铁路工程推行“小业主、大咨询”管理模式问题探讨

Discussion on the Method of "Weak Owner and Strong Consultant" in Railway Engineering

业主项目管理是决定项目建设是否成功的核心要素,"小业主、大咨询"管理模式是业主把绝大部分项目管理职能委托给社会咨询中介机构实施的一种管理方式。在私人投资基础设施比重增加的大背景下,项目管理专业化发展趋势促成了小业主模式的形成,按照合同付款成为"小业主"的主要义务。铁路工程要推行"小业主、大咨询"管理模式首先要解决业主身份不统一、咨询力量薄弱、信用体系缺失等问题,要从管理体制改革、提高业主控制项目管理能力、健全建设市场信用体系及提高咨询竞争程度和管理水平等方面入手改革。

The owner＇s project management is the key point of the whole project. Under the method of ＂weak owner and strong consultant＂, the owner entrusts most of management works to the professional organization. With the increase of private investment in infrastructure, the trend toward professional management promotes the forming of weak owners. The owner controls less things and his main task is making payments. If we adopt the method of ＂weak owner and strong consultant＂ in railway engineering field, we should solve the following problems： unifying the identity of the owner, strengthening the consultation power and building the credit of engineering market, etc. At the same time, we also should change the management system of railway construction, improve the control ability of the owner, and raise the competition level of consultation.