the bargaining chip of the enterprise competition and the foundation of the owner's trust in the performance ability of the construction enterprise. To create high-quality projects and satisfy customers, we can win reputation in the market and enhance brand image, which is of great significance to expand the market and develop the enterprise. In addition, an important indicator of the comprehensive performance ability of the enterprise is the general contracting management ability, which is directly related to the success or failure of the project. The standardized management of safe and civilized construction is also an important basis for measuring the level of project management, and is gradually becoming a symbol of corporate image recognition, fully demonstrating the vitality of management and deepening the understanding of the enterprise spirit of the owner and the surrounding society of the project. Secondly, the performance process fully considers the additional needs of the owner and creates greater benefits for the owner, which is also crucial to improve the reputation and market competitiveness of the enterprise.
Control costs and improve the profitability of engineering projects. Profitability is the ultimate embodiment of the project's ability to perform the contract, and it is an issue that construction enterprises must consider to survive and improve their competitiveness. It is necessary to establish a sense of large cost, do it first and then calculate, calculate while doing it, and not blindly pay attention to the level of a single cost, calculate the small investment, and lose the big cost. It is necessary to enhance the concept of system management, extend the overall value chain of the enterprise, stand in the overall situation of regional development and total project cost, comprehensively consider the relationship between project cost and brand value, resource allocation cost and construction cost, optimize design, optimize resource allocation, and strengthen cost control under the guidance of the goal of "full cost and overall cost" to maximize benefits.
Technical support to ensure that resource allocation is in place. Technical management is the soul of project management and the premise of achieving project management goals. It is necessary to do in-depth and thorough optimization design, implement scheme comparison and selection, strict process management, etc., and determine the construction organization, construction plan, and resource allocation with technology as the leader. The key to project performance also lies in whether the construction organization and construction plan are strictly implemented, and whether the first resource allocation can be in place at one time is even more crucial, which is an important embodiment of the enterprise's ability to organize and allocate resources.
Pay attention to settlement, and strive for the perfect end of project performance. Doing a good job in settlement is the last process of project performance, and it is also the ultimate embodiment of project benefits, and it is of great significance to strive for high settlement benefits. It is necessary to complete the subcontract settlement and material settlement in a timely manner after the completion of the project, so as to lock in the cost as soon as possible and determine the settlement target with the owner. It is necessary to strive to report the settlement information within the time limit of the contract, and ensure that the settlement information is complete, so as to win the initiative for the settlement and lay a good foundation for the priority of compensation.
To sum up, the performance ability is the embodiment of the comprehensive strength of the construction enterprise, and it is an eternal topic to improve the performance ability of the project with project management as the starting point. Apply the refined management of projects and high-quality performance to engineering construction management, optimize and improve the management system, and meet the needs of high-quality development of the engineering construction industry and enterprises.
Content**: Construction Enterprise Management" Author: Teng Rongqian (Deputy General Manager of Pearl Construction Group) This article was originally published by Golden Project Management, if you need it, please leave a message to obtain authorization and indicate the source;Unauthorized shall not be **, offenders will be prosecuted.