Abstract: Quality usually refers to the quality of products, and also includes the working quality in a broad sense. Product quality refers to the use value and attributes of products; Work quality is the guarantee of product quality, which reflects the degree to which work directly related to product quality guarantees product quality.
Keywords: project management, project management
Modern engineering projects are developing in the direction of large-scale, large-scale and modernization, and the complexity of the projects has increased exponentially compared with the past. With the increase of construction investment, the quality and progress of the project need stricter monitoring and management to be guaranteed. Therefore, it is necessary to fully implement the modern project management mode of "comprehensive and meticulous planning, strict implementation according to the plan, timely feedback and update, and close tracking and comparison", which cannot be realized by manpower alone, and it is also difficult to meet the actual management requirements by simply adopting computer business processing system and simple computer network management mode in practice. On this basis, we believe that modern engineering project management enterprises need to turn to knowledge-based management enterprises, build a theoretical and practical framework of enterprise knowledge management, and combine computer technology to form a sword of knowledge in management. This paper puts forward the idea of constructing the knowledge management framework of engineering project management enterprises.
Knowledge management has become the hottest topic in enterprise informatization. Through early informatization, many enterprises have realized the great influence of information on enterprise development and competitiveness acquisition. Information itself is a fleeting signal, which enables enterprises to understand the changes in the surrounding environment and their own changes, so as to make correct judgments on opportunities and threats, strengths and weaknesses. However, information itself also determines that information can only bring short-term competitive advantages to enterprises, which is also the direct reason why many enterprises grow up but collapse instantly, because this kind of resources is extremely limited. However, informatization can bring competitive advantages to enterprises. Although this advantage can't be said forever, it can be sustained. This is a new resource advantage realized by enterprises through information technology, which comes from knowledge, or knowledge itself.
Project management has a long history. The experience accumulated over thousands of years has been continuously disseminated through various channels, but the effect is limited. Many inexperienced project managers still accumulate their own experience in the failure of practice, which brings immeasurable losses to the implementation process of the project and directly affects the quality of the project and the image of the project management enterprise. We imagine that if an engineering project management enterprise can establish a mechanism of knowledge sharing, dissemination, exchange and innovation, so that the internal personnel of the enterprise can continuously precipitate management experience through targeted discussion, assessment and reward, and continuously extract valuable knowledge from the experience, it can form a unique resource in the industry. This kind of resources will bring enterprises the dual effects of reducing costs and improving service level, and will bring enterprises a competitive advantage.
When reviewing the value of information to enterprises, we find that the value of information is actually limited, and the ability to capture the value of information is the key. In the past, this ability was often provided by energetic, intelligent and charming business leaders. However, in the face of complex and huge engineering projects, countless trivial data and various influences, no enterprise can provide enough leaders to provide this ability. The crisis of talents is essentially a crisis of ability, and the cultivation of ability comes from knowledge. Does this knowledge come from outside or inside the enterprise? Is this knowledge exclusive or shared? The answer is self-evident. Moreover, enterprises must also provide a fair and just mechanism, so that such an answer will not appear childish and ridiculous.
Then we should consider how to build a knowledge management framework in engineering project management enterprises, so as to help enterprises develop into knowledge-based enterprises and grasp the competitive advantage of knowledge resources in development. Today's enterprise informatization must be knowledge and learning.
Starting from the meaning of knowledge management, we first need to realize that enterprise knowledge management is not a simple concept of collecting, processing and disseminating knowledge, but a concept of enterprise management around enterprise knowledge. Under this concept, knowledge management is not a foreign body independent of the business department of the enterprise. Tools and methods of knowledge management can provide sufficient intellectual support for business departments.
We believe that the two most important points of knowledge management are to establish a platform to support enterprise knowledge sharing and innovation and a mechanism to promote the operation of this platform. We build a big framework of enterprise knowledge management around these two points.
Enjoy knowledge * * *
Knowledge sharing is a controversial topic, especially in a highly competitive environment. The knowledge accumulated by individuals through study and practice is the embodiment of their own competitiveness. For enterprises, in order to maintain their competitive advantage, they are even more reluctant to let competitors acquire their own core technologies and knowledge. However, this is an era of rapid development, and any competitive advantage relying on inherent technology and knowledge is short-lived. Only through active self-improvement and knowledge exchange can enterprises and individuals judge the influence of new knowledge and new technology, and introduce this influence into business processes and management in time to maintain their competitiveness.
Knowledge sharing is realized through specific activities such as knowledge collation and dissemination, and the establishment of enterprise knowledge sharing platform is to make these activities be carried out correctly, fairly and reasonably.
Knowledge in engineering project management enterprises can be divided into two categories: conceptual knowledge and practical experience knowledge. Conceptual knowledge includes corporate culture connotation, rules and regulations, basic knowledge related to project management, etc. Practical experience knowledge includes dynamic contents such as contract management, quality management, schedule management and investment management in the project process, as well as customer knowledge, relevant partner knowledge and supplier knowledge accumulated in practice. This knowledge is implicit, but its value is higher.
This knowledge needs to be sorted out in a certain way before it is easily accepted. At present, coding and classification techniques are generally used for conceptual knowledge, which is very easy to be retrieved and consulted with the rapid development of literature standardization and information network technology. Today's information technology also provides a platform for the enjoyment of network information. Through the construction of information system, everyone in the enterprise can keep abreast of the latest knowledge changes in the enterprise, such as the revision of rules and regulations. For practical experience knowledge, knowledge base technology is used to store relevant information according to the theme. By formulating specific management operation rules, the data collected in the operation are standardized, segmented and extracted, and a two-dimensional or multi-dimensional and easy-to-understand model is constructed.
The dissemination of knowledge is the first step of knowledge producing value. The construction of enterprise knowledge dissemination platform is essentially the construction of knowledge flow within the enterprise. In other words, knowledge flow is a kind of enterprise resource flow, which will generate value like capital. For a novice enterprise, through the active demand for knowledge and purposeful training, it can grow into a valuable expert and thus become the wealth of the enterprise. In the dissemination of knowledge, corporate culture and technical management knowledge penetrate into employees' minds at the same time, which is a sharp weapon for enterprises to build a high-quality and capable team.
There are two ways to spread knowledge, one is called knowledge transformation, and the other is called interpersonal communication. On the basis of many scholars' research, there have been many framework models of knowledge transformation. * * * is characterized by its strong directionality and value, and it can be written, which is often the result of push-pull interaction. The spreading process of the above two kinds of knowledge is also different. For obvious conceptual knowledge, it is mainly realized through the regular release of enterprises and the independent learning of employees. For the relatively recessive experience knowledge, mainly through the communication between personnel, supplemented by regular training, experienced project managers will make the knowledge in their work into documents or PPT and pass it on to other personnel through training. Novices can also learn about the previous project management process through the modeling of historical management records assisted by information systems.
The knowledge dissemination tools in enterprise information system are mainly composed of retrieval tools and communication tools. Modern retrieval tools have become more intelligent. Through the search engine in the enterprise portal, any employee can obtain the filtered and accurately positioned knowledge he needs, which improves the efficiency and accuracy of employee knowledge acquisition. The application of instant messaging tools such as MSN, QQ and E-mail facilitates the timely communication among employees in the enterprise. Chat rooms, BBS, etc. Providing a place for employees to put forward suggestions around certain topics in their work not only records various practical tools and methods, but also stimulates the spark of innovation. Video conference can be organized by using multimedia tools, and video information can be transmitted to each participant's terminal through broadband network, which not only records the meeting process in detail, but also reviews the important information in the meeting, avoiding misunderstanding of the content and wrong transmission of meeting information in the meeting minutes. These tools can be configured according to the actual situation of the project, because one of the major characteristics of the project is strong mobility, different geographical scope and backward configuration of construction environment facilities. However, it should be noted that the tools of knowledge management are configured according to the theory and thought of knowledge management, and the lack of tools should not lead to lax management.
Therefore, the knowledge management * * * sharing platform needs to be established on the basis of enterprise knowledge management theory and practice, establish * * * sharing rules by means of information technology, and provide * * * sharing tools to ensure that knowledge sharing can push enterprises forward in the direction of knowledge management.
Knowledge innovation
Knowledge innovation is a purposeful activity to improve production and management efficiency or reduce costs and pursue product differentiation under the existing resources and technical conditions within enterprises. It is an eternal law that enterprises exist because of innovation and die because of lack of innovation. In the construction management of engineering projects, professional knowledge is fundamental, and with the development of construction technology itself, management knowledge also needs to rely on innovation to gain control, so as to ensure that the quality, progress and finance of the project are controlled within the prescribed scope. Knowledge innovation will bring new competitiveness to future engineering project management enterprises.
The knowledge innovation platform is based on the knowledge sharing platform. It is generally believed that knowledge innovation is more complicated than knowledge sharing. Many scholars expect to help enterprises create knowledge by adopting artificial intelligence, but there are few successful cases in practice. We believe that knowledge innovation is closely related to the production technology and organizational management of enterprises. Enterprise knowledge management should not lack knowledge innovation, but knowledge innovation is not simply provided by knowledge management tools, but more by employees' creativity and innovative people. Therefore, the main contribution of the current knowledge innovation platform is to stimulate the creativity of enterprises, integrate the spirit of innovation into corporate culture, and make employees regard innovation as a pursuit of Excellence in their work. We think this is the core of establishing the competitive advantage of enterprises.
The knowledge innovation platform needs to be based on the following elements:
First, actively introduce new theories and tools from outside;
Second, constantly reflect on the problems in project management;
Third, put constructive suggestions into pilot implementation and accumulate experience;
Fourth, innovations will be released and enjoyed regularly.
The result of knowledge innovation will make enterprises actively adapt to the external business environment, but knowledge innovation in the traditional sense needs special research resources, and its return has the characteristics of long cycle and great uncertainty, which belongs to the strategic venture capital of enterprises. At present, the construction of knowledge innovation platform is mostly in a theoretical state. Whether innovation comes from the laboratory or the working environment is still controversial. The theory of combining knowledge innovation with informatization needs further study and development. But for enterprises, we can refer to these theories to carry out local innovation of management system, and perhaps we can get unexpected results.
Knowledge management propellant
The second important factor of knowledge management is the promotion mechanism of knowledge sharing and innovation platform, which is the basis to ensure that knowledge management can produce value. This mechanism is mainly the application of reward and punishment incentive mechanism in the construction of knowledge management platform and enterprise management. According to the principle of incentive theory, we think we can take measures that pay equal attention to pressure and reward.
Although it is generally believed that for non-creative work, pressure can greatly improve work efficiency and avoid the influence of human inertia, we believe that in knowledge-based enterprises, pressure is still an effective factor to promote the enjoyment and innovation of knowledge achievements. Especially in the process of project management, complicated and tedious transaction processing is often easy to kill the will of managers. Because the accumulation of knowledge and the generation of value cannot be achieved overnight, this long-term effort beyond the original scope of responsibility is difficult to guarantee because it is difficult to see results in the short term. Therefore, by formulating various regular and irregular assessment and spot check methods, on the one hand, it reflects the importance of enterprise management to knowledge management construction, on the other hand, it punishes employees who do not meet the requirements, and will also safeguard employees' sense of responsibility for the construction of enterprise knowledge management platform.
However, we also realize that people under pressure will have a desire to find ways to relieve stress. One wish is to work better and gradually adapt to the new environment, and the other wish is to find loopholes in the assessment or spot check and drill loopholes to escape punishment. Obviously, the latter should be avoided in the process of enterprise management. In this regard, we put forward the means of combining rewards and punishments, and enhance the possibility of employees' former desire by rewarding those who work hard in the construction of knowledge management platform; Encourage employees to help each other and exchange knowledge and experience in their work by rewarding those who promote the construction of knowledge management platform; By rewarding people or groups who propose or discover innovative methods and tools in the knowledge management platform, we can enhance employees' positive desire for knowledge innovation. From this, we can tap the potential of personnel who are beneficial to enterprise knowledge management, continuously enhance the awareness of knowledge enjoyment and innovation, and form the thinking mode and corporate culture of learning organization.
Rewards and punishments need to be fair and reasonable. According to the incentive theory, a sense of fairness will make employees feel their own value. When they are in the demand stage of realizing personal value, fairness will lead to employees' loyalty and efforts, while unfair words and deeds will lead to the decline of employees' morale and efficiency, and the latter desire will naturally breed. In order to ensure the fairness of the assessment, on the one hand, it is necessary to make the assessment standards and assessment process transparent, on the other hand, it is necessary to actively absorb the useful contents of employees' opinions and suggestions on the assessment.
In the evaluation of knowledge management construction of engineering project management, the positive degree of employees' participation in platform construction can be evaluated by the number of posts of employees' management experience, the number and quality of solving other employees' problems, the frequency of employees' use of communication tools, the number of rational suggestions for the construction of knowledge sharing platform, and the timeliness and accuracy of data records in engineering project management processes and systems. The quantitative assessment of employees' acquisition of new knowledge can specify the standardized assessment results of knowledge learning, the frequency of demonstration of new ideas, new tool applications and creations at exchange meetings, and the number of external knowledge introduced at the end of the month or the end of the season; The assessment of employees applying new knowledge to practical work can be carried out through the application frequency of new tools in project management and the transformation results of theoretical practical application.
These evaluations are characterized by transparent employee processes and quantifiable indicators. On the basis of setting some minimum assessment indicators, rewards and punishments can be fair, which will promote the construction of enterprise knowledge management.
Because of the combination of knowledge management construction and enterprise informatization, the assessment becomes transparent, fair, effective and low-cost. In the information system, by building a knowledge sharing platform, it is convenient to record all kinds of activities of each employee participating in enterprise knowledge management construction, make statistics and display quickly when assessment is needed, and make various rankings according to index standards, which can be announced to the public. Even some projects can be ranked dynamically, and every employee can see the top people and their contributions on his homepage. For all kinds of innovations and practices, brief records are published in the form of memorabilia and important news, and the detailed contents are introduced through the knowledge management platform, and the assessment score is increased to the number of individual contributions according to the weight. The information system will also reflect the progress, quality and financial information of project management in a timely manner, which can be transformed into knowledge, and the assessment results recorded in time and accurately can also be transformed into the number of personal contributions accordingly. Through the transparent assessment indicators and rules of the information system, the assessment results have credibility, so that employees feel fair and effectively promote the process of enterprise knowledge management construction.
abstract
The development of engineering project management enterprises needs to be transformed into knowledge-based organizations, and the construction of enterprise knowledge management is one of the key elements to ensure the success of the transformation. This paper theoretically expounds the framework of knowledge management construction of engineering project management enterprises. Because effective knowledge management can not only help enterprises improve management efficiency and promote the growth of enterprise talents, but also make enterprises have unique sensitivity and judgment to the changes of internal and external technical management environment, and bring enterprises the initiative and resource advantages in competition. Therefore, engineering project management enterprises should think more about how to transform enterprise knowledge into enterprise competitiveness from the perspective of strategic development, so as to construct enterprise knowledge management according to local conditions and have a positive and effective impact on the future development of enterprises.