工程管理论文(英文)

工程管理论文(英文)Itiswellknownthatthespecialty—constructionmanagementplaysamoreandmoresignificantroleinthedevelopmentofthesocietyinrecentyears.Fromthebeginningitscameintobeingtoitschangewiththereformofeconomicsystem,constructionmanagementalsochangeitsprocessofdevelopment.Nowadays,thedevelopmentofmarketizationandinternationalizationspurtherationalizationandscientificationofengineeringcostsupervisionsystem,sothewaytoengineeringquotamanagementwascarriedbytheseparationofquantityandprice,andthenestablishamechanismwhichmarketcompetitiondirectedbyprojectquotagradually.Meanwhile,enhancingeconomicplausibilityandrationality,establishingrelativemessagenetworksystemandtimelyreleaseofinformation,toliningwiththeneedsofmarket.Ourgovernmentshouldenhancethesupervisionofconstructioncost,establishthesupervisionsystemofconstructioncostgradually,andnormalizethebehaviorofpricing,toensurethesmoothofprojectqualityandconstruction.Thequalitymanagementofconstructionprojectisasystemicproject,fromfeasibilitystudy,surveyanddesigntoconstruction,acceptancecheckandsoon,allofthishaveaproblemofqualitycontrol.Themanagementofprojectconstructionnotonlyisaprocesstoformprojectentity,butalsoisakeystageofqualityofthefinalproduct.Sothequalitycontrolinmanagementofprojectconstructionisthekeylinkinthewholeprocessinprojectconstruction,theprojectqualitymainlydependonthemanagementofqualityinprocessofconstructionstage.Modernengineeringprojecthaveatendencytodevelopintolargescaleandmodernwiththecomplexityofprojectincreaseexponentially,onlymanageandcontrolstrictly,thequalityandscheduleofconstructioncanbeguaranteedundertheconditionofgrowinginvestments.Therefore,modernprojectmanagementmodeof“Makedetailedplanningcomprehensively,accordingtoplanstrictly,feedbackandupdatetimely,trackandcontrastclosely”can’tcarryoutonlythroughmanuallab,onlyusingcomputerbusinessmanagementsystemandsimplecomputernetworkmanagepatternalsocan’tmeettheactualmanagedemand.Onthisbasis,wethinkthatmodernconstructionprojectmanagemententerprisetorealizemodernmanagementmodelneedshiftingtointellectivemanagemententerprise,establishingthetheoryandpracticeframeworkofenterpriseknowledgemanagementcombinedwithcomputer,knowledgewillbecometheswordofmanagement.Sincethereformandopening-up,thenumbersofChinaconstructionenterprisehaveincreasingrapidly,butfromtheactualsituationthereisagapbetweenChinaandinternationalinabilitytoconstructionprojectmanagement,whichaffectstheprojectmanagementlevelinChina.Andthequalityofprojectisanimportantindicatorofprojectmanagement,Therefore,reformingtraditionalprojectmanagementmodelandimprovethequalityofqualityhavebecameimportissueofconstructionenterprises.Theconstructionindustryisoneofbasicindustriesinourcountry,itsnormaloperationrelatedtothesustaineddevelopmentofthenationaleconomydirectly.Inrecentyears,withthedevelopmentofmarketeconomyhavebeenestablishedandperfectedgraduallyinChina,theconstructionindustryhasgotanunprecedentedimprovement.Meanwhile,therapiddevelopmenthasexposedmanyproblems,theconstructionprojectquality,especiallytheresidentialconstructionquality,hasbecamethefocusofattention.Engineeringprojectsasconstructionprojectproductsinvestsandconsumesmuchmanuallab,materialandenergy,constructionprojectqualityrelatedtoengineeringapplicabilityandsafetiesoflivesandpropertyofpeople.Ontheotherhand,it’srelatedtothesurvivalofenterprises,sothequalitymanagementonthetoppositionisimperative.Constructionprojectitemmanagementisaone-timecomprehensivemanagementandcontroltooptimizingthegoalwithtarget,goalandcontentbasedonspecificconstructionprojects.Itsconnotationis:fromtheprojectstarttofinish,reachingthegoalofquality,rateofprogress,costandsafetythroughtheprojectplanningandprojectcontrol.Inviewoftheconstructionprojectisdisposable,inordertosaveinvestment,achievethegoalofenergy-savingemissionandconstructiontarget,andbuildconstructionproductsinaccordancewiththerequirements,weconstructionpersonnelmustbeawareoftheimportanceofprojectmanagementintheconstructionprocess,andpayattentiontoreinforcingthefollowingaspectsintheconstructionprojectmanagementinparticularcase.()QualitymanagementQualityisthelifeofenterprisesandthefundamentalguaranteeforthedevelopmentofenterprises.Today,constructionmarketcompetitionhasmoreandmoreintense.Howtoimprovethequalityoftheconstructionmanagementleveliseveryenterprisemanagersneedtothinkabout.()RegimeofqualitysupervisionThequalitymanagementoftheconstructionprojectcanbesummarizedbythefollowingwords:setgoalsandclearthelinesofresponsibility;assignandputitintoeffect,explainindetail;contraposingthedifficultyorganizesresearch;setanexampleandexploreexperiences;trackingcontrolandcontrolstrictly,doagoodjobofqualitycontrolandregularmonitorofthequalityofproducts.Establishingandimprovingthesystemofwholeprocessqualitymonitoring,interveningandcontrollingprojectqualitythroughscientificmethod,meansandcontrolmechanismtolettheprojectqualityalwaysinadynamicmanagement.Establishthesystemofqualityself-checking.Thequalityofprojectinvolvesallaspectsofsociety,andalsoreflectsthelevelofenterprisesmanagementsynthetically.Ingeneral,anyconstructionprojectshouldacceptsupervisionfromtheenterprisesitself.Enterprisesself-checkingrequireanyconstructioncompanyestablishaeffectivesystemofqualitysupervision,andthroughtherunofthissystemtoimprovequalitycontinuously.Qualitysupervisionbythethird-party.Itmeansenterprisesshouldacceptthesupervisionbyowner,andthetypeofsupervisionisthemostauthoritativenow.Thesetwotypesofqualitysupervisioninaboveworkclearly,communicatecloselyandcomposetothecompletesystemofcontrolconstructionprojectquality,sothatenterprisescanpromiseprojectqualityachievedesiredexpect.()ThesupervisionmethodsandmeansAsanadministrativestaff,controllingthequalityofengineeringconstructionisthemostimportantthinginlocalemanagement.Whetherthequalityofprojectisgoodorbaddependsonthemanagementlevelofinspectorandthesupervision.Thesitesupervisionineachprocessofconstructionoperationshouldfoundtheproblemon-site,pointoutandcorrect,usethemethodsmeasurehonestlycombinedwithoveralllook-and-feel.Callallon-sitemanagementpersonneltogethertospecifythecommonproblemintheconstructionprocess,haveain-depthknowledgetoconstructionworkers,andcorrectmistakestimely.Writethebookofqualitycontrolandguidancedocument.Forthosequalityproblemsmayoccurorhasoccurred,wemanagementpersonnelshoulddoanintroductionandcountermeasuresindetail,clearresponsibilityandclaimrelatedpersonnelcorrectontime.()SchedulemanagementWhethertheprojectcanbedeliveredwithinagreedtimeframehaveadirectinfluenceonthedevelopmentofprojecteconomicandsocialeffectresultsbenefit.Thefactorofhuman,technology,material,equipment,machine,foundation,funds,climateandenvironmentallaffecttheprocessofprojectschedule.Inordertodoagoodschedulemanagementofproject,weneedsolvingthefollowingproblemsfocused.Establishthepatternandframeworkofprojectmanagement.Asuccessfulprojectmusthaveasuccessfulmanagementteamandastandardworkmode,operatingproceduresandbusinesssystem.Establishastrictcontractnetworksystem.Alargeprojectisacommunityconsistsofmanyconstructionworkers,soitneedsastrictcontractsystemtomobilizetheenthusiasmofallpeoplesothatcanavoidsabotageandwranglingeachother.Developapracticalprojectplanofthreegrades.Thisplanrequiresnotonlytheworkofconstructionorganization,butalsotheworkofowners,designcompanyandsupervisioncompany, what’smore,weshouldtakegovernmentwhichveryrelativetoconstructionintoconsideration.Determinethedesigncompany,signthedesigncontractandthecheckandreviewofdesignqualityandspeed.Whethertheprojectconstructioncanbecarriedoutsmoothlydependsonthequalityofdesign.Thebidsandevaluationofconstructionorganization,thesignofconstructioncontract,includingthechoicebetweengeneralcontractorandsub-contractors,andsignthecontractofsupportofmaterialandequipment.Handlegovernmentformalitiesinearlierstageprojectplanandarrangethemunicipalauxiliaryprojects.Sufficientcommunicationwithgovernmentandgoodrelationshiparepromisetosuccessfulproject.()CostcontrolThetypeofConstructionprojectcostisdividedintothebudgetcost,plancostandactualcost.Underthesituationofconstructioncostmeetscheduleandquality,throughthemethodsoforigination,economics,technologyandcontractstocontrolthecostintherangeofexpect.Totightentheprojectcostmanagement,wecanundertakeitinthefollowingaspects:Theenterprisesshouldformulatetheworkquota,andthosemoneyshoulduseaccordingtoengineeringquantities,andweshouldcalculatethetotalquantitiesofmanmade.Wecancontrolthemanmadecostaslongascontrolthemanmadequantitiessothatcontroltheprojectcost.Strengthenmaterialmanagement,establishthesystemoflimitsofmaterialrequisition,managethematerialoutofstoragestrictly,lumpsumtothosematerialcostmuchinsite.Improvetheutilizationrateofequipmentandmaterials.Checkon,repairandmaintaintheconstructionmachineregularly,rentedequipmentandmaterialshouldreturntorentcompanyontimetospeeduptheconstructionperiodandreducetherentcost.Chooseacorrectconstructionschemeisthekeytoshortentheconstructionperiod,improvequalityandreducethecost,intheprocessofconstruction,weshouldtryourbesttosearchnewtechniques,newtechnology,newmaterialstoreducecosts,improveefficiency.Bestrictinconstruction:constructioninlinewiththedrawingsandthestandard,bestrictinqualitytoensureprojectquality,reducethewasteoflaborandmaterialcausedbyrework.Streamlinethemanagementmechanism,reducethelevelofmanagementtosavetheconstructionmanagementfees.()SecuritymanagementSafetyproductionmanagementofconstructionprojects–organizeallactivitiesofproductionsafety,throughthecontrolofproductionfactorstoreduceoreliminateunsafebehaviorandstate,doesnotcausetheaccident,soastothenormaloperationofconstructionproject.Adheretoprincipleofsecuritymanagement.Safetyandproductionaresynchronoussothatifcontroltheproductionsafetyalsoshouldbecontrolled,safetycontainintheproduction,what’smore,promoteandpromisetheproduction.Safeworkingiscommonthingofanyonerelativewithproductionratherthanonlyrelativewithminorityandsecuritymechanism,lackoffullparticipation,securitymanagementdoesnothavevitality,andeffectisnotobvious.Adheretocontroltheunsafebehaviorsofhumanandunsafestatesofthings.Fromtheanalysisofthecausesoftheaccident,wecangetthathuman,thingsandenvironmentisthefundamentalreasonofaccident.Fromthehumanandthingsmanagementsidestoanalyzeaccident,unsafehumanbehaviorsandunsafethingsstatesarebothfundamentalreasonofaccident.Establishsafetymanagementmeasures.Strengthenthesafetymanagementofconstructionengineering,formulatepracticalsafetymanagementsystemandmeasuresareveryimportant.Accordingtotheproductioncharacteristicsofconstructionengineering,formulatethedetailedprojectsafetyriskpredictionandthecorrespondingguaranteemeasureanddecomposetheprojectrisk,implementthesafetyresponsibilitytoeveryapartment,everyteamandeveryonetoeasiermanagement.Tosumup,theconstructionprojectmanagementisasystematicprojectwhichincludesrisk,investment,contract,schedule,quality,personnelandotheraspectsofthework,andrelatestothedesign,supervision,construction,equipment,materials,operationsandotherdepartmentsandunits.Therefore,onlyallsidescooperatepositivelyandcogentstrengthenconstructionengineeringmanagementofquality,cost,scheduleandsecuritysothatconstructionengineeringprojectcanbecarriedoutsmoothlyandcreateagoodeconomicbenefitsfortheenterprise.