Discussion on project management of hydropower engineering design?

Discussion on project management of hydropower engineering design_Bisen Youxin_Architectural Design_Architectural Chinese Network Project management, as a systematic management method targeting projects, has been widely used and developed in engineering construction, and the application Since engineering design is not yet common in my country, the petrochemical design industry has been used earlier and is relatively mature, but the hydropower design industry is still in the stage of exploration, summary and improvement. According to the changes in the engineering design management model, combined with the implementation of design project management by the Central South Survey and Design Institute in Longtan, Sanbanxi, Xiangjiaba, Tiger Leaping Gorge and other large hydropower projects, this paper discusses the design and implementation project management of hydropower projects. It is conducive to improving project quality, reducing costs, and improving the competitiveness of design institutes.

Abstract: Project management, as a systematic management method targeting projects, has been widely used and developed in engineering construction. However, its application in engineering design is not yet common in my country. It was applied earlier in the petrochemical design industry. And it is relatively mature, but the hydropower design industry is still in the stage of exploration, summary and improvement. According to the changes in the engineering design management model, combined with the implementation of design project management by the Central South Survey and Design Institute in Longtan, Sanbanxi, Xiangjiaba, Tiger Leaping Gorge and other large hydropower projects, this paper discusses the design and implementation project management of hydropower projects. It is conducive to improving project quality, reducing costs, and improving the competitiveness of design institutes.

Project management is a systematic management method that targets projects. By using the limited resources of the enterprise, the project is efficiently planned, organized, commanded, coordinated, controlled and evaluated, and the entire process of the project is carried out. Comprehensive coordination and optimization of dynamic management and project goals to maximize customer benefits. Modern project management involves nine knowledge areas: scope management, time management, cost management, human resource management, risk management, quality management, procurement management, communication management and integration management, as well as the five processes of project initiation, planning, execution, control and closing. . In the 20th century, due to the impact of Lu Buge, major changes occurred in my country's engineering investment and financing system and construction management system. The "project method" construction and construction project supervision system were gradually implemented, which improved the management level and economic and social benefits. Project management It has also gradually been valued and applied in our country. At present, project management has been widely used in engineering construction, but its application in engineering design is in the stage of exploration, summary and improvement.

Changes in the design management model

In the era of planned economy, design institutes, as public institutions, only needed to complete the tasks assigned by the competent government departments. The characteristics of the industry were very obvious and the monopoly was very strong. Design institutes do not need to compete, they only need to complete tasks according to national plans and regulations, resulting in a situation where technology is emphasized rather than management and efficiency. After the implementation of the technical and economic responsibility system of design units and the corporate management of public institutions, design units began to enter the market, prompting them to gradually shift from emphasizing technology and neglecting management and efficiency to emphasizing management and efficiency. Design units in the petrochemical industry have adapted to this situation and taken the lead in implementing design project management, and have continuously improved, matured and standardized it through practice. Especially with my country's accession to the WTO and the gradual establishment and improvement of the market economy, design units have been transformed into enterprises, and the social and economic environment faced by design enterprises has undergone significant changes. In accordance with the requirements of restructuring, the design unit gradually established a property rights system, organizational system and management system that meet the requirements of modern enterprises, becoming "clear property rights, clear responsibilities and rights, separation of government and enterprises, and scientific management" and "autonomous operation, responsibility for profits and losses, self-restraint, Self-development" legal entities and market competition entities. The design management model that approximates administrative management formed in the era of planned economy can no longer meet the requirements of enterprise development. It is very necessary and urgent to establish a modern design management model that adapts to the requirements of the market economy and improve the level of enterprise management and core competitiveness.

Hydropower design project management

In terms of promoting hydropower design project management, some design units in our country have already explored and gained a lot of valuable experience, each with its own characteristics. Zhongnan Survey and Design Institute (hereinafter referred to as "Zhongnan Institute"), as a comprehensive survey and design research unit focusing on hydropower and water conservancy survey and design scientific research services, involving industrial and civil construction, municipal administration, transportation, electric power and other industries, along with the national " The implementation of the strategies of "Developing the Western Region" and "Transmitting Electricity from the West to the East" has ushered in unprecedented development opportunities. In order to ensure the quality and progress of the survey and design of large-scale national key projects and improve the level of project management, Zhongnan Institute began to implement project management for the design work of four major hydropower projects, including Longtan, Sanbanxi, Xiangjiaba, and Tiger Leaping Gorge. Project Management Organization Form Central South Institute implements a matrix project management model with "project management as the center, professional management as the basis, and quality management as the core" in the Longtan, Sanbanxi, Xiangjiaba, and Tiger Leaping Gorge projects. Implement the project manager responsibility system under the leadership of the dean and formulate corresponding project management methods. According to the characteristics and requirements of each project, the dean selects project managers from across the hospital and establishes a project management department. Within the scope of authorization of the dean, the project manager handles all major matters related to the project externally on behalf of the institute, and is responsible for working with the owner, relevant departments and local governments; internally, he is fully responsible for the survey, design, scientific research progress, technology, quality and cost of the project. Control; and accept the guidance, inspection, assessment and supervision of the hospital's operation, finance, quality and other functional departments.

The project management department is composed of project managers, design managers, planning engineers, quality engineers and auxiliary management personnel.

For projects that have been started, a design representative office has been established at the construction site. Under the leadership of the project manager, it is fully responsible for the on-site design and design work. The project management department is responsible for the formulation, tracking, supervision and adjustment of the project plan to ensure the realization of the overall goal; strictly in accordance with the relevant regulations of the institute, formulate various supporting measures to ensure the realization of the project quality objectives; in accordance with the cost quota approved by the institute, strictly control Project cost; based on the workload completed by each production department, the technical level and quality of the products, and under the macro-control of the institute, the internal allocation of survey, design and scientific research expenses is completed. Implementation of project management The implementation of project management of the four major projects is mainly the control of planning, quality and funding.

(1) Plan management. According to the overall goals of the project, each project department prepares the overall project work plan, annual work plan and quarterly execution plan, and issues them to each production department for execution in stages. Track, monitor and check the execution of the plan at any time, compare with the plan progress, and correct deviations in a timely manner if any deviations are found. At the same time, the project department promptly adjusts the schedule plan according to the progress of the project or changes in various external conditions to ensure the achievement of the overall goal.

(2) Quality control. In order to ensure the quality of the designed products, each project department strictly manages the quality work of each project in accordance with the quality system. Each production department accepts the dual leadership of the project department and the institute's quality functional department for the quality work of each project. The project department and the institute's quality functional department All quality problems discovered during work have the right to be inspected, assessed, rewarded and punished. At the same time, each project department accepts supervision and inspection of project quality work from the functional departments of the institute. Each project department has established a complete quality reward and punishment system, actively cooperates with the hospital's quality department, conducts spot checks on the quality of the designed products regularly or irregularly, and evaluates the quality of the designed products based on feedback from owners and construction units. Rewards or penalties will be given based on quality performance throughout the year. In addition, each project department hires senior consulting experts from inside and outside the institute to consult and check on key technical issues and important design products.

(3) Fund management. According to the project management regulations of the institute, project expenses include project management department fees, survey, design and scientific research fees, special expenses, outsourcing fees, project manager awards, etc. The functional departments of the institute are approved in accordance with relevant regulations of the institute, and the project management department is under unified management. The project manager has the approval or decision-making power over the allocation of project department funds, special expenses, external subcontracted scientific research and experiments, special research outsourcing & funds, and project manager awards; under the macro-control of the institute, the internal allocation of survey and design scientific research expenses shall be based on the The completed workload, progress, product technical level and quality will be broken down by the project department.

The project management implementation effect implements the project manager responsibility system

(1) Ensures the progress and quality of project survey and design, promotes the start and construction of the project, and improves owner satisfaction. The project department representative office maintains close contact with the owners, can understand the owner's requirements in a timely manner, and can quickly solve problems when encountering them, which improves work efficiency and has been well received by the owners.

(2) Mobilize the enthusiasm of designers. The project department can have a relatively comprehensive understanding of the quality and quantity of the designed products completed by each designer. When making rewards and allocations, the project department favors technical backbones who have made great contributions, breaking the big pot distribution method and mobilizing the enthusiasm of technical backbones.

(3) Improve the management level of the design institute. The implementation of project management has improved the work efficiency, service level and management level of the design institute, reduced management costs, improved economic benefits, and laid a foundation for the company to gain market competitive advantages in the future. In short, through practice, Zhongnan Institute of Technology has initially established a project management concept and accumulated some project management experience, but it still needs to be continuously summarized and improved.

Implementing project management is an effective means to improve core competitiveness

Core competitiveness is the competitive advantage formed by an enterprise during the competition process that enables the entire enterprise to maintain long-term and stable competitive advantages and obtain stable excess. Profit is the most basic, difficult to imitate, and inherent competitiveness, which is concentrated in the company's core products and high-quality services. Engineering projects are products produced by design units and are the basis for the survival of enterprises. The competition of enterprises is directly reflected in the competition of projects. Through good management and operation of projects, it is easier for enterprises to establish their own brands, realize brand strategies, cultivate high-level talents with comprehensive qualities, and realize talent strategies. Brand building and talent training are two important aspects for enterprises to enhance their core competitiveness.

(1) Project management is the basis for the design institute to implement its strategic management. Strategic management refers to the dynamic management of making decisions about the future direction of an enterprise and putting these decisions into practice. No matter what strategy the design unit implements, the completion of its customer- and market-oriented products-projects is the basis for the enterprise to realize its strategy; on the other hand, with the development of information technology and the increase in project practice, as well as the own characteristics of the design industry , in the same industry, design institutes can no longer take the lead in market competition by relying on technology alone. It has become inevitable to vigorously promote management innovation, continuously strengthen internal management, improve project management levels, and take the road of management-effective development. According to international experience, survey and design units will inevitably develop from the current single survey and design to an international, comprehensive engineering company or professional design firm with design, procurement, and construction general contracting capabilities, but whether it is a comprehensive engineering company or a professional design firm Everything is inseparable from project management.

(2) The implementation of project management is conducive to the development and utilization of human resources.

Under the planned economic system, design units attach great importance to the cultivation of technical talents but ignore the cultivation of management talents. After the implementation of project management, a comprehensive management system for individual employees is formed, and the skills of employees are accumulated and developed during the completion of each project. On the other hand, after the implementation of project management, the project manager's responsibilities and powers are clear, unified macro management of the project, and unified reporting to the outside world. Moreover, due to the limited resources, the uncertainty of the environment, and the specificity of goals, high requirements are placed on the abilities of project managers, which is conducive to cultivating a group of compound talents who understand technology, are good at management, and are good at business operations. Through the implementation of project management, enterprises can form a certain level of human resources echelon with a reasonable structure; in turn, various types of talents can give full play to their talents and advantages during the implementation of project management.

(3) Project management culture is an important part of corporate culture. Corporate culture is a kind of value concept and code of conduct shared by employees of the enterprise formed during the development process of the enterprise. It is the fundamental embodiment of enterprise individuality and the soul of enterprise survival, competition and development. A project team achieving specific goals under limited resource constraints requires the active efforts, unity and cooperation of team members. This is conducive to cultivating a positive working state and team spirit, and is conducive to forming a good cultural atmosphere. High-performance teams will inevitably have a positive impact on the construction of corporate culture. On the other hand, enterprises will inevitably change their organizational structure in the process of implementing project management, which will have an impact on corporate culture. Therefore, enterprises need to strengthen education and training, strengthen the management of human value engineering, establish a "learning enterprise", pay attention to employee participation and authorization, enhance corporate cohesion, actively guide the construction of project management culture, and form cultural identity and cultural integration.

(4) The implementation of project management is conducive to the realization of project goals and brand building. According to the value chain theory, project implementation from contract negotiation, plan formulation, task decomposition, product design, service process and project completion are all important links in the project value chain. After implementing project management, the project manager will give full play to the comprehensive role of human, financial, material and other resources, use various effective methods and means to control and coordinate, and timely track and inspect according to the overall project goal and the goals of each stage. Deviations are discovered and corrected in a timely manner to ensure the realization of project goals such as "profit, cost, quality, progress, safety and customer satisfaction", and strive to maximize project value. At the same time, after the implementation of project management, the project team will attach great importance to the implementation of the project and strive to design high-quality quality projects, which is conducive to corporate brand building. Brand building is the first and inevitable step for enterprises to pursue value and is an important aspect for enterprises to improve their core competitiveness.

Select the structure of the project department based on specific circumstances to make full use of both internal and external resources of the design institute. The design institute needs to divide the responsibilities according to the design project door. In a matrix organization, designers are the focus of attention of the project department and production department, and there is a phenomenon of "multi-headed leadership." Moreover, hydropower project design has its own particularities, which can easily lead to conflicts in project priorities and resource allocation. To this end, it is necessary to clarify the responsibilities of the project manager and the production department manager, maintain an appropriate balance of power between them, and establish an efficient coordination mechanism. For example, strengthen project management training, improve the institute's project management methods, and establish the institute's project management office.

(1) Establish a strict and scientific performance evaluation and assessment system. A strict and scientific performance evaluation and assessment system will play a role in improving the project management level of project managers and technical personnel in the project department, production department and various functional departments.

(2) Establish a reasonable and feasible project allocation system as soon as possible. In order to effectively solve the allocation problem of labor funds in project design and production, achieve low cost and high efficiency, mobilize the enthusiasm of designers, and improve the level of project management, it is particularly important to establish and improve the design and production quotas for hydropower projects. Due to the large differences between hydropower projects and different technical requirements, establishing design and production quotas requires a lot of basic work. Currently, Zhongnan Institute is actively carrying out work in this area.

(3) Strengthen experience exchange and post-project management evaluation. The hydropower design industry still lacks mature experience in applied project management. It is necessary to carefully study the successful experience of project management of large foreign design consulting companies, strengthen experience exchanges with brother design institutes, continuously explore and summarize, establish and improve the post-project evaluation system, and Promote the improvement of design project management level. The project management system is a management model commonly used by international design consulting companies. It integrates modern management theory and management experience to improve project quality, reduce project costs, promote corporate technological progress and improve corporate management levels, as well as corporate culture construction and brand building. , plays an important role, is the basis for the design institute to implement corporate strategic management, and is an effective means for the design institute to enhance its core competitiveness.

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