I. Guiding ideology

According to the overall deployment and requirements of the project management of the strong headquarters proposed by the group, combined with the development status and characteristics of the company, the core content is "three supports, four centralization and two controls"; To promote project standardization and information management as the goal: strengthen the service function of headquarters and strengthen the responsibility of management and control; Build the project department into cost center, project execution center and implementation subject; Build the headquarters into a profit center, a project decision-making center and a control subject; Make the headquarters truly become a leader in cultivating and leading the core competitiveness of enterprises.

Second, the existing obstacles and basic countermeasures

(A) the existing obstacles

1. Inertial thinking in management has certain exclusion to the new project management mode of strong headquarters.

2. Lack of understanding of strong headquarters, slow change of ideas and restriction of vested interests.

3. The psychological preparation for implementing the new project management mode of the strong headquarters is insufficient, and the management experience of "two-level control and one-level accounting" is lacking.

4. The unreasonable talent structure in the headquarters is mainly due to the lack of experts familiar with project management, which is difficult to solve in the short term.

5. A few employees are afraid of difficulties, lack confidence in the powerful headquarters, and are skeptical and wait-and-see.

(2) Basic countermeasures

1. Strengthen the study and publicity of the project management system of the Group's strong headquarters, carry out staff training, and create a project management atmosphere of the strong headquarters.

2. Understand and digest the project management system of the strong headquarters of the Group, and innovate and improve the relevant management rules of the company in combination with the actual situation.

3. Learn from the project management experience of advanced construction enterprises, cultivate new management and control, improve the old model, and steadily promote the alternation of new and old project management and control models.

4. Under the leadership of the company's general manager, determine the person in charge of the old and new modes of project management respectively to ensure the gradual advancement of the new mode and the smooth end of the old mode.

5. Clarify the operation and alternate path of the old and new systems, promote the new systems of "two-level control, one-level accounting" and "project legal person management", and gradually improve the old model of "multi-level control and multi-level accounting"; () Gradually standardize organizational structure management. By 20 13, the organizational structure of the company's project management has reached the zero middle-level standard, realizing the zero-distance docking between the headquarters and the market.

6. Improve the reciprocal mechanism of project management responsibilities and rights, optimize the allocation of talents, and cultivate a strong headquarters project management team; Strengthen the construction of hardware facilities, conserve the environment for the growth and development of talents, and lay the foundation for cultivating innovative talents with sustainable development.

?

Third, organize and lead.

1, set up a strong project management leading group at the headquarters of the company.

Team leader: Hu Jianjun

Deputy Head: Xie Bangyin

Members: Xiao,,, Ning,,, Xue Cangyang, Long Tieqiao.

2. The leading group consists of organization group, human resources group and comprehensive publicity group. Hu Jianjun is responsible for the organization group, Xie Bangyin is responsible for the human resources group, and Hu Jianwei is responsible for the comprehensive publicity group. The division of responsibilities is:

(1) The system organization group consists of the heads of offices, management audit departments and related personnel, and is mainly responsible for the preparation of the company's management system, organizational structure, total staffing, relevant ranks and positions, as well as the design of responsibilities and functions of various departments and offices.

(2) The human resources team consists of the head of the human resources department and related personnel, and is mainly responsible for the staffing, staffing, post and responsibility design of each department, subsidiary and project department of the company; Responsible for job competition, training, job transfer and personnel allocation.

(3) The comprehensive publicity group is composed of the person in charge of the Party-mass work department and relevant personnel, and is mainly responsible for the publicity and ideological and political work in the implementation of the project management of the company's strong headquarters.

3. Division of labor in the transformation of old and new modes of project management. Considering that the operation of the new and old models is in the stage of complementing each other and not neglecting each other, in order to ensure the correctness of the two models, the division of work between the new and old models is as follows:

(1) Hu Jianjun, Chairman and General Manager: the general manager of the replacement of new and old models. During the alternation of the old and new systems, the focus of work is the operation and smooth transition of the old projects to ensure the smooth transition from the old model to the new model.

⑵ Xie Bangyin, Secretary of the Party Committee: Assist the general manager to implement the new model, and all departments and offices of the company will follow the sub-project and project management function path operated by the strong headquarters.

Four. Subprogramme implemented

1. Suggestions on the strong headquarters organization of the company. Set up "eleven departments and one room": office, Party and mass work department, human resources department, discipline inspection and supervision department, management audit department, market operation department, cost budget and final accounts department, finance department, engineering management department, technical information department, safety and environmental protection department and procurement management department. Among them, the engineering management department and the technical information department are co-located, with two brands as a team.

2. Suggestions on the staffing of departments and offices at Headquarters. Except for the leaders of 10 company, the total staffing of all departments and offices in the headquarters is temporarily controlled within the existing 1 13. The next step will be to adjust the personnel according to the division of functions and responsibilities of each department and office by the Group. The current numbers of departments and offices are as follows:

(1) office 15 people;

(2) Party-mass Work Department 10;

(3) 9 people in the Human Resources Department;

(4) There are 7 discipline inspection and supervision departments;

5] 7 people in the management audit department;

[6] Market Operation Department 12 persons;

22 people in the cost budget department;

Being the finance department 1 1 person;

(9) Engineering (Technical Information) Management Department;

⑽ 6 people from the Safety and Environmental Protection Department;

⑾ 5 people in purchasing management department.

3. The basic principles of the post preparation of the heads of departments and offices. The post establishment of the heads of all departments and offices in the headquarters of the company shall be controlled according to the total establishment of each department and office; 10 people (including 10 people), equipped with 1 plus 1 pair; 1 1 person or more (including 1 1 person), equipped with 1 plus 2 pairs.

4. Construction of hardware facilities.

(1) The headquarters office building is located at No.456 Jiasheng Huafu, Hongqi Middle Road, Zhuzhou City;

⑵ The single apartment is located atNo. 1 Xincheng, Hongqi North Road, Hetang District, Zhuzhou City, with a construction area of about 1.500 square meters, which can accommodate 60 single employees.

5. Strengthen the selection of Jian 'an projects at headquarters. According to the requirements of the project management mode of strong headquarters, it is planned to bring the following projects into the project management system of strong headquarters in the first batch:

(1) Sichuan Weiyuan 360㎡ sintering project, with a contract amount of about 1 100 million;

(2) Chongqing Iron and Steel Works1350m &; Sup3 blast furnace project, the contracted amount is about1.50 ~ 200 million;

(3) Beijing Liaoning Building project, with a contract amount of about10.60 billion yuan;

(4) Friendship Real Estate Kangxin Jiayuan Project, with a contract amount of about1.50 ~ 200 million.

6. Start and evaluation of a powerful headquarters project management system.

(1) Project started. (1) The headquarters of the company communicates clearly with the owner and relevant internal personnel in time, explains relevant requirements and obtains relevant support; (2) Clarify the project objectives and positioning; (3) Hold a kick-off meeting or a project management planning disclosure meeting to unify thoughts and clarify the project management standards and operation system of the headquarters.

(2) Project evaluation. According to the operation assessment regulations of the project management standard of the strong headquarters, the company will refine the assessment methods. According to the project management assessment module of the strong headquarters, it is planned to assess all departments and offices of the headquarters and the project department from the following aspects: 1 1.

① Organization and management: department setting of the project department; Configuration of department heads in the project department; Set up a project department; Organization and management of branches.

② Project planning: preparation and implementation of market operation planning; Compilation and implementation of project implementation plan; Preparation and implementation of project completion plan.

③ Market operation support: the quality of the project undertaken; Preparation and implementation of market operation plan; Establishment and tracking management of business information projects; Project bidding (discussion) management; Signing and disclosure of the main contract; The implementation of customer relationship management; Formulation and implementation of market development incentive plan.

④ Human resource support: the overall planning of human resources; Human resource allocation of the project department; Fixed posts and personnel allocation; Motivation of human resources; Personnel diversion management after project dissolution.

⑤ Technical support: the annual budget of technical input; Support and management of construction technical data; Technological progress and achievement popularization; Headquarters technical information support.

⑥ Centralized procurement management: the implementation of the provisions on material procurement authority; Preparation and implementation of procurement plan; Establish, update and apply the list of qualified suppliers; Procurement bidding; Signing and management of procurement contracts; Material distribution, acceptance and settlement; Supplier evaluation.

⑦ Centralized lease management: implement lease authority; Preparation and implementation of the lease plan; Establish, update and apply the list of qualified suppliers; Lease bidding; Signing and management of lease contracts; Distribution, acceptance and settlement; Evaluation of suppliers; Preservation and appreciation of self-owned equipment assets.

⑧ Centralized management of subcontracting: implementing the provisions on subcontracting authority; Preparation and implementation of subcontracting plan; Establish, update and apply the list of qualified subcontractors; Subcontracting bidding; Signing and management of subcontracts; On-site management and assessment of subcontracting teams; Subcontracting settlement; Evaluation of subcontractors.

Pet-name ruby centralized management of funds: project financial personnel management; Project cost accounting; Fund account management; Capital budget management; Fund income management; Fund payment management.

Attending pre-settlement control: project pre-settlement personnel management; Preparation and implementation of various budgets of the project; Arrangement and implementation of various settlement work of the project; Pre-settlement data management.

; Responsibility cost control: project cost management planning; Project cost control; Project cost analysis and evaluation; Project cost summary report.

6. Strengthen the construction of project management system at headquarters. The company has compiled 10 management manuals on organization and administration, party-mass work, discipline inspection and supervision, human resources, marketing, business contracts, engineering, technology, finance and projects, with a total of 100 management methods. In order to connect with the project management system of the Group's strong headquarters, the above-mentioned company management manual will be revised according to the "two-level control and one-level accounting" mode of the Group's strong headquarters project, and the revised management manual is scheduled to be issued at the beginning of the fourth quarter.

Five, the company's strong headquarters project management operation path

1, the running path of corporate management project system.

First of all, gradually promote the company's project management system. That is, from September 20 1 1 year, all new projects of the company will be included in the project management system of the strong headquarters. And the implementation of "two-level control, one-level accounting" model, the company headquarters for the profit center, operating cost control center, mainly to implement project management and efficiency control; The project department is the center of construction production cost, which mainly implements the control of project construction organization and responsibility cost.

The second is to gradually improve the company's original project management system. That is, before August 20 1 1 year, all the projects under construction of the company were not included in the project management system of the strong headquarters, and they still operated according to the original project management and control mode; However, after the end of the old project, its original project management system will not be able to continue. If the new project is continued, it will be incorporated into the company's project management system.

The third is to cancel some branches first. That is, starting from 20 12, the project management branch was cancelled and the project department was established as appropriate; The material and equipment leasing branch is cancelled and it is planned to be merged into the group leasing company.

Fourth, the remaining installation branches, steel structure branches and regional branches are located and operated according to the requirements of the Group.

2. Strengthen the functional operation path of headquarters project management at all stages.

(1) Project management development stage.

(1) Marketing Department: prepare market development plans and formulate business scope and standards; Responsible for the summary of all business information; Review and establish business information; Organize the preparation of market planning.

② Management Audit Department: responsible for risk management in the whole process of project operation and development.

③ Office: Organize the deliberation of market planning.

(2) Project bidding stage.

① Marketing Department: responsible for the preparation of bidding materials; Organizing the pre-examination and evaluation of bids; Responsible for the implementation of bidding.

② Cost Pre-settlement Department: make cost forecast and be responsible for the preparation of business objectives.

③ Engineering Management Department: responsible for the preparation of technical objectives.

④ Management Audit Department: responsible for legal affairs in bidding.

⑤ Discipline Inspection and Supervision Department: responsible for supervising the bidding process.

(3) Project contract signing stage.

① Marketing Department: Drafting and negotiating contracts; Organize contract review and signing.

(4) The establishment stage of the project department.

① Office: responsible for the establishment of the project department.

(2) Human Resources Department: organizing project managers to compete for employment; Assist the project manager to complete the staffing of the project department.

5] Project implementation planning stage.

① General Manager of the Company: the person in charge of project implementation planning.

② Office: the organization department of project implementation planning; Organize the examination and approval of project plan.

③ Engineering Management Department: Cooperate with Technical Information Department and Project Department to prepare construction plan, special plan and completion plan.

④ Marketing Department: responsible for contract disclosure and other related matters.

⑤ Cost Pre-settlement Department: Prepare construction budget and total cost plan.

⑥ Purchasing Management Department: Prepare the master plan of material purchasing, leasing and subcontracting and the corresponding cost control plan.

[6] Construction production stage.

① Management Audit Department: organize to sign the responsibility book of project management objectives.

② Purchasing Management Department: responsible for purchasing, leasing and subcontracting.

③ Finance Department: responsible for the revenue and expenditure management of project funds.

④ Technical Information Department: responsible for the support and service of project construction and technical management.

⑤ Safety and Environmental Protection Department: responsible for project safety management, civilized construction and environmental protection.

⑥ Management Audit Department: responsible for legal affairs in bidding.

⑦ Discipline Inspection and Supervision Department: responsible for supervising the bidding process.

⑧ Party-mass Work Department: Supervise corporate propaganda and ideological and political mobilization on the construction site.

Pet-name ruby headquarters departments: processing information reported by the project department or requirements, and timely feedback; Engineering Management Department, Technical Information Department, Safety and Environmental Protection Department, Management Audit Department, Discipline Inspection and Supervision Department and other departments and offices shall conduct process inspection and supervision on the project construction in time.

Once the project enters the completion acceptance stage.

① Office: organize the completion planning.

② Project Management Department: Organize the completion acceptance of the project.

③ Cost pre-settlement department: complete the project settlement.

(4) Finance Department: Complete the payment of project funds.

Being the cash stage of project audit.

① Management Audit Department: conduct final audit and cash audit of the project.

② Discipline inspection and supervision department: responsible for efficiency supervision.

(9) The closing stage of the project.

① Project Management Department: hand over the project data and projects with the project department, and file and summarize them.

② Human Resources Department: responsible for personnel diversion after the dissolution of the project department.

(3) After the dissolution of the project department, the Party-Mass Work Department is responsible for maintaining the stability of personnel diversion.

⑽ Engineering review and maintenance stage.

① Marketing Department: responsible for the project return visit.

② Engineering Management Department: responsible for the maintenance and warranty of the project.

Steps, measures and time arrangement of intransitive verbs to strengthen headquarters project management system.

1 Take the lead by the office and cooperate with the human resources department to carry out the study and training of project management system 2 1 related systems of the Group's strong headquarters among the management personnel of the whole company, which will be completed before 20 1 1.

2. Take the lead by the office and cooperate with the Management Audit Department to revise and improve the company's relevant implementation rules according to the project management system of Group Headquarters 2 1, which was completed before 201year1October 30 and promulgated on1October.

3. The Human Resources Department takes the lead in implementing the headcount, posts and staffing of the headquarters, and completes the preparation of the "three decisions" plan of the headquarters before 2011.30.

4. The renovation of the company's single apartment is led by the Party-Mass Work Department and completed before 2011130.

5. All departments and offices of the company should do a good job in the merger of relevant branches according to the requirements of "two-level control and one-level accounting" in the project management of the headquarters, and complete it within the specified time.

6. If the above implementation opinions are inconsistent with the overall implementation plan of the Group, the Group's shall prevail.

Erye group 2 nd engineering co., ltd

20 1 1 sep.19th.