Project Management Thesis: Modernization of Building Management (China Professional paper net) (2009-11-2610:18: 55) Reprinted label: Education Project Management Thesis: At present, there are some problems in the general contracting management of engineering projects, such as unreasonable organizational structure, poor general contracting management mode and management research. We must start with standardizing the scale of general contracting, rationalizing the management mechanism of general contracting, establishing and perfecting laws and regulations, and standardizing the behavior of owners, so as to strengthen the general contracting management of engineering projects, better integrate with international standards, and improve the general contracting management level and competitiveness. ? 6? 1 Keywords: Introduction to Modernization of Building Management After China joined the WTO, the international competition became increasingly fierce. How to develop the general contracting management of engineering projects in China and how to deal with the arrival of internationalization, globalization and knowledge economy era is worth pondering. This paper attempts to analyze the mode, characteristics and existing problems of general contracting management, and puts forward some countermeasures to strengthen general contracting management, so as to better integrate with international practices and improve the management level of general contracting. There are eight modes of project contracting management in the world: parallel contracting and general contracting (including EPC, D-B, E-P, P-C, etc.). ), general contracting, construction consortium, construction cooperative, CM mode, NC mode, BOT/PFI mode. Due to the integration of design and construction, the general contracting mode has become the mainstream mode and development direction of engineering contracting. CM mode is suitable for super-large projects with tight time limit such as design, bidding and construction. NC mode is a general contracting management mode that integrates design and construction after the owner completes the preliminary design. BOT mode is the general contracting management mode of investment belt construction, operation and transfer. 1 Main problems in general contracting management in China 1. 1 The general contracting organization structure is unreasonable. Due to the long-term influence of the planned economy, the situation of triple separation of enterprises, departments and regions has been formed, and it is difficult to form the economic scale under professional cooperation in the short term. The policy of all-round comprehensive reform in the construction industry is still unclear, such as the restructuring of survey and design units and the promotion of general contracting. According to statistics, among the 35 new qualification categories, 23 are divided by departments. This multi-field market access mode and cross-management mode have caused industry monopoly and market segmentation, which is one of the root causes of chaos in the construction market. Due to the unreasonable organizational structure of enterprises, large companies are not strong, and small companies are neither small nor specialized. Too many enterprises with the first-class general contracting qualification will lead to excessive competition in the general contracting management platform, low management level and narrow profit space. 1.2 I don't know much about the general contracting management mode, and the management system is not straightened out. Many people are vague and misunderstand the concept of general contracting management. Some people think that general contracting management is a project cost plus management fee, a "peeling" contracting method to increase management fee, and a behavior of leather bag companies. The management concept of "small owner, big supervisor and general contractor" has not been fundamentally understood and implemented. In the early 1990s, FIDIC clause was introduced into China, and the architect responsibility system was adopted in Europe, which made China enterprises understand the general practices of international contract management and achieved good results in some key domestic projects. However, we don't know much about CM mode, NC mode and BOT/PFI mode, and the research is not in-depth, which is very unfavorable for China engineering general contracting enterprises to face the opportunities and challenges after China's entry into WTO and the competition from foreign contractors. 1.3 There are still owners whose behaviors are not standardized. Due to the different construction purposes and financing methods of the owners and their different understandings of relevant laws and regulations, some owners dismember, cut and bid for large projects in order to avoid their restrictions, resulting in low-cost contracting, advance contracting, arbitrary subcontracting, arrears in project payment and even asking for kickbacks, which is not conducive to the effective development of project general contracting management. 1.4 the legal status of general contracting is not clear, and it is difficult for the subcontracting market to form relevant laws and regulations on general contracting. The extension of subcontracting under the condition of general contracting of engineering projects is far greater than the provisions of "Construction Law" and "Regulations on Survey and Design Management". From the change and demand of the market, it is urgent to revise this content and study, explore and learn from the corresponding systems of developed countries. Generally, major international contractors do not have their own construction teams, and most of the projects are subcontracted to different professional subcontractors after general contracting. However, China stipulates that the main structure project must be completed by the general contracting enterprise itself, which seriously restricts the development of general contracting management, the formation of subcontracting market and the occupation of international and domestic markets. 1.5 lack of compound talents and low quality of managers. There are many pure civil engineering professionals, but there is a serious shortage of compound talents who can master new technologies, understand foreign languages, understand laws and manage. The overall quality of managers also needs to be improved. (2) Strengthening the management of general contracting. After China's entry into WTO, on the one hand, economic globalization brings vitality to private enterprises with flexible mechanisms; On the other hand, international contractors with abundant funds and efficient management will enter our country, and the general contracting enterprises will face double competition and severe challenges. Only by fully understanding this point, accelerating the pace of reform, practicing internal strength and actively exploring domestic and foreign markets can the general contracting enterprises become bigger, stronger and better. 2. 1 Standardizing the scale of general contracting and optimizing the scale of organizational structure is essentially the power to standardize the general contracting of the construction market. On 200 1-03, the state issued the "Regulations on Qualification Management of Construction Enterprises", which raised the threshold of first-class enterprises. In the past, the registered capital was only 30 million, but now it is 50 million, and the net assets are not less than 60 million. In addition, the four-level qualification enterprise was cancelled, and only the super-level enterprise, 1~3, was established. The arrival of new qualifications is conducive to the survival of the fittest of construction general contracting enterprises, and it is also the key to establish a strict market access and clearing system. It is clear that enterprises with different qualifications and grades can only undertake projects with the same qualifications and scale. Ponies are not allowed to pull carts, and big horses should also stop pulling carts. General contracting enterprises should further adjust their organizational structure, strengthen their regulatory and supervisory functions, and take general contracting management as the core, so that the head office can become a general contracting management group with intensive technology, intelligence, capital and management. Branches should form privatized or privately-owned joint-stock companies with independent property rights and qualifications and professional construction. Seize the opportunity of reorganization, form a group of survey and design companies with general contracting ability through policy guidance, and cultivate a group of international engineering companies with abundant funds, concentrated talents, leading technology and excellent management to participate in domestic and international market competition. The state should give certain special policies to these enterprises, unite vertically and horizontally, and form a large and strong construction management group as soon as possible to compete with international contractors. Under the condition of WTO rules, the government should take certain protective measures to open the construction market in a limited and step-by-step manner; The state may implement a market access system for overseas enterprises or subsidize or protect key construction enterprises to prevent overseas enterprises from monopolizing the domestic general contracting market. 2.2 straighten out the general contracting management system, make clear that the general contracting management responsibility is based on the contract, and make clear the responsibility, right and benefit of the general subcontracting. The general contractor is fully responsible to the owner, and the subcontractor is responsible to the general contractor; General contracting shall implement unified planning, organization, coordination and supervision of subcontracting. Only by straightening out the relationship among general contracting, subcontracting, supervision and owner, and clarifying their respective responsibilities, rights and interests, can we truly establish the management concept of "small owner, big supervision and general contracting". Subcontractors shall, according to the provisions of the contract, send project managers and labor operation units to the contract section to accept general contracting management. The general contractor is responsible for comprehensively handling the economic relationship with the owner, providing efficient and high-quality services for subcontractors, being fully responsible for the owner, cooperating with and accepting the supervision of the supervision engineer, and controlling the progress, quality, cost and safety of subcontractors. The general contractor must have sufficient technical force, management experience, honest character and abundant financial resources to ensure the smooth performance of the contract. 2.3 To cultivate compound talents, we should first fully learn the experience of the United States, Japan and other countries in project general contracting management, and combine with the actual practice in China. Secondly, it is necessary to cultivate compound talents from three levels: the government focuses on cultivating C-MPA talents in construction management, enterprises focus on cultivating C-MBA talents in construction enterprise management, and the project department focuses on cultivating C-MPM talents in project management. The state should formulate corresponding policies and systems as soon as possible, and cultivate a large number of compound management talents with solid professional knowledge, solid legal knowledge, and rich writing level, foreign language level and practical experience. 2.4 Establish and improve laws and regulations on general contracting management, and gradually standardize the owner's behavior. At present, the phenomenon of "disobeying laws and lax enforcement" still exists in the construction market. Therefore, it is necessary to establish and improve the laws, regulations and systems of market management, so as to achieve complete categories and mutual support, and avoid overlapping, omissions and contradictions. At the same time, give full play to and apply laws and regulations, cultivate and develop China's construction market system, and ensure that the whole process of the project from preliminary planning, survey and design, project construction to completion and acceptance is brought into the legal track; Through the enrichment and modification of existing laws and regulations, the mode of general contracting is fixed in legal form, and it is stipulated that projects that meet the standards and scale of general contracting are generally not allowed to be contracted in parallel or broken into parts, otherwise it will be considered illegal. The construction industry should speed up the research on the system of regulating the behavior of owners, and gradually eradicate several major ills such as low-cost contracting, advance contracting, random subcontracting, asking for kickbacks, and defaulting on project funds, so as to create more opportunities and optimize a better environment for the implementation of general contracting management of engineering projects. But in practice, there are still some problems, mainly two points: (1) Owner's responsibility. Due to various reasons of ownership and mechanism, what owners really care about or actually consider when making decisions is often not the ultimate benefit of the project, but the will of superiors, their own political achievements and interests. The direct consequence of this is waste and corruption, and the indirect consequence is that the benefit of the project is reduced, resulting in a large number of invalid investments. The fundamental reason is that the project legal person responsibility system has not been implemented. (2) the quality of the owner. As the main investor of the project, the owner has the greatest decision-making power in the process of project implementation, and whether the decision is correct or not depends on its quality. As an owner, we should have the necessary knowledge of project management, understand the four major controls, and understand that the project cost is not necessarily as low as possible, the progress is not necessarily as fast as possible and the quality is not necessarily as high as possible. The final benefit should be used to measure and determine the reasonable cost, reasonable cycle and reasonable quality of the project. When the owner blindly decides an unreasonable cost, unreasonable cycle or unreasonable quality standard, it often backfires. The owner's project management involves the selection of project management mode, design and contractor, project coordination and control, project contract management and many other aspects. The owner can neither replace nor interfere with the management behavior of specialized companies too much, let alone give up the supervision and control of the project. 2.5 Improve the professional supporting capacity to meet the needs of general contracting. In the initial stage of general contracting, we should actively serve the owner in the whole process of project construction, so that the owner can believe in his management strength and comprehensive supporting ability. Through the implementation of construction general contracting and the continuous accumulation of experience, the transition to the practice of project general contracting, that is, from project establishment, land acquisition, geological survey, scheme design, construction drawing design, civil construction, equipment procurement and installation, single machine debugging to linkage debugging, and finally turn-key operation, the whole process general contracting mode is practiced. At the same time, pay attention to diversified development, and according to the needs of market development, while improving management ability and technical level, pay attention to extending to both ends of the main business, and actively develop professional supporting capabilities such as design, supervision, foundation treatment, steel structure production and installation; Establish decoration, intelligence, materials and machinery leasing companies, so that these professional companies can become the support of the main business, form an industrial structure that matches the main business, improve the qualification level, and match the general contracting qualification. Professional companies should constantly improve their own quality in the market competition, making it a solid foundation for the implementation of general contracting. 2.6 To promote the transformation of general contracting enterprises into management, technology and intelligence-intensive enterprises, it is necessary to adjust the management structure, deepen the reform of management system and enhance the ability of regulation and control, so as to strengthen the general contracting ability, enhance the overall strength and improve the general contracting management level of large-scale and characteristic projects. Construct an intensive, scientific and intelligent management layer that adapts to the general contracting management objectives. After signing the general contract with the owner, in order to ensure the realization of the construction period, quality and other goals. To fulfill our commitment to the owner, we will take a positive organizational form, strengthen the overall management of the project, and decompose the implementation of the general contracting responsibility into the work plan and implementation links of each subcontractor, so as to make overall consideration, elaborate organization, careful arrangement and standardize the construction. It is necessary to set up a lean and efficient project team, give full play to the management and technical advantages of the head office, and supervise and coordinate the management of the identified professional subcontractors. At the critical moment, it can mobilize the manpower, material resources, financial resources and machinery of the head office, ensure the realization of the goals of each key working point and fully demonstrate the overall strength. 2.7 carry out project information management, improve the level of general contracting management 2.7. 1 realize the networking of project management. Facing the present situation of general contracting management and the new situation after China's entry into WTO, modern management means must be adopted, and informatization of project management has become an inevitable trend. Giving full play to the role of modern management means is not only the need of international integration, but also the need of engineering construction management. The leading economy of China water conservancy-knowledge economy has arrived, and the corresponding project management will also become a hot frontier field; Fortune, a famous American magazine, predicts that project managers will become the first choice for young people in 2 1 century. At present, foreign project management companies have widely used computer network technology in project management, realizing the networking and virtualization of project management. According to the characteristics of the era of knowledge economy, experts believe that project management should actively develop network management and realize management informatization while implementing advanced management strategies. It includes virtual management, cooperative competition, global strategy and cross-cultural competition. Virtual management is the trend of management in the era of knowledge economy. Virtual management of construction enterprises must control key resources and capabilities, which cannot be controlled by people. Its purpose is to maximize the competitiveness of enterprises by using their own strong advantages and limited resources and capabilities. The purpose of cooperative competition is to face the rapidly changing environment and fierce market competition and strive for a win-win situation under the premise of greater interests. 2.7.2 To explore the international market, we must fully integrate with the international market. For a long time, China has operated according to the planned economy model, which has caused a considerable gap between domestic survey and design, construction and installation enterprises and international practices, and lacked market competition and risk awareness. If an enterprise wants to go abroad, participate in international competition and explore the international market, it must fully integrate with international practices. FIDIC (International Federation of Consulting Engineers) contract conditions are a model that has been revised and published many times on the basis of summarizing the engineering contracting experience in the past 100 years. It embodies the * * * uniformity of construction projects, fully considers the responsibilities and rights of owners, contractors and subcontractors, and strives not to take sides. Its relevant clauses are based on the law, after years of practice and improvement, compiled in accordance with the practice of international project contracting, and many clauses have the same understanding in the project contracting industry. Therefore, FIDIC contract terms are scientific, fair, rigorous, normative and international. For FIDIC contracts, China has adopted and accumulated some experience in some large-scale or international projects, but it is not widely used and publicized. As soon as possible, we should organize and formulate a model contract that is suitable for China's national conditions based on FIDIC contract conditions, increase the promotion and publicity efforts, and change the situation that the reform of project management system is lagging behind, some owners and department leaders have outdated concepts, government and enterprises are not divided, administrative intervention is prevalent, local and departmental divisions are fragmented, and protectionism is serious. In the face of the unpredictable international market, only by truly understanding international practices, standards and regulations can we successfully enter the international market and be protected by international law. 2.7.3 Establishing a Qualification Credit System The core of the vitality of foreign-related projects is to establish a qualification credit system. Although China has made some progress in the establishment and management of qualification and credit system, due to various factors, there are many enterprises with high qualifications and poor credit reputation. Sometimes there will be leapfrog contracting and unlicensed construction. This makes foreign owners have obvious distrust of the qualifications and credit standing of enterprises recognized by domestic governments at all levels or relevant institutions. If the domestic qualification and credit system in line with international practice cannot be established as soon as possible, it will not only bring a lot of troubles to Chinese construction enterprises, but also make them unable to survive in the case of intensified competition. 2.7.4 Standardizing contract management The key to the smooth implementation of foreign-related projects is that both parties abide by the contract. Standardized contract documents, if effectively implemented, can ensure the smooth implementation of the project. Foreigners pay special attention to contract management, because contract documents are the main basis for construction, acceptance, payment and claim. From the preparation of bidding documents, bidding, business negotiation, signing of contracts to implementation, the foreign party is very serious. They attach great importance to the accuracy of laws and regulations, written evidence and the conditions of implementing contracts. During the execution of foreign-related projects, there are many similar contracts with legal effect, such as agreements, bid-winning notices, contract conditions, technical specifications, drawings, bill of quantities, meeting minutes, etc. No matter whether it is submitted to arbitration or litigation, no written evidence is equal to losing the case. At present, due to special national conditions, human relations, leadership intervention and many other factors, some domestic enterprises are indifferent to the concept of rule of law, contract and evidence. Once there is a foreign-related contract dispute, it often loses the case and suffers heavy losses. Conclusion To sum up, actively carrying out general contracting is an important measure to deepen the reform of project organization and implementation mode, improve project construction management level, ensure project quality and investment benefit, and standardize the order of construction market; This is an inevitable requirement for survey, design, construction and supervision units to adjust their business structure, enhance their comprehensive strength, speed up their integration with the international community, and adapt to the socialist market economy and the new situation after China's accession to the WTO. It is an effective way to implement the "going out" development strategy put forward by the 16th National Congress of the Communist Party of China, actively explore the international contracting market, promote the export of China's technology, mechanical and electrical equipment and engineering materials, promote the export of labor services and improve international competitiveness. The general contracting of engineering projects is still in the process of continuous practice and exploration, and the knowledge and understanding are also one-sided. It is a good model to develop from a general contractor with a large number of professionals and managers to socialization and specialization, which needs to be further summarized, improved and improved in the future engineering construction practice.