Keywords: information project management of engineering construction
I. Introduction
At present, the rapid development of information technology has played a great role in the information management of construction projects from three aspects: economic benefits, technical means and engineering application, which has brought construction management to a new level.
China's construction industry has started the process of digitalization and informatization since 1980s, which was first manifested in the unswerving implementation of computer drawing by major design institutes. Since the end of the 20th century, the digitalization and informatization of government departments in China have been accelerating, especially in Beijing, Shanghai and provincial capitals, and e-government has been popularized to varying degrees. However, the development of the national construction industry is very uneven. Although the design institute has generally realized computer drawing, it still stays at a low level of informationization and still uses traditional means to review drawings; The informatization level of most engineering construction companies is low, and they still stay in the way of manual drawing and writing; The process of digitalization and informatization of construction project management by higher authorities is also relatively slow. At present, China's construction industry lags behind developed countries in Europe and America in technology, management, efficiency, cost control and information management, which can't meet the needs of the times and seriously restricts its development.
The construction industry is a meticulous labor-intensive industry. Construction project management has the characteristics of large number of construction workers, complex and scattered working procedures, large mobility and one-time operation. According to the survey and statistics of European and American countries, under the traditional management mode, engineering designers spend about 35% of their working time every day consulting drawings and communicating and coordinating; Engineering construction managers often need to spend as much as 50% of their working time.
Search for necessary information and exchange information, which seriously reduces production efficiency. The above survey statistics also show that the cost of remote management and file transfer accounts for about 10% of the total cost. China ranks first in the world in engineering quantity and has accumulated a large number of drawings. How to organize, archive, classify, query and retrieve quickly has become an urgent problem. The flexible organization and management of technical documents, the sharing of design information resources, and the rapid and accurate collaborative design and construction make workflow automation the top priority to improve work efficiency. In order to be in line with international standards, the construction industry urgently needs to adopt advanced technology, strengthen scientific management and speed up informatization.
Second, the characteristics of construction project management and the necessity of information management
The purpose of building construction is to form building products with certain functions. The basic characteristics of building products, such as fixed position, various forms, complex structure and huge volume, determine that building construction has the characteristics of long production cycle, many kinds of resources used, large consumption and high spatial mobility. It is the main content of construction project management to effectively plan, organize and control the construction process itself and the manpower, material resources and financial resources involved in the construction process. Construction project management mainly presents the following characteristics: www.lunwenwang.com paper network online.
(1) has a wide coverage.
Construction project management is a multi-department and multi-professional comprehensive management. It includes not only the production management in the construction process, but also the management contents such as technology, quality, materials, planning, safety and contract.
(2) heavy workload
The formation of a building needs to consume all kinds of materials and a lot of construction activities. The management of all these construction links and the resources used are in place. It is conceivable that the management of construction projects is complex and arduous, and these are only two aspects of production management and material management in project management.
(3) Strong constraint
Project management must conform to the inherent laws of building construction from preparation to completion acceptance. Therefore, the management of construction projects should not only meet the requirements of relevant norms and regulations of construction projects, but also cooperate with each other and arrange in an orderly manner.
(4) the information flow is large
Information, like material and energy, is an important resource for social and economic development. Any management activity is inseparable from the processing of some information. The management activities in all aspects of construction projects are not isolated, but there are interdependent and mutually restrictive links between them. Therefore, information needs to be exchanged and transmitted between management activities, and the complexity and heaviness of construction project management directly determine the characteristics of complex and frequent information flow in the process of project management.
However, in the traditional construction project management mode, the storage of all kinds of project information is mainly based on paper forms such as tables or documents, and the processing and arrangement of information are completely completed by a large number of manual calculations. The exchange of information mostly depends on manual transmission or even oral transmission between people, and the retrieval of information depends entirely on reading and viewing documents. Information moves slowly from generation, sorting, processing, transmission to retrieval and utilization, which easily affects the timely display of information and causes mistakes in project management. With the continuous expansion of the scale of modern engineering construction projects, the difficulty and quality requirements of construction technology are constantly improving, the amount of information of various departments and units is constantly expanding, and the exchange and transmission of information is becoming more and more frequent, and the complexity and difficulty of construction project management are becoming more and more prominent. It can be seen that the traditional project management mode obviously limits the sustainable survival and development ability of construction enterprises in the fierce competition environment of market economy in terms of speed, reliability and economic feasibility. In recent years, some powerful construction units (such as China Construction No.1 Bureau, No.4 Company, China Construction No.2 Bureau, No.1 Company, etc. ) has taken the lead in applying advanced computer technology to assist project participants in some project management work. For example, professional budgeters use budget software to prepare construction budget, production planners use network planning software to arrange construction progress, and technical librarians use AutoCAD drawing software to draw as-built drawings and so on. Through the use of these softwares, the quality and efficiency of construction project management have been significantly improved. On the one hand, this shows the necessity of applying information technology in building construction. On the other hand, the working mode of single machine and single household for each participant will inevitably lead to data information not being enjoyed by participants. Frequent information exchange and transmission and repeated information collection and processing are exactly the same as the traditional project management model. In addition, due to the different data standards used by each software, the integrity and consistency of information cannot be guaranteed, and it is difficult to extract comprehensive information for decision-making. It can be seen that the application of computer technology by the construction unit is not bad, but it is not enough. It should be noted that the information management of construction projects not only refers to the use of computers in the internal management of construction projects, but also has broader and deeper connotations. First of all, based on the possibility provided by information technology, it efficiently collects, processes, transmits and enjoys all the information that needs to be processed in the management process, and reduces the repeated information processing between departments. The information enjoyed by * * * provides a reliable basis for project management services and project decision-making. Secondly, make the control of supervision and inspection and information feedback more timely and effective. According to the planning experience of existing projects, make the planning work represented by production plan and material plan more advanced and reasonable, make the organization of construction activities and project management activities more scientific, correctly guide the development of project management activities and improve the automation level of construction management.
Third, the application of project management information
Here, we take the informatization management of electric power enterprises as an example to illustrate the application of project management informatization in construction units.
3. 1 Prepare
Before the implementation of project management informatization, firstly, according to the basic content of the project date itself, the implementer of the system and the managers of related businesses should cooperate with each other, and make the following preparations by using advanced network planning technology and P3 project management software: (1) The logical relationship of construction procedures can accurately reflect the project implementation process; (2) Understand the time parameters such as construction period and their significance in network planning; (3) According to the site construction experience, indicate the key path and key operation; (4) Understand the relationship among schedule, resources and expenses based on the on-site construction experience; (5) Combined with the target project, understand the method of combining target management with network planning technology to implement dynamic tracking control on the project day.
3.2 Division of management levels
The headquarters management of electric power construction enterprises uses online P3 project daily management software, and the project department uses P3 stand-alone version or VPN (Virtual Personal Network) to directly log in P3 online version, and adopts the form of engineering team to manage the project. Separate management and unified coordination. . Coordination and scheduling of human, material and machine projects among various projects, making full use of resources, and making analysis and statistics at the engineering team level.
3.2. 1 Corporate Headquarters Management
This floor can be considered as the owner, supervisor and general contractor of the project. The overall planning of the company's engineering department and information center is attended by various business departments including finance, materials, business plan, archives, quality and safety departments. Mainly responsible for the control and management of project progress, cost, contract, safety, quality, coordination and other information, timely grasp the progress, capital use, material arrival, safety, quality, cost and other information of all projects of the company, and make comprehensive analysis and decision.
3.2.2 Management of Project Department
This floor is for managing the construction site. Mainly responsible for the specific implementation of the project schedule, providing information such as actual schedule control, resource load, safety, quality and work contact. And be responsible for regularly reporting the specific project construction progress, resources and expenses to the company headquarters.
3.2. 1 Construction Team Management
This layer provides real-time data of the construction site. The construction department arranges the construction tasks reasonably according to the schedule and is responsible for reporting the construction situation today and this week.
After the project personnel use P3 stand-alone version to enter the project schedule, resources and expenses at the site, they export the project at the specified time and report it to the headquarters management, and the headquarters management personnel guide the corresponding project to update the data in P3 online version.
Project personnel can also use dial-up network and VPN (Virtual Personal Network) to directly log on to the P3 online server of the company and input the progress, resources and expenses of the project through the Internet.
3.3 Engineering Management Information Coding Classification www.lunwenwang.com paper net Online
P3' s project information codes include WBS, operation classification code, operation code, operation code classification code, resource code, expense code, calendar code and user-defined code.
3.4 Preparation and review of project schedule
The project progress manager divides the project into four progress levels for control and management:
(1) Milestone schedule is determined by the owner/construction unit according to the overall arrangement of the project;
(2) The master control plan combining the guiding plan prepared by the owner or the construction unit with the master schedule of each contractor;
(3) The detailed total construction schedule prepared by all departments of the company headquarters is prepared according to the control plan at the next higher level. Reflect the overall arrangement of the project content by the company headquarters. This plan should be submitted to the supervisor for approval, and it is a three-level overall target control plan.
(4) The progress plan for guiding construction prepared by the project department shall be prepared according to the three-level progress plan. Reflect the arrangement of the project department for the specific construction scheme. This plan should be reported to the company headquarters for approval. Plans at all levels depend on each other, and the progress at all levels corresponds to the code of work breakdown structure.
Planners use P3 software to manage multi-level plans into a project or project group, generate target plans and update them dynamically. By analyzing the progress comparison between the current project and the target project, the quantitative data actually generated in the project construction process can provide scientific basis for project management decision-making.
Through the daily management information system, the leaders and relevant personnel of electric power construction enterprises can know the current progress, cost and fund use of various projects in the enterprise in time, and make decisions on future management, engineering resources and fund allocation accurately and quickly. Taking the project management information system as the breakthrough of the company's informatization construction can enhance the core competitiveness of enterprises and make them in an advantageous position in the increasingly fierce market competition.
It is very necessary and feasible to implement information management in construction projects. Following certain development steps is the fundamental guarantee for developing high-quality construction project information management system. The implementation of information management in construction projects can provide a good working environment for project participants through information sharing and mutual access, reduce management mistakes and decision-making mistakes caused by information transmission obstacles, and improve the overall economic benefits and work efficiency of the project.
Four. refer to
[1] Ma Zhiliang, Mo Fangbin,. Object-oriented modeling of construction project information management system. Journal of civil engineering
[2] Liu Kexuan. Information superhighway and information society. Beijing: Beijing University of Posts and Telecommunications Press, 1998
[3] Ma Zhiliang and Chen Juan. Development trend and countermeasures of building construction informatization. Construction technology, 1998.
[4] Qian Jianchun, etc. Construction management information system of construction project. Construction technology, 1999
[5] China National Enterprise Network. Excellent case selection of enterprise informatization [M]. Beijing Economic Science Press, 2003
[6] Yang Jiantang, et al. Strengthening the construction management and quality control of engineering construction [J]. Shanxi Architecture 200 1