Difficulties and countermeasures of engineering project management

Difficulties and countermeasures of engineering project management

Engineering project is the focus of cost management of construction enterprises and the main source of economic benefits of construction enterprises. With the development of construction enterprises, the corresponding project management system must be revised and promulgated, and it is urgent to improve the project management level. However, from the reality of current project management, there are still many difficulties, and corresponding countermeasures must be taken.

One of the difficulties in project management: the difficulty of capital turnover is the key to restrict project management.

The main source of project funds is project funds. At present, project payment generally lags behind the progress of project image. It also lags behind the payment time agreed in the contract. As a result, the construction unit has a lot of advance funds when doing the project, and the capital turnover is very difficult. Materials purchased by engineering projects often cannot be paid in time, and the purchase price of materials with overdue payment exceeds 10% of the price of materials paid at that time, which greatly weakens the binding force on material suppliers. The overdue payment by the construction unit has caused some material suppliers to fail to supply goods in batches according to the delivery time, quality and quantity agreed in the contract. Such things often happen at critical moments, thus affecting the progress and quality of the project. On the other hand, the construction unit (owner) is openly called God, and often drags the work of project acceptance, settlement and payment to the gods. When the supply and marketing contracts of engineering subcontracting, labor services and materials are signed and performed, it is easy to cause litigation because of the failure to pay on time, which leads to an increase in the cost of responding to the lawsuit. In this way, it not only affects the company's benefits, but also affects the company's reputation.

The second difficulty: the difficulty of labor force adjustment is an important factor affecting the integrity of the project.

Due to the relative shortage of labor resources in labor service companies, it is far from meeting the needs of rapid development of enterprises. In addition, Nantong, as a big building city, is increasingly short of labor resources. The average age of the existing labor force is 52 years old, and there are few young and middle-aged laborers engaged in construction work. It is difficult to find a regular labor force in this area. Therefore, when building a project with a particularly short construction period, it is very difficult to adjust the labor force, which may affect the commitment of the contract period. If you look for a foreign labor service team, they basically have no formal education and training, and their basic quality and ability can't meet the engineering requirements, which will inevitably affect the construction quality.

The third difficulty: the uncertainty of labor wages directly affects the normal management of the project.

Construction enterprises with a certain scale should formulate a set of internal unified labor wage guidelines that are in line with the local market to avoid internal price increases of labor and employment. In addition, enterprises still lack unified and standardized labor wage management methods, which are manifested in the settlement of labor contractors and projects, the settlement of labor and labor contractors, the determination of wages of labor units by labor contractors, and the lack of transparency in the distribution of labor wages. These factors have seriously affected the enthusiasm of laborers and reduced the labor source of the project to some extent. At the same time, because the labor wages are paid by the contractor, the management authority of the project manager to the labor workers is seriously weakened, which directly affects the realization of the project quality, safety, construction period and cost objectives. In order to gain more benefits for themselves, contractors often command workers to cut corners at risk, thus affecting the construction quality and safety, and even the reputation of the company.

The fourth difficulty: the lag of project accounting is a prominent problem in current project management.

On the one hand, there is basically no construction budget for the project at present. When the project starts, we only know the total workload, but we don't know the labor, materials, machinery and other expenses of each building and floor. The project profit and loss are not known until the project is completed and settled, so the cost target process cannot be controlled. On the other hand, the importance attached by each project to accounting is not consistent, and some regard engineering visas and claims as checks; Others have been neglected for a long time, even throwing away visa forms as waste paper; Some projects were submitted for trial after settlement, which was delayed for one year. The role of accounting is only to summarize and analyze the project cost data, and the specific project changes and visas also need the cooperation of all project managers such as project managers and builders. Once the cooperation is not tacit, there will be missing items and wrong items, which will increase the difficulty of re-signing procedures in the future. Therefore, completing accounting work with high standards and quality is an important symbol to measure the level of project management.

The fifth difficulty: the quality of project personnel is the key to project management.

What is the subject of project management? People? And people's quality, ability and consciousness directly affect the whole process of project management. At present, there are faults in project management power to varying degrees. Some construction workers are not familiar with the labor budget quota, so it is impossible to realize the cost process control. For veteran comrades who have long-term experience in front-line construction, they know which construction parts are easy to exceed the quota in actual construction and which construction contents can never be completed, so they can make timely adjustments and reasonable arrangements in specific work arrangements. However, some new employees lack construction experience, some are not familiar with the quota, and do not pay attention to going deep into the masses and every construction link, so it is often impossible to control the project cost in specific construction management.

Sixth difficulty: project cost overrun is one of the difficulties in project management.

At present, some construction enterprises have failed to establish a complete and effective cost control method or system, but all kinds of managers are fighting on their own, which leads to management mistakes, unclear rights and responsibilities, procurement of inferior materials, insufficient training of workers, increased material consumption, inefficiency, process confusion, accidents, rework and so on. It can be seen that the project department is weak in organization and coordination. Due to the single-piece construction production, the mobility of construction personnel is large, and it is necessary to adopt a special flow mode, which has a large amount of organization. Because the construction is carried out in the open air, which takes a long time and requires a lot of resources, and because the construction activities involve complex economic, technical, legal, administrative and interpersonal relationships, the organization and coordination in construction project management is the most complicated and changeable. Organization and coordination must be strengthened to ensure smooth construction, which requires excellent project managers, efficient dispatching institutions, qualified personnel and dynamic control systems.

One of the countermeasures of project management is to arrange funds reasonably and strive to improve the efficiency of fund use.

The fund can be used by contracting projects, ensuring payment, negotiating partial adjustment, and arranging the use of the balance by branches. After the project funds arrive, the head office will deduct the fees paid in proportion. If it is necessary to adjust the project funds, it must be confirmed through consultation with the branch company, and the balance will be arranged and used by the branch company. When signing contracts such as subcontracting, labor service, material and equipment leasing, the source and arrival time of project funds must be considered, and at the same time, enough space should be left to avoid economic litigation caused by insufficient funds and affect the company's reputation and capital operation.

For projects with certain economic strength, the construction enterprise may consider making advance payment, and the loan interest shall be borne by the project, and the principal and interest shall be repaid after the project is completed or the funds are in place. For projects with good capital and production conditions, the head office can even consider capital operation, carry out high-level project management, and create capital profits in addition to construction profits.

Construction enterprises may consider setting up a main material price information management center in the operation department or the engineering department to timely predict and release material price information for the branch or the project department, and provide or inspect and recommend qualified material suppliers; If conditions permit, you can also directly sign a supply contract with qualified material wholesalers or manufacturers to obtain the price difference between wholesale and retail, reduce intermediate links and save costs. At the same time, a unified purchasing and pricing department for main materials and common materials is set up in the branch to collect the material demand of each project for a period of time and purchase it in a unified way. However, if there is a better price on the project, you can contact and buy it yourself after reporting.

When the funds are available, the project department should try its best to optimize the payment method, because a good payment method often means low price and excellent service.

The second countermeasure: strengthen labor management and actively expand the scale of labor force.

According to the requirements of different regions, different scales, different types, different charging standards, different quality standards and safe and civilized construction sites, the head office can formulate the proportion of management fees paid, the salary standards of all kinds of personnel in the project, and the methods of rewards and punishments, so as to achieve clear standards, quantitative assessment, rewarding the excellent and punishing the poor, and rewarding the surplus and punishing the losses. The service team and service personnel implement high quality and good price, low quality and low price. Some special projects (such as image projects or unprofitable projects undertaken to obtain follow-up projects) should be treated differently and corresponding profit and cost targets should be formulated. Ensure that the wages of labor teams and workers are not affected by project objects and downward floating rates.

Link the project cost with the unit price of labor wages, and adhere to the quota acquisition. Those that are wasted due to the failure to use materials correctly (such as cutting wood grains at will, taking long steel bars, and excessive loss of tiles). ) will be hell to pay, otherwise handsomely rewarded. In this way, linking the personal income of laborers with the project cost is beneficial to project management and can also stimulate the ownership of laborers.

Reserve labor resources for company development. Here, the author recommends three methods: first, change the practice of the contractor secretly stripping off the wages of workers and distribute the wages to every worker. Second, laborers should not be too concentrated, otherwise monopoly will easily occur, and excessive bargaining is not conducive to project management. Third, vigorously absorb the existing labor force, train and evaluate the young labor force, and cultivate the team of senior technicians, which is not only conducive to the scale of the head office, but also conducive to the survival of the fittest.

The third countermeasure: strengthen team building and cultivate a compound talent team.

Establish an evaluation system to achieve performance linkage. The project manager (project team) carries out risk mortgage on the project, and the salary is linked to the project scale and benefit, and the contract is cut into pieces, and the overspending is at your own risk, and the savings are rewarded. The project management team composed of the project manager evaluates the post responsibilities of the project manager. The company signs a contract agreement with the project, and the income of the project team is linked to the project quality, safety, cost and capital recovery results. When the project starts, the project advances the project start-up funds to the company and pays the loan interest. One month after the project payment is paid in full, the company should cash in the reward of project assessment to save money, otherwise the company will pay the loan interest to the project, which can not only reflect the fairness and justice of economic and business exchanges, but also enhance the cost consciousness of the project.

Cultivate young talents. Young employees are the future of the enterprise and the successor force of project management, so it is necessary to increase the training of young employees. First, the follow-up work of the project, pay attention to on-site management, make it master the actual construction experience skillfully, and cultivate its spirit of hard work; The second is to exercise in the position of budget officer and accountant, so that they can master the quota of engineering labor, materials and machinery skillfully; The third is to exercise in the financial management position to make them master the relevant knowledge of financial management of engineering projects; Fourth, exercise under pressure, temporarily take a temporary post on the project, and appoint experienced veteran comrades to guide and inspect the project, so as to make the project grow rapidly. The project managers trained in this way will be high-quality project management talents, which is of great significance to the sustained and rapid development of construction enterprises in the future.

The fourth countermeasure: pay close attention to budget settlement and realize full staff management and whole process control.

Prepare the construction budget. The budget quotation in bidding serves the bidding to a certain extent and cannot be directly used for the control of the construction process. The construction budget should be compiled according to the total workload of winning the bid, and the actual labor, materials and machinery costs should be divided, so that the project manager and the builder can know in advance the cost range and control standards of people, materials and machines needed for the project, so as to carry out targeted management and achieve the purpose of reducing costs. Fundamentally solve the management shortcomings such as empirical estimation and relationship settlement, and achieve scientific management, target control and process control.

Construction process control. The occurrence of project cost involves the whole cycle of the project. At each stage, the actual cost and income cost should be compared and analyzed in time. If the actual cost is greater than the income cost, it is necessary to find out the reasons in time, such as the loss of labor costs, is the labor overloaded or idle? Material cost loss, is it a waste of materials or a high price of purchased materials? For itemized losses, it is necessary to issue visas in time or make up for them with profit items. Never bring hidden losses to the completion settlement, so as not to cause the cost to get out of control.

Strengthen contract management. Contract management is an important part of enterprise management, and it is also an effective way to reduce project costs and improve economic benefits. Relevant personnel should pay special attention to the attack and defense of contract management, check the progress and effect of the contractor's performance of the contract, and prevent the other party from claiming compensation. At the same time, we should study the terms of the contract, find the starting point for claiming compensation from the other party, and handle the relevant procedures and visas in time. Be careful, patient and persistent when handling visas.

Do a good job in project settlement. The settlement process can reflect the level of project management, and the economic benefits of the project are closely related to the final stage of project settlement. The project settlement shall be led by the project manager and attended by all project personnel. Carefully control the drawings, construction logs, completed project contents (pay special attention to detailed projects), check the visa form, check the settlement summary table, and find out the missing items. At the same time, it is necessary to find out the gap between the project cost and the project settlement, find out the reasons and adjust the settlement according to the facts.

Countermeasure 5: Improve the cost control system.

Improve the project manager responsibility system. The project manager shall, within the scope authorized by the legal representative of the enterprise, guide the production and operation activities of the project, allocate and manage the production factors such as manpower, funds and materials entering the project, and have the right to decide the specific allocation scheme and distribution form within the project; The power to purchase equipment, purchase main materials, recover and use funds should be concentrated in enterprises.

Hang in there? Enterprises are profit centers and projects are cost centers? Principle, establish and improve the project cost accounting system, correctly handle the economic interests between enterprises and projects, enterprises should adhere to separate accounting for each project and strengthen cost management. Enterprises regard project cost as an important assessment basis of project manager's economic responsibility system. After the completion of the project, determine the economic responsibility target of the project through audit, and seriously implement rewards and punishments. In addition, for example, the technical department should look for more efficient technical solutions; The material department should consider the lowest procurement cost during the project construction period, and good procurement will directly increase the company's profit and value.

The company established a project management team according to the principle of optimization and dynamics. While accepting the leadership of the project manager, the members of the project team should also accept the guidance, inspection, supervision and assessment of the functional departments of the enterprise.

Strengthen and improve the construction of internal production factor allocation mechanism, and establish and improve the enterprise's? Five major markets? That is, the labor talent market, material supply market, institutional equipment rental market, fund use management market, settlement center and technology market, thus promoting the orderly flow and optimal combination of company resources.

;