[Keywords:] management by objectives, formulation, deployment, dynamic management, evaluation. As a basic method of construction project management, management by objectives is widely used in management science. Why is it a scientific management method? This requires us to know something about it and know why. We should be able to give a definite answer: 1. What is management by objectives? 2. Why do you want to manage by objectives? 3. How to implement management by objectives? Einstein said that success = talent+continuous learning+correct method.
Newton said that success = 1% talent +99% effort.
There is an old saying in China that everything has its own way, and it goes against the road, and it goes against the road. Comrade Mao Zedong emphasized seeking truth from facts. It is to find out the laws, summarize the methods and better guide the practice in the development of people and things. It is impossible to do it blindly. As someone said, I try my best to do one thing. This is not necessarily a good thing, but also depends on whether the method you adopt is correct. Using scientific theory to guide practice, the efficiency is rapidly improved. Let's take a look at the first two famous sayings, so I appreciate the sentence of loving workers more, which is clear and direct, just like management by objectives in engineering construction project management. Our work needs not only endless sweat, but also scientific and reliable methods to guide it. If there is a scientific method to guide it, its skills will be even better. With the right method, we will get twice the result with half the effort. If the method is right, we will have room.
In recent 2003, the word "management" was widely talked about, and the annual salary of executives hired by major enterprises ranged from hundreds of thousands to millions. Are they all idiots What are they looking for? What they want is profit! So they are not stupid: the scientific method itself is endless wealth.
This semester, we started the course of construction project management. Time flies, the middle school class has been finished, and we can't help but be at a loss. I didn't notice. What I learned is far less than what I should have learned. Why? Because it's an exam class. However, it was not until one day that I searched the Internet for architectural information, saw colorful architectural advertisements and recruitment information, and saw my colleagues and brothers working day and night in the forum that I realized that project management was not useless to us. Moreover, it is not a waste of time for us to study project management. Calm down and think about it, and then look at the "colleagues" at work, you will find that, on the contrary, construction project management is how important it is for the future builders of our construction department!
What is our ideal? What is the employment direction of our engineering students? Needless to say, as we all know, except for a few people who lost their major in society, entered the design institute and entered the administrative institutions, most of them went to the construction site. Rain and sun, unkempt, sweating and washing your face, busy. This is not what we want. When we go to any construction base to investigate the construction technicians, we will find that their ultimate goal should be the project manager.
Project managers can't come here equally. He should have many qualities, such as political quality, leadership quality, knowledge quality, practical experience and physical quality. In today's social background. A certain level of education, knowledge and necessary leadership are essential. The most important thing is that he should be familiar with the knowledge of project management.
Construction project management is very important in building construction, and target management is the most important in project management!
Look at the lessons of history.
The water diversion system project of Lubuge Hydropower Station is the first project in China to use the World Bank loan to conduct international bidding and project management in accordance with the provisions of the World Bank. 1982 conducted international bidding, 1 1.0984 officially started, 1.986 10/0 tunnel was completed, and 1.988 project was completed in July, five months ahead of the contract period. At that time, eight major international contractors participated in the bidding, and the pre-tender price was $65,438+$04,958,000. In the end, Japan won the bid with an offer of $84.63 million, which was only 57% of the pre-tender estimate. This is in sharp contrast with the 14th hydropower bureau in China. After winning the bid, Japanese Dacheng Company set up the Lubuge Engineering Office with no more than 30 people to manage the project, and the construction unit still uses the 14th Water Affairs Bureau of China. In terms of management, Dacheng Company played a very good demonstration role for China construction enterprises at that time in terms of quality control, schedule control and cost control. Prior to this, China's engineering construction has always been "budget over budget, settlement over budget". The project management experience of Lubuge Project cannot but shock and reflect on the construction industry in China! The State Planning Commission summarized Lubuge's experience and proposed to reform the management system of construction projects in China, an advanced foreign country.
Lessons from the past are lessons from the future!
On June 2002, 65438+ 10/0, the Ministry of Construction and the General Administration of Quality Supervision, Inspection and Quarantine jointly issued the Code for Management of Construction Projects (GB/T50326-200 1), which was officially implemented on May12002. This marks that China's construction project management has embarked on the road of standardization, and as a milestone in the practical application and theoretical innovation of China's construction project management, it has opened up a new development course of China's construction project management. Speaking of project management, let's take a look at the content of construction project management. The content of construction project management is to establish the management organization of construction project first, then formulate the management plan of construction project, then control the objectives of construction project (achieving the objectives is the purpose of construction project management), and then optimize the preparation and dynamic management of production factors on the construction site. The fifth point is the contract management of construction project, and the other point is the information management of construction project. The last point is organization and coordination.
As can be seen from the content of construction project management, its purpose is to achieve high efficiency. It is a scientific management method, and management by objectives is the basic method of project management.
Management by objectives was initiated by Drucker in the United States. It is the basic method of project management, which runs through the quality, progress, safety and cost control of construction projects. Management by objectives is to achieve the expected long-term and annual business goals, fully mobilize the enthusiasm of employees, and achieve personal goals through self-control and coordination between individuals and groups. To ensure that the same goal is achieved. The basis of management by objectives is the "incentive theory" in behavioral science. The theoretical basis of application is behavioral science and system theory. Since it was founded by Drucker, an American in 1950s, management by objectives has been widely used because of its special role in achieving goals, and has been listed as the main scientific method in modern times. Therefore, it is very important and beneficial for construction managers to learn and advocate management by objectives. This is the definition of management by objectives in textbooks. Management by objectives means that collective members personally participate in the formulation of work bans. In practice, using modern management technology and behavioral science, with the help of many people's enterprising spirit, ability and self-confidence, we implement self-control and strive to achieve our goals. Therefore, management by objectives is to focus on the managed activities, turn the objectives of economic activities and the tasks of management activities into specific objectives to achieve and control, and complete the tasks of economic activities through the realization of the objectives. The essence of target management is "guiding behavior with goals", so target management is future-oriented and active. Systematic management system is a kind of management that emphasizes subjective initiative, participation and autonomy. It determines the direction of public efforts and is a management that can achieve remarkable results. Management by objectives has been widely used in the fields of economy and management, and has become the basic method of project management.
It is necessary to apply construction project management to target management.
The basic task of project management in construction enterprises is to control the progress, quality, cost and safety objectives of construction projects. Construction projects need to go through the following stages when applying target management method to project management: first, we must determine the task division of all levels and departments in the project, and put forward the requirements for completing construction tasks and working efficiency; Secondly, in order to turn the tasks of the project organization into concrete goals, it is necessary to clarify the achievement goals (such as project quality and progress). Third, implement the goal: first, the main body responsible for implementing the goal; Second, clarify the responsibilities, rights and interests of the responsible subject; Third, check the responsible person and means; Fourth, implement the guarantee conditions for achieving the goal. Fourth, coordinate and control the implementation process of the goal, find ideas, analyze and correct; Fifth, evaluate the implementation results of the target, compare the implementation results of the target with the planned target, and evaluate the quality of target management. To implement the management by objectives of construction projects, we must solve two key problems, one is the determination and decomposition of objectives, and the other is the implementation of management by objectives.
The goal of the construction project should first be based on the goal specified in the construction contract. Then, the construction project intends to further plan according to the contract objectives and determine the positive overall implementation objectives. Finally, the overall implementation goal is decomposed into the following three aspects: namely, the goal is implemented at all levels (sub-level, operation team level and team level) through vertical expansion; Through horizontal expansion, the objectives will be implemented at all levels and departments, and the primary and secondary responsibilities will be clarified. Through time series expansion, the goal is decomposed into annual, quarterly and monthly goals. In this way, the overall goal can be decomposed into the smallest unit that can be executed, followed by execution. It is necessary to put the main responsible person, responsible person and relevant responsible person of each project goal in place one by one, and the responsible person shall formulate measures, and the manager shall give guarantee conditions to ensure the realization of the goal. In the process of target implementation, managers' responsibility is to seize the management points (key and weak links) to create conditions, provide services in place, do a good job in accounting, and give corresponding rights and benefits to the person in charge according to the principle of combining responsibility, power and benefit, thus greatly mobilizing the enthusiasm of employees.
The focus of construction project management is the target control of construction projects: here we need to know what is the target control of construction projects: the behavior object of target control of construction projects is the target of construction projects, and the main body of control is the management department of construction projects. The control objectives of construction projects mainly include quality objectives, cost objectives, schedule objectives and safety objectives. Let's analyze it with security objectives.
The application of safety target management in construction project management needs to go through four stages: target formulation, development, dynamic management and evaluation.
First, the formulation of project objectives
The safety goal of construction project is first determined by the owner and the construction enterprise, and then the internal contract of the construction enterprise puts forward the goal higher than the external contract. According to the internal contract objectives and the characteristics of the project, the project intends to determine more active project safety implementation objectives. The project implementation goal should be challenging, that is, higher than the existing level, at least not lower than the existing goal, and adhere to the principle of paying equal attention to long-term goals and current goals, social benefits and enterprise benefits. When determining the safety objectives of the construction project, firstly, determine the division of labor among all levels and departments within the project organization, and put forward the requirements for completing the construction tasks and working efficiency; Secondly, the task of the project organization will be transformed into a specific target responsibility system, that is, the control target (industrial accident rate) and the goal of creating excellence (such as standardization of safe production and civilized construction site) will be defined.
Second, the development goal of the project
Construction projects should be implemented layer by layer, and become the goal and action guide of departments, ZuoYeDui, teams and employees. Target expansion refers to the decomposition, refinement and concrete implementation of the project layer by layer. The following requirements shall be observed in the formulation of objectives:
A) vertical development according to management level. All departments and operation layers of a construction project shall formulate the objectives at the corresponding level according to the project objectives and the actual situation and problems at the corresponding level. The goal set by the next level is the development of the next level goal. In the horizontal direction, according to the goal of sharing the plot of relevant departments, the main responsible departments are determined first, and then the target responsibility system of relevant departments is established, and specific measures are stipulated for the work that needs to be carried out by municipalities directly under the central government.
B) Stick to the data, and the target value will be quantified as much as possible.
C) The objectives and measures are developed to the evaluation level.
D) All departments should combine their own problems and base themselves on improvement. The implementation of the safety objective deployment procedure for construction projects: the first step is horizontal deployment. Implement the objectives to all levels and departments through the matrix diagram, and clarify the primary and secondary responsibilities and related responsibilities; The second step is vertical expansion. Use the method of system diagram (figure 1), expand from top to bottom step by step, and implement the objectives (department, operation team level and team level) layer by layer; The third step is time series expansion. Building products are different from general industrial products, with long construction period and high unit value. Therefore, in order to ensure the realization of the goal, we can control it at any time by decomposing the goal into annual goal, quarterly goal and monthly goal. Through the above three steps, the project implementation goal is decomposed into the smallest unit that can be implemented. The fourth step is to carry out coordination activities. The formulation of objectives involves a large number of relationships among departments, operational levels and personnel. Because of different angles, people often have different views on the same thing. Only through full coordination can we unify our opinions and work together. The fifth step is to implement the responsibility. The main responsible person, secondary responsible person and associated responsible person of each project goal should be put in place one by one, the responsible person should formulate measures, and the project manager should give guarantee conditions to ensure the realization of the goal. In order to ensure the realization of the goal, it is required to clarify the responsibilities and rights of the responsible subject, maximize the enthusiasm of employees, and strive to achieve the goal from the bottom up.
Third, the dynamic management of construction project objectives
1, release the plan.
In order to strengthen the daily management of construction projects, target plans should be issued on the basis of time expansion of targets and measures, and the planned time span should be determined according to the specific conditions of construction projects. Generally, partial projects and unit project plans are adopted. The plan task book should include: first, the target development project, that is, the key implementation project; The second is to coordinate projects, that is, projects that need to be completed jointly with other departments or operational layers; The third is the project that changes with the situation.
2. Establish a tracking and analysis system.
3. Doing information management well and implementing dynamic management is an important link to ensure the smooth flow of information. From the perspective of management, the main content of management is information management when the goal is determined and developed. Without fast and accurate information, dynamic management has no vitality, or management fails. In order to strengthen information management, it is necessary to establish a project information center (with special personnel in charge) to collect, sort out, analyze, process and feedback information.
4. Improve the management point. Strengthening the connotation of human resource development and target management, including "motivation" and "effort", is the concrete embodiment of the theory of "people-oriented management". Therefore, strengthening the development and management of human resources and fully mobilizing people's enthusiasm are important links to ensure the realization of the goal.
Four. After analysis and research, I have a general understanding of how to manage by objectives, as follows:
Planning is the basis of management work, and the goal is the end of planning work. An effective and targeted management plan must be interwoven in a complete management model, which requires all employees of an organization to work together and manage together, so that the whole organization can go up a storey still higher.
What is management by objectives?
Is the leader of the organization according to the needs of the organization and the problems to be solved, formulate the overall goals required in a certain period of time, and then implement them layer by layer, requiring the heads of subordinate departments and even every employee to formulate goals and guarantee measures according to the goals set by superiors, forming a target system, and taking the completion of the goals as the basis for the assessment of each department or individual.
[2] What should management by objectives be?
As we all know, no one can achieve a goal with vague requirements. Employees must know what their goals are, what activities will help them achieve them, and when they will achieve them. These goals should be assessable.
In this sense, an organization should implement management by objectives, which has the following advantages:
1) For a project, urge the project manager to consider what methods to use to achieve it, what kind of personnel, resources and help are needed for this, and at the same time make a clear and specific sub-goal. 2) The project manager can put the realization of the goal in the position responsible for achieving the goal, and link it with the assessment of the department, thus hitting the enthusiasm and sense of responsibility of employees. 3) In the process of implementation, the project manager guides and supervises the implementation of the plan, and takes measures to correct the deviation in the implementation of the plan to ensure the completion of the task.
[3] How to implement management by objectives
1. Develop a complete target system.
First, the project manager sets the overall goal of a project, and then sets the sub-goals of subordinates and individuals through top-down negotiation. All objectives should be as specific and quantitative as possible to facilitate inspection and assessment. In addition, all the goals are implemented to people, and employees know what they are doing and what their responsibilities are every month, week and day.
2. Organize implementation
After the goal is determined, the project manager should delegate the power to the lower-level employees and focus on overall management. In other words, the management of superiors is mainly manifested in guiding, assisting, asking questions, providing information and a good working environment.
3. Test results
The project manager should check and evaluate the completion of the objectives at all levels and the results achieved before work every day, summarize them at the weekly morning meeting, and evaluate the completion effect of this week's objectives at the same time. Specifically, the following steps can be taken:
3. 1. Self-check The project manager should check the target results completed by the lower-level employees, but it is more important to check his own completion, which can be reflected in the work log.
3.2. Negotiation For my self-inspection, the project manager must find out the basis for setting a higher goal through negotiation.
3.3. The results reflected by the evaluation should be combined with the evaluation. Individuals who have completed their goals and tasks on schedule and achieved remarkable results should be commended and rewarded, and individuals who have not completed them on schedule or have poor results should be given necessary punishment.
4. New cycle
It is difficult to set goals from the project manager and assign them to him. It requires a certain degree of up-and-down iteration process, and it may be worthwhile to spend some time in this process. In this way, employees involved in this process can better understand the goals and have a good sense of responsibility for these goals, so that they are more likely to achieve their goals and project goals. On the basis of the project manager's responsibility system, the project can be effectively planned, organized, coordinated and controlled according to its inherent logical laws, so as to adapt to the internal and external environment and organize efficient construction, optimize the combination and rational allocation of production factors, ensure the balance between construction and production, and use modern management techniques and means to plan, organize, control and coordinate the construction project management in an all-round way, so as to make the project achieve the required quality, specified construction period and approved cost budget. The object of project management is the project. Because the project is one-off, it needs to be managed with the concept, theory and method of system engineering, which is comprehensive, scientific and procedural. The goal of project management is the goal of the project. It defines the main contents of project management as "three controls, two controls and one coordination", namely, schedule control, quality control, cost control, contract management, information management and organization and coordination. The production factors of construction projects include labor, materials, machinery and equipment, technology and capital. These factors have the characteristics of collection, relevance, purpose and environmental adaptability, and are a three-dimensional and multi-dimensional relationship, indicating that the project has the characteristics of systematic construction and construction project management. To strengthen the management of construction projects, it is necessary to analyze the production factors of construction projects in detail and carefully study and strengthen their management. The management of factors of production in construction projects is mainly embodied in four aspects: (1) Optimizing the allocation of factors of production, that is, timely, appropriately and appropriately allocating or putting in factors of production to meet the needs of construction; (2) Optimize the combination of production factors, and properly match the production factors that will be put into construction projects to play a coordinating role; (3) Dynamic management of production factors. Dynamic management is the means and guarantee to optimize configuration and combination. The basic content of dynamic management is to effectively plan, organize, coordinate and control various production factors according to the inherent laws of the project, so that they can flow reasonably in the project and seek balance in the dynamic process; (4) Utilize resources reasonably and efficiently, improve the comprehensive benefits of project management and promote overall optimization.
Then look at the construction system of project management;
The construction system of engineering project management includes three subsystems: technology, society and economy, which are three different aspects of the construction project system, interacting and influencing each other.
(1) technical system. Technical system is the core of the three subsystems, because the ultimate goal of construction project management is to deliver low-cost and high-quality engineering products to the owners. The key of architectural activities is technical activities. Only by adopting advanced technical measures can we achieve low input and high output and create high-quality products. It is an important content of the technical system to determine the scientific and reasonable construction scheme and technology.
(2) social system. Construction projects are operated by people, so there must be a connection between people, that is, a social system. Project management, people are the first element. As the first person in charge of a construction project, the project manager must have high political quality, comprehensive construction technical knowledge and high organizational leadership ability, and the key to the embodiment of this organizational leadership ability lies in whether the enthusiasm of the employees can be fully mobilized, which is also the key to the smooth realization of the project objectives.
(3) Economic system. Economic system is the key subsystem of project management and construction system, and it is also one of the "target subsystems". Engineering construction is a kind of production process and economic activity. "People, materials, machines" and funds must be invested in engineering construction. Too much investment will cause waste, and insufficient investment will affect the construction progress and engineering quality. Economic system is accompanied by technical system and social system, which is a system of input and production. Every link in the construction process should be analyzed for input generation, responsibility cost management should be done well, and various resource elements should be dynamically optimized and combined according to time rhythm to ensure maximum output with the lowest input. That is to say, every link in the construction and production process of an engineering project should be subject to project cost control, and the cost accounting process should be synchronized with the construction and production process, and the time should be consistent, so as to ensure the accuracy and consistency of project cost accounting and really do a good job in project cost control. Project cost control refers to guiding, supervising, adjusting and limiting the human resources, material resources and expenses consumed by production and operation in the process of project cost formation, correcting the deviations that have occurred and occurred in time, controlling all production expenses within the planned cost and ensuring the realization of cost objectives. The purpose of construction project cost control is to reduce project cost and improve economic benefits. First, the principle of project cost control The principle of construction project cost control is the basis and core of enterprise cost management. The following basic principles must be followed when the construction project intends to control the cost of the project construction process.
(A) the principle of cost minimization. The fundamental purpose of construction project cost control is to promote the continuous reduction of construction project cost through various cost management means, so as to achieve the lowest possible target cost. When implementing the principle of cost minimization, we should pay attention to the possibility of reducing costs and reasonable cost minimization. On the one hand, tap all kinds of ability to reduce costs and make the possibility become a reality; On the other hand, we should proceed from reality and set a reasonable lowest cost level that can be achieved through subjective efforts.
(2) The principle of total cost control. Total cost management is the management of the whole enterprise, the whole staff and the whole process, also known as "three-all" management. The overall control of project cost has systematic and substantial contents, including the responsibility network of various departments and units, team economic accounting and so on. And it is necessary to prevent cost control from being neglected by everyone. The whole process control of project cost requires that the cost control work should be carried out continuously with each stage of project construction progress, and the effective control of construction project cost should be maintained from beginning to end.
(3) Dynamic control principle. The construction project is one-off, and the cost control should emphasize the intermediate control of the project, that is, the dynamic control, because the cost control in the construction preparation stage only determines the cost target according to the specific content of the construction organization design, formulates the cost plan, and formulates the cost control scheme to prepare for the future cost control; And the cost control in the completion stage, because the cost profit and loss is basically a foregone conclusion, even if there is a correction, it is too late to correct it.
(4) The principle of management by objectives. The content of target management includes: the setting and decomposition of targets, the responsibility and implementation of targets, the inspection of target implementation results, the evaluation of targets and the revision of targets, forming a cycle of planning, implementation, inspection and processing of target management, that is, pdca cycle.
(5) The principle of combining responsibility with rights. Through my analysis, we can see that the principle of management by objectives is also implemented in cost control. In fact, the control objectives of engineering construction projects, that is to say, the contents of target management are: schedule control, quality control, cost control and safety control.
From the 1950s when Drucker initiated this method to today, from decades of practice, from China's reform and opening up to today, and from the wide application of target control as a basic method in construction project management, target management is indeed a modern theorem method that adapts to the times.