Planning director

The normal implementation of geological survey projects, the timely completion of project tasks and the submission of expected results, and the guarantee of project quality and achievement level are affected by many factors and need the coordination of all parties. For example, sophisticated equipment, sufficient funds and advanced technology are needed. However, we must first choose a qualified project leader and configure an efficient project team. As the leader of the project implementation organization, the project leader's management ability, organization ability, coordination ability, technical level, work experience and leadership art directly affect the success or failure of the project implementation and the quality of the project results. When the project is established and the project task book is issued, the project leader should be appointed to form a project team to be responsible for the organization, planning and implementation of the project.

First, the role and position of the project leader.

The person in charge of the project is the "soul" of the project and plays a vital role in the success or failure of the project, which mainly involves three aspects: interpersonal relationship, information exchange and decision-making process.

(1) interpersonal relationship. The person in charge of the project participates in etiquette activities related to the project on behalf of the project and plays a leading role in organization; Maintain communication and contact with peers, cooperative units and superiors and subordinates.

(2) information exchange. Keep abreast of the information changes of the internal and external environment, social development and economic construction of the project and the project team, comprehensively analyze all kinds of information and convey it to the project members, and report the work progress and main achievements to the superiors and competent departments on behalf of the project.

(3) decision making. The person in charge of the project makes decisions on the design, implementation and application of new theories and technologies to ensure the smooth implementation of the project and deal with various related administrative affairs and emergencies in a timely manner; It plays a decision-making role in human resources, capital allocation, quality of raw materials and achievements, project time consumption, equipment scheduling and so on.

The project leader is in a leading position in the project organization. He is a post with no usual administrative level in concept. Appointed or hired by the project undertaker according to the project task requires special qualification training and certification. The project manager's management of the project is very different from the functional management of the department. After the project organization and project leader are determined, the project leader will be fully responsible for organizing and implementing the project design and plan until the project results are submitted. The functional management of the department is mainly to provide management services for the planning, organization, coordination and control of people, money and materials needed for project organization and implementation according to the systems, procedures and standards determined by ISO-9000 quality management system. The former is fighting, the latter is serving. Therefore, the project leader is more systematic and comprehensive than the department leader, and needs to use systematic viewpoints and methods. Due to the temporary nature of the project organization, the project leader is usually "not responsible".

Second, the responsibility and power of the project leader

The person in charge of the project is a key role in project management, and is the organizer and leader to achieve the project objectives. Figuratively speaking, the project leader is like the conductor of the symphony orchestra or the coach of the basketball team, who needs to lead, organize and coordinate the activities of the team members, so that they can become a harmonious whole and finish the work according to the stipulated quality and time. Specifically, the responsibility of the project leader is to ensure that all the work of the project is completed on time within the budget through a series of leadership and management activities, successfully achieve the project objectives, and satisfy the project stakeholders. Therefore, the project leader must be responsible for the superior organization, the project itself and the project team members.

1. Responsibility of project leader

The most basic responsibility of the project leader is to manage the planning, organization and control of the project in order to achieve the project objectives. Specific responsibilities are as follows:

(1) Ensure the smooth realization of the project objectives according to the project task book or contract.

(2) Make full use of and maintain various resources allocated by the project, and use the existing resources in the organization to achieve the expected results under specific technical, cost and time conditions.

(3) Communicate and report with superiors in time. The implementation of specific projects is closely related to the objectives of the organization. Report and communicate the progress, funds, quality and existing problems of the project to the superior in time to obtain the support of the superior management department.

(4) Negotiate with superior departments, functional departments or customers, choose the best scheme for the project, and coordinate all aspects.

(5) Ensure the realization of the project objectives, determine the organization of the project, recruit project members, and obtain the equipment and related resources needed by the project.

(6) Formulate various plans of the project, and lead and organize project members to implement the project plan.

(7) Track the project progress, control the project in time, and correct it in time when the project progress is inconsistent with the plan or has deviation; Or in a formal written report, put forward amendments to the higher authorities.

(8) Consider the members' future before the end of the project.

2. The power of the project leader

Equivalence of power and responsibility is the basic principle of management. Power over responsibility will lead to arbitrary decisions, and no one will bear the corresponding consequences. Responsibility is greater than power, which will make the project leader too conservative and not innovative. However, the most important feature of the position and role of the project leader is that the responsibility is greater than the right. The power of the project leader includes position power and personal power. Position power is mainly the command power and fund control power given by the administration, while personal power is mainly the technical ability, management experience, superior-subordinate relationship and the ability to analyze and solve problems. Since the project leader is responsible for ensuring the success of the project, he must be given the conditions to exercise this power within a certain range to ensure the smooth implementation of the project. Generally speaking, the power of the project manager is manifested in the following three aspects.

(1) The right to choose project members. According to the objectives and task requirements of the project, the project leader needs to choose professional and technical personnel, financial managers and administrative managers with different majors and experiences, so the project leader should be given the decision-making power to select all kinds of personnel needed for the project and assign tasks to the maximum extent.

(2) the power to independently execute the design and budget. In the process of project implementation, the project leader should be given the right to independently formulate and implement the annual project plan and cost budget plan within the determined design and budget scope.

(3) the decision-making power of resource allocation. All the human, material and financial resources of the project need to be guaranteed by the organization. Once the organization assigns them to the project, the project leader has the right to use and assign them.

Third, the quality and ability of the project leader.

The practice of project management shows that not everyone can be a qualified project leader, and the characteristics of geological survey projects and project management require the project leader to have corresponding quality and higher ability. Usually, a qualified project leader should have good moral quality, healthy physical quality and comprehensive theoretical quality; Skilled management ability, systematic thinking ability and positive innovation ability.

1. Quality of project leader

(1) Due to the one-off, non-repetitive nature of geological survey project work and the scientific style of seeking truth from facts, the project leader is required to have good social ethics and personal professional ethics. First of all, we must bear moral responsibility for national resource protection, social development and economic construction. For example, in the current urban geological survey, the project leader should have a high sense of social responsibility, not only to obtain projects and funds, but also to truthfully investigate and report the urban geological environmental pollution and potential geological disasters. He must protect the geological and ecological environment of the city from the perspective of social interests and the public, and ensure the unity of project implementation and social benefits. Secondly, we must be responsible for the original field data obtained by the project. Under the current market economy conditions, the project implementation should aim at obtaining a certain profit, but not at the expense of reducing the project quality, let alone practicing fraud in the work process, which will have a negative impact on the national geological work and harm others and benefit themselves. Successful project leaders should abide by all kinds of laws, regulations, standards and norms, set an example and set a good example.

(2) Healthy physical quality. Geological survey is a combination of outdoor and indoor work, mental and physical work, which requires to achieve the project objectives under certain constraints, and the workload is heavy, so the project leader is required to have good physical quality. A geological survey project often needs design, field investigation, construction and a lot of indoor comprehensive research, especially in very difficult and dangerous areas, without good physical fitness. Healthy physical quality not only refers to physical quality, but also includes psychological quality. The general person in charge of the project should be cheerful and able to communicate with various institutions and personnel related to the project; Should have a strong will and be able to withstand setbacks and temporary failures; Be able to be assertive, act decisively, be calm when things go wrong, not be impulsive, not blindly follow, be flexible, not lose principle, not walk into a dead end, and so on.

(3) Comprehensive theory and professional quality. First of all, the person in charge of the project is the project manager, who should have certain theoretical knowledge of project management and learn and master the planning, organization, control and evaluation of the project. Secondly, the project leader is an expert in related industries. Some large-scale implementation projects have strong professional requirements for technology, methods and equipment, and the project leader is the highest decision-maker in project implementation. If you don't know the technology, you can't make decisions, organize and implement according to the workflow of geological survey or scientific research projects, and you can't identify the advantages and disadvantages of project design, methods and technical schemes, which leads to the failure of the project. If the project leader lacks basic professional knowledge, it will be very difficult to plan, organize and coordinate a large number of complex professional tasks, which is also not conducive to communication. Of course, because the project leader is fully responsible for the project, there is generally no need to do some specific work in person. In terms of knowledge concentration, the deeper the better, and the comprehensiveness and breadth of knowledge are necessary.

2. The ability of the project leader

Skilled management ability is the ability to combine professional knowledge and experience and apply them to project management. For the project leader, knowledge and experience are important, but what is more important is ability. Management ability mainly includes five aspects.

(1) The decision-making ability project will encounter many problems from beginning to end, such as design, site construction, technical scheme selection, capital use, etc. There are still some key problems to be solved. The process of solving problems is the process of making decisions. Therefore, the project leader needs strong decision-making ability.

(2) Planning the competent geological survey project is a process of achieving the goal under the constraints of certain time, funds and human resources. Must be carefully planned and systematically arranged from beginning to end. The person in charge of the project should lead the formulation of the plan and be familiar with the use of the plan to guide the work and control the project progress.

(3) Organizational Ability The organizational ability of the project leader refers to the ability to design the organizational structure of the project team, equip the project members and determine the work norms of the project team. On the one hand, the project leader should establish a scientific, efficient and reasonable project organization; On the other hand, we should be good at understanding the psychological needs of members, be good at being human, and let each member work actively to achieve the project goals.

(4) Coordination ability The person in charge of the project should have the ability to deal with the internal and external relations of the project and solve contradictions in all aspects. On the one hand, it is necessary to properly handle the relationship between the project team and personnel, finance, administrative departments and the project team; On the other hand, it is necessary to deal with the relationship between the project team and society and localities, reduce unfavorable factors and create a good external environment. For example, when carrying out field work, it is necessary to properly handle the relationship with the local government in the area where the project is located, the relationship with the enterprises, institutions and the masses where the project is located, respect the customs and habits of ethnic minorities, and get strong support from relevant units to ensure the smooth implementation of the project.

(5) Motivation refers to the ability to arouse the enthusiasm of project members. The person in charge of the project should make necessary analysis on the needs of the project members, formulate a feasible incentive and restraint system, and mobilize the enthusiasm of the members, so as to effectively complete the project tasks and objectives.

(6) Communication skills In the process of work, the project leader should deal with all kinds of people, such as leaders at all levels, colleagues and project team members. Only by correctly handling the relationship with these people can the project be implemented smoothly. Therefore, interpersonal skills are also very important. The project leader with strong interpersonal skills and high skills in dealing with people is easy to win the welcome of project members, form a harmonious relationship with all parties, establish a good image for the project team and gain more favorable factors for project implementation.

Four, the main activities of the project leader

In the whole project management process, the project leader should carry out a series of routine activities, mainly including start-up, planning, organization, control and communication, so as to ensure that the objectives are achieved according to time, funds and quality.

1. Go

After receiving the task book issued by the superior, the geological prospecting unit appointed the project leader and set up the project organization, and the project was officially launched. The project leader should start to mobilize at this time, which is the first and most important task after the project is approved. This work is not only to make a plan first, but also to let each project member start work and clarify the division of labor and responsibilities. This project is like an engine. At this time, the motor should be ignited to make the whole engine run normally. Project mobilization mainly includes the following activities:

① Hold a project mobilization meeting to clarify the objectives and tasks of the project; (2) Clarify the division of labor and responsibilities of members; ③ Distribution of office space and equipment; (4) Ensure that the urgent key work is officially started; ⑤ Establish relevant rules and regulations of the project team; ⑥ Establish a quality assurance system.

plan

For geological survey projects, the plan includes two parts: one is to prepare the project design according to the task book and related standards to guide the implementation of the whole project; The second is to formulate feasible work plans at different levels to ensure that the goals are achieved under certain time schedule, funds and quality requirements, and the due profits are obtained. The requirements, content and process of writing design will be discussed in detail in the process management, and the main point here is to make plans at different levels.

Planning activities run through the whole process of project implementation and follow the project in a rolling way, and different levels are divided in the rolling planning process (Figure 9- 14).

Figure 9- 14 Schematic Diagram of Project Planning Hierarchy

Generally speaking, in the early stage of project implementation, the planning layer is the first layer, which is an all-encompassing plan and describes the outline of the whole project. This is because of the lack of necessary information in the early stage of the project, and it is impossible or unrealistic to make a detailed plan for the project. Therefore, we can divide the work into six stages: design editing, field investigation, field acceptance, report editing, data archiving and project termination. When the project has been implemented for one year or one stage, a secondary plan must be made. This scheme is very detailed and operable. For example, the design stage of a1∶ 250,000 regional geological survey project can be divided into: analyzing and understanding the task book, collecting data, sorting out and analyzing, compiling the design according to the division of labor, compiling relevant maps, design discussion, preliminary examination, formal examination and confirmation. In the specific work, it is even necessary to formulate a three-level plan, which is more detailed and is the basis of specific operations. Therefore, both the project leader and our comrades engaged in project management should have the idea that different plans and requirements should be submitted at different stages of project implementation, and they should be carried out in accordance with the laws of project management, otherwise the normal progress of geological survey projects will be affected.

Similar to the schematic diagram of work arrangement, personnel arrangement, capital use and equipment planning are also carried out at different levels, and are continuously allocated and adjusted with the progress of the project, and its operability is increasing.

organization

As mentioned above, the organization of project management contains two meanings: first, the establishment of organizational structure; The second is to organize activities. The organization was basically established at the beginning of the project. In the course of work, the project leader may be appropriately adjusted according to the needs of the work, and more work is to organize activities. In short, it is to command or dispatch project members to do something. In the process of project management, we should prevent two extreme situations: one is that the project leader is very diligent and capable, trying to do what he can, and doing what he can't, ignoring the effective activities of the whole project organization. As a result, he did a lot of things that he shouldn't have done by himself, which adversely affected the implementation of the whole project; In another case, the person in charge of the project becomes the "shopkeeper", divorced from the specific technical work of the project and becomes the logistics attendant of the project. He doesn't know the key technology and progress of the project, and he can't coordinate the cooperation and organization of various majors, which also affects the implementation of the project and the quality of the results. Therefore, the organization and management of the project should be strengthened. For example, in daily management, the project leader should always carry out project activities under the following organization and command:

(1) This project shall strictly implement General Rules for Regional Geological Survey of1:50,000 and Schematic Diagram of1:50,000;

(2) The geological team must complete the design geological sketch this Friday;

(3) Engineer Wang will complete the fifth part of the drawings next Monday;

(4) The preliminary review of project design will be held at 8: 30 tomorrow morning, and all project team members are invited to attend the meeting on time.

control

Control is an important activity of the project leader in the implementation process, and it is an act to narrow the gap between plan and reality. Because the project design or plan only makes arrangements for the future according to the forecast, there are many unpredictable problems in the process of planning, so there are often deviations. How to identify deviation, eliminate deviation or adjust plan to ensure the realization of project objectives is a problem to be solved in project control. For example, a regional geological survey project needs field acceptance in July. Before the end of June, all geological mapping, profile survey and all kinds of original data must be completed, and the field acceptance briefing and geological sketch must be completed. At this time, if the field work cannot be carried out due to "irresistible natural reasons" such as natural disasters, the original plan should be adjusted immediately, the compilation and geological sketch should be completed, and the report should be prepared.

exchange; communicate

In a series of activities of project leaders, communication plays an important role in the smooth implementation of the project. Communication includes two aspects: first, the project leader "speaks and writes" information on behalf of the project, and reports the current work progress to the superior departments and functional departments of the unit in time; Second, the person in charge of the project "listens and reads" to receive information and keep abreast of all needs and changes. Specifically, the project team should report the project progress, main achievements and existing problems to the project undertaker and the project issuing unit in a timely manner in the form of monthly reports, technical reports and statistical reports, and all functional departments should put forward solutions in time according to the existing problems of the project to support the project; At the same time, the person in charge of the project should constantly collect the new requirements and changes of the higher authorities, understand the changes of government, public and social needs, and make the project results better serve the social development and economic construction.

In a word, any successful project operation is inseparable from effective project organization, which is the fundamental guarantee to realize the project. With the close integration of geological survey with social development and economic construction, its purpose is to pay more attention to the preliminary basic geological work of resources, environment, groundwater and major projects. Therefore, organizations at all levels of geological survey projects should adapt to this change more, adopt corresponding organizational forms according to different objectives, and gradually improve the organization of project implementation, management and monitoring. At the same time, we should pay attention to the selection and training of qualified project leaders, constantly improve their management ability, organization ability, coordination ability and technical level, and equip an efficient project team to be responsible for the organization, planning and implementation of the project.