Construction project management, mainly through management to achieve project goals. A construction project involves many enterprises such as survey, design, supervision and construction, and the project implementation process is from design, construction, completion, warranty and other stages. This paper only talks about some views from the perspective of project management of the construction party, combined with some practical experience. Paper Keywords building quality; Investment cost; Construction organization; Improve efficiency; Teamwork 0 Foreword Construction project management is the whole process, all-round planning, organization, control and coordination to achieve the project investment, schedule and quality objectives, and the content is to study how to achieve the project objectives efficiently. Nanyu construction project is one-off, and it needs to be managed with systematic viewpoints, concepts and methods, so as to be comprehensive, scientific and procedural. The production factors of construction projects include labor, materials, machinery and equipment, technology and capital. These factors are collective, relevant, purposeful and adaptable to the environment, which is a three-dimensional and multi-dimensional relationship, indicating that the project has the characteristics of systematic construction and systematic management. To strengthen project management, we must analyze the production factors of construction projects in detail, and study and strengthen their management. The management of production factors in the project is mainly reflected in four aspects: (1) Optimizing the allocation of production factors, that is, timely, appropriate, appropriate proportion, appropriate location to equip or put production factors to meet the construction needs; (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. L Construction management of construction projects Construction management of construction projects includes cost, schedule and quality control. The three controls are equally important and organically combined. 1. 1 Whether the cost control project is successful or not. Profit rate is an important indicator. Profit = revenue-cost. As we all know, the increase of profit means the increase of income and the decrease of cost. The income of the construction unit after bidding is relatively fixed, and the cost can be controlled through the organization and management in construction. Therefore, cost control is the key work of construction management of construction projects. In cost control, we should pay attention to the following principles: 1) cost minimization principle. The construction unit shall prepare the construction quota according to the market price. The construction quota requires the lowest cost, and at the same time, we should pay attention to the rationality of reducing the cost. The construction quota should also be adjusted frequently according to the change of market price. 2) Total cost control principle. Cost control is the "three-all" control, that is, the control of the whole enterprise, the whole staff and the whole process. 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. We should prevent the phenomenon that everyone has the responsibility to control costs, but everyone ignores it. 3) Dynamic control principle. This construction project is one-off. Cost control should run through the whole project construction. Before construction, the cost control target should be determined; During the construction, the cost should be controlled in real time and the deviation should be corrected in time; After the construction, summarize the cost control. 4) The principle of management by objectives. Before the start of the project construction, the project construction cost control target should be formulated. Pay attention to its rationality when determining the goal. If the goal is too high, it will easily lead to waste. It's too low to guarantee the quality. If the target cost is reasonable, the actual cost of the project construction should be close to the target cost. The difference is too big. It is not that there is a problem in determining the target cost. It is the poor construction of the project (such as cutting corners or unqualified materials).

5) The principle of combining responsibility with rights. In the process of project construction, the project manager and all departments should shoulder the responsibility and enjoy the power of cost control. At the same time, the project manager should regularly check and evaluate the performance of various departments in cost control, and implement rewards and punishments. Only by truly controlling the cost of combining responsibility and rights can we achieve the expected results. 1.2 schedule control first of all, the preparation of the schedule should be carried out on the basis of fully grasping the engineering quantity and working procedure. Secondly, determine the planned construction period. In general, the construction unit will provide the pre-tender estimate time limit for a project when bidding. The construction unit should refer to the construction period and finally determine the planned construction period in combination with the largest and most suitable resources that it can allocate. Third, monitor the completion of the progress in real time. The preparation of the schedule is not to shelve it and not to carry out the construction as planned, but to monitor the actual construction in time according to the prepared schedule. The correct way is to summarize the progress of the project every week and monitor whether it deviates from the plan. If the construction period lags behind, find out the reasons and implement the catch-up plan. Based on weekly monitoring. Monthly, quarterly or annual project progress summary. Finally, it is necessary to minimize the phenomenon of catching up with the construction period. Once the schedule is determined. Construction should be carried out in strict accordance with the plan, and in principle, it is not recommended to catch up with the construction period. The progress plan is made on the basis of the largest and suitable resources available to the construction unit. If the construction period is rushed, the input of resources will undoubtedly increase. Bidding quotation is formed on the basis of construction cost, and increasing the input of resources will increase the construction cost and reduce the profit. 1.3 the quality control of quality control project construction should mainly be controlled from three aspects: people, materials and machines. Because any project is completed by people, human control is the most critical work in quality control and the basis of other controls. 1.3. 1 The most difficult and basic management in project management is human management. People's control is first of all to choose good people and use good people. People's ability is different at different times and places, but its change should be around a basic point, and everyone is different. When selecting talents, the basic points should be relatively high. Different jobs have different requirements for basic points, so people do their best and use good people. In addition, try to do more with one person, so as to streamline personnel and get twice the result with half the effort. Secondly, we should fully mobilize people's enthusiasm. To put it bluntly, people's initiative means that people can take the initiative to work. Take the initiative to find and solve problems. Everyone is different, with different abilities, hobbies and styles. Even the same person may have different performances at different times and places. The difficulty of management can be imagined, that is, combining these people full of differences to complete the same work together. In such a collective, people's initiative is fully mobilized, such as the recognition and support of employees by enterprises, so that employees have a sense of belonging and do their best to seek benefits for enterprises. Here we go again. Performance evaluation is an effective method to mobilize subjective initiative. Mobilizing enthusiasm and performance evaluation, just like grabbing a stick, are two means to do a good job. The strength of the stick is greater than that of the radish, and the effect of performance appraisal is more significant than mobilizing enthusiasm. Moreover, performance appraisal is to take and mobilize enthusiasm is to pay, which is why every enterprise and project attaches importance to performance appraisal and ignores mobilizing enthusiasm. However, performance evaluation is not omnipotent for the simple reason. Because the same person makes an evaluation, it is difficult to guarantee the fairness and justice of his evaluation. In addition, for simple tasks, performance evaluation is relatively easy, such as a worker's bricklaying quality and steel binding speed, which are easy to measure and compare. However, it has little effect on complex job performance evaluation. For example, it is difficult to evaluate an engineering problem by time, quality and other indicators. To sum it up. People's control can't be copied mechanically, but varies from person to person. Different methods should be used to control materials. 1.3.2 material control is the control of the whole process, from the procurement, transportation, storage and use of materials. The purpose of material control is to make the materials used in construction projects as economical and reasonable as possible. And reduce losses. The procurement of materials should be based on the requirements of the construction contract, and the most economical and reasonable materials should be purchased, that is to say, the purchased materials are neither expensive nor cheap. It is not good with high quality, nor good with poor quality. But it should meet the contract conditions and the price is low and suitable. The purchase of materials should adhere to the principle of "shopping around".

1.3.3 the use of control machinery can effectively improve the production efficiency and the programmed operation of construction machinery. And the construction quality is ensured. Construction engineering is a labor-intensive industry, in order to meet the needs of socialized mass production. Mechanization of construction is the trend, and mechanized construction is widely used in engineering. It is helpful to speed up the construction progress, ensure the construction quality, save the construction cost and reduce the safety risk of personnel. Construction machinery is a one-time investment with long service life, which belongs to the fixed assets investment of larger projects. The key to the management of construction machinery is to evaluate whether to buy, lease or continue to use the original machinery before the construction starts. The evaluation is mainly economic indicators. When evaluating, we should fully consider the economic resources consumed by each scheme during the project duration and choose a more economical scheme. Another key of construction machinery management is maintenance. Good maintenance is a necessary means to ensure the normal operation of machinery, and can also effectively extend the service life of machinery. When making maintenance plans, different maintenance plans should be made according to the different characteristics of each machine. And stipulate that someone is responsible. 2 acceptance of construction projects, project settlement can only begin after the completion of acceptance. Therefore, the acceptance work should be completed as soon as possible after the construction work. Some construction units carry out the construction acceptance process quite slowly, mostly because the construction materials are incomplete, and the supplementary materials are only started after the construction work. Collation of engineering data, especially site construction process data (including concealed engineering acceptance records), management technical data and material quality assurance data. It must be sorted and filed in the usual construction process and be inspected by the project supervision unit at any time, that is to say, the construction acceptance work should start from the start of the project. In addition, it is particularly critical for the construction unit to maintain good communication with the main construction units, brother units and engineering supervision departments. The construction process of building engineering is a procedural process, and it will be delivered after acceptance. As the core unit of the construction project, the construction unit can handle this three-dimensional and multi-dimensional relationship well without communication, thus ensuring the smooth construction and acceptance of the construction project. 3. After the acceptance of the warranty construction of the construction project, the construction unit shall not end the management of the construction project, but shall continue to perform the warranty obligations of the project in accordance with the contract requirements and be responsible for the maintenance of the project during the warranty period. Mainly do the following work: first, the construction unit should implement the warranty work according to the warranty scope in the construction contract, and organize the owner to accept the warranty after completion; Second, for the project beyond the warranty scope, for the emergency repair accident, the emergency repair should be organized immediately, and the owner should be organized for acceptance after completion; Third, the quality problems involving structural safety, the construction party should organize relevant construction units to conduct on-site consultation, put forward the warranty scheme before the implementation of the warranty work, and organize the construction party to accept it after the warranty is completed. It seems that the management of the later stage of the project has not been slack because of the completion of the project. If an enterprise wants to do this, it must not be anticlimactic, which is related to its reputation and social competitiveness. Conclusion Construction project management can be said to be an unprecedented and complicated management process. It has strict requirements on the scope of work, time arrangement, cost budget, quality and performance. It can't rely solely on individual heroic fighting or fighting alone to solve problems, but must rely on the strength of teamwork. The process of project management is also a process of teamwork.