抓精细、促管理、创效益──浅谈工程项目的精细化管理

Aim Fine,Promote Management,Make Profit──Discussion on the Fine Management of the Engineering Project

我国进入WTO后,建筑市场的全面开放,市场竞争的加剧和建设工程清单计价法的推广,从前的粗放化管理、机会型管理开始显露了它的弊端。所以,实现工程项目管理的创新,在安全、质量、工期保证等方面实现精细化管理,才能提高工程质量、保证工程进度、降低工程成本、提高经济效益。一般来说,一个施工项目真正管细管好,可产生2%～3%的直接管理效益。因此,无论是从提高资源利用率、节约能源的宏观角度,还是从提高企业绩效的微观角度,进行工程项目的精细化管理都是非常必要的。

After China＇s entry into the WTO, the construction market is comprehensive open, the market competition is aggravated, and the engineering measures list valuation method is generalized. As a result, disadvantages of the former extensive and opportunity management have gradually been revealed. Therefore, it is only the realization of project management innovation and the fine management in safety, quality and schedule assurance aspects that can improve the project quality, ensure the project plan progress, reduce project cost, raise economic benefits. In general, careful, high level management can produce 2% ~ 3% direct management benefit. Therefore, either to improve the utilization rate of resources, decrease the conservation rate of energy, or to raise the enterprise performance, it is very necessary to carry out the oroiect fine management.