Traditionally, the three controls are quality control, schedule control and investment control; Contract management and information management; One coordination is to coordinate the relationship between the parties involved in the construction and the surrounding environment. The reason why there are "three pipes" is that there have been many safety accidents in recent years and the state has strengthened the management of construction safety. The corresponding supervisors should also strengthen the safety management of the construction site and bear corresponding responsibilities. For example, the regulatory rules should have special safety regulatory measures and methods. The three management have also become contract management, information management and safety management. trait

Construction project management is a comprehensive management of the whole process of planning, organizing, supervising, controlling and coordinating construction projects by construction enterprises with systematic viewpoints, theories and methods. Its main features are as follows: (1) The manager of the construction project is a construction enterprise. Neither the construction unit nor the design unit carries out construction project management. The construction stage management involved in the project management implemented by the construction unit or supervision unit still belongs to the construction project management and cannot be counted as the construction project management. The supervision unit only regards the construction unit as the supervision object, which is related to the construction project management, but it cannot be counted as the construction project management.

(2) The object of construction project management is the construction project. The cycle of construction project management is also the life cycle of construction projects, including the stages of project bidding, project contract signing, construction preparation, construction, completion acceptance and warranty. The diversity, fixity and vastness of construction projects bring particularity to construction project management. The main particularity of construction project management is that production activities and market trading activities are carried out simultaneously; There are trading activities before finished products, and both buyers and sellers are engaged in production management, so it is difficult to separate production activities from trading activities. Therefore, construction project management is the management of special commodities, special production activities and special trading activities in special markets, and its complexity and difficulty are incomparable to other production management.

(3) The content of construction project management is long-term and orderly, and changes in stages. Every project is carried out in accordance with the construction procedures. Managers should design, sign contracts, propose measures, conduct targeted dynamic management, optimize resource combination and improve construction efficiency and benefits according to the changes in construction content brought about by the passage of construction project management time.

(4) Construction project management needs to strengthen organization and coordination. Due to the singleness of production activities of construction projects, the workers involved in the construction are highly mobile, so it is necessary to adopt a special flow mode and have a large amount of organization. Because the construction is carried out in the open air, the construction period is long, which requires a lot of resources, and because the construction activities involve complex economic relations, technology, law, administration and interpersonal relations, the organization and coordination in the construction project management is the most difficult, complicated and changeable, so it is necessary to strengthen the organization and coordination to ensure the smooth progress of the construction. The main strengthening method is to select the project manager.

(5) Construction project management and construction project management are different in management tasks, contents and scope. 2 the content of construction project management

In the whole process of construction project management, in order to achieve the goals and ultimate goals of each stage, management must be strengthened in various activities. The main body of construction project management is the project management department headed by the construction project manager, that is, the operation management department, and the management objects are specific construction objects, construction activities and related production factors.

1) Establish the construction project management organization-Project Management Department.

Enterprises should employ competent construction project managers in an appropriate way, clarify the responsibilities, rights and obligations of various organizations of the project management department, and formulate project management systems.

(2) Construction project management planning ① Decompose the project to form a decomposition system of the construction object, so as to determine the stage control objectives, and carry out construction activities and construction project management from the local to the whole. (2) Establish the construction project management system, and draw the construction project management system chart and work information flow chart.

(3) Prepare the construction organization design and determine the management points for easy implementation.

(3) Target control of construction projects.

The goals of construction projects include stage goals and final goals, and the purpose of construction project management is to achieve these goals. The control objectives of construction projects include: ① schedule control objectives. ② Quality control objectives. ③ Cost control objectives. ④ Safety control objectives. (5) Control objectives on the construction site. Because in the process of construction, it will be interfered by various objective factors and various risk factors may occur at any time, so it is necessary to dynamically control the construction project objectives through organization and coordination and risk management.

(4) Optimize the allocation and dynamic management of production factors in construction projects. The production factors of a construction project are the guarantee to achieve the objectives of the construction project, which mainly include labor, materials, equipment, capital and technology, information, environment and resources. The contents of production factor management include: ① analyzing the characteristics of each factor. (2) According to certain principles and methods, optimize the allocation of production factors of construction projects and evaluate the allocation status. ③ Dynamic management of production factors.

(5) Construction project contract management.

From the beginning of bidding, it is necessary to strengthen the signing and performance management of engineering contracts, attach importance to claims, pay attention to methods and skills, and provide sufficient evidence to obtain better economic benefits.

(6) Information management of construction projects.

Construction project management is a complex modern management activity, which depends on and manages a large amount of information, and is assisted by computers.

(7) Organization and coordination Organization and coordination refers to the activities of dredging the unsmooth relationship in project management and eliminating the interference and obstacles caused by certain organizational forms, means and methods. In the process of control and management, due to the changes of various conditions and environment, it is bound to form different degrees of interference, which makes the implementation of the original plan difficult and must be coordinated. Coordination serves the smooth "control", and the purpose of coordinated control is to ensure the realization of the goal.