From the management point of view, how to make Gong Yu move mountains every week instead of one month?

According to the principle of project network diagram, one month is designated as the key road map. With sufficient resources and parallel actions around the key road map, Gong Yu can remove the mountain within one month.

The purpose of making network diagram in project management:

For a complex large-scale public building, it is rare for a construction unit to fully undertake all the construction business. Generally speaking, there are always various subcontractors and designated subcontractors. Subcontracting exists for the following reasons:

1. The general contractor is not qualified to complete all projects. China implements a strict construction qualification system for engineering construction, and few construction units have all the construction qualifications, including civil engineering, Jian 'an, fire protection, weak current, elevators and so on. In this way, objectively, the construction unit must subcontract some professional partial projects to construction units with corresponding qualifications.

2. The price of complete construction general contracting is always higher than that of parallel subcontracting projects. For cost control reasons, owners are often reluctant to hand over all the projects to a construction unit, but often one company undertakes the civil construction, while the electromechanical installation is handed over to another company, and elevators, fire fighting and weak electricity are subcontracted.

3. The particularly important equipment and materials that affect the project quality and cost are generally supplied by the owner.

At present, the above subcontracting mode is widely used in China and also in international projects. For well-managed projects, the contractual relationship between these general contractors and subcontractors is orderly, the responsibilities and rights of both parties are clear, the cooperation between the two parties is good, and the contract implementation is smooth; On the other hand, the contractual relationship is not clear, and the responsibilities and rights of both parties are not clear. The two sides often fall into disputes and contradictions. Owners often find that some things are not in the contract, and some things are not in charge, which leads to the loss of construction period and cost breakthrough. Once participated in the construction of five-star hotel in Changsha, Hunan (sketch). Due to the lack of experience in construction project management, the hotel signed a series of contracts with contractors and contracted a complete project in parallel, which caused a series of problems: the owner's engineering department became the general contractor of more than 30 companies, caught in endless wrangling and mediation, and was exhausted. The subcontractors influence each other, and the construction period can't be controlled, five years; The cost is out of control. On the one hand, some construction units have made rapid progress, but they have not paid. On the other hand, the payment has exceeded, and the progress of the project can't come up. Finally, the project cost is high, but the quality is not satisfactory.

This situation is still common in large-scale project construction. Because the construction unit has neglected the establishment of the contract network architecture, the phenomenon of unclear contract relationship is everywhere, which has caused great losses to the construction unit. One of the solutions is to draw the contract network architecture diagram. By compiling the architecture diagram of the contract network, the idea of project management is clarified and a practical contract network is designed. However, in the current project management research, few people discuss the contract network architecture, and the research on the contract itself is often much higher than that on the contract architecture. I think this is a noticeable problem in current project management. Contract network architecture is the basis of establishing contract relationship. The research on it will help us to grasp the main line of project management and play an important role.

1. Divide the whole project into smaller units that are relatively independent and easy to manage.

2. Connect these units with the organizations participating in the project and determine the work to be completed by these organizations in the form of contracts.

3. Make a detailed time and cost estimate for each unit, and form a schedule target and a cost target.

4. Determine the work content, quality standards and completion sequence of each work in the project, and establish the project quality control plan.

5. Estimate the cost of the whole project process and establish the project cost control plan.

6. Predict the project completion time and make the project schedule control plan.