Project time management paper

Project time management is an important part of project management. In recent years, competition in the domestic construction machinery parts market has become increasingly fierce. How to effectively use project time management to speed up the research and development of new products has become increasingly important for enterprises. Below is a project time management paper that I compiled for your reference. Project time management paper sample one: Effective application of human resource management in project management

Abstract: Human resources are the most active and least easy to grasp factors in engineering projects. It directly affects the utilization of other resources in the engineering project, and ultimately affects the cost, quality, schedule and other goals of the engineering project. Therefore, human resources in engineering projects must be managed scientifically and rationally. . This article briefly analyzes the importance of water-saving irrigation in farmland water conservancy infrastructure.

Keywords: water-saving irrigation; farmland water conservancy; water conservancy construction; infrastructure

1. Introduction

With the continuous deepening of the construction of my country's socialist market economy , enterprises have also ushered in new development opportunities, and at the same time they have to face various challenges. Externally, enterprises must seize the general direction of my country's social and economic transformation and development, and constantly adjust the enterprise's production direction and upgrade the industrial structure of products; internally, they must pay close attention to the management of human resources. Human resources, as the biggest driving force for enterprise development, have Deeply valued by business leaders and managers, how to better manage corporate human resources has become the primary issue faced by the development of many modern enterprises. .

2. Selection of project team members

When the project is determined, the first thing to choose is the project manager of the project team. Then based on the work analysis of the project team, from within and outside the organization , select appropriate members for each part of the project based on the principle of "matching capabilities and positions", thereby establishing a standardized and stable team.

1.1 Selection of project manager For the entire project team, the project manager is the "soul person". Due to the particularity and high requirements of the position of project manager, he must have the necessary personality charm, knowledge literacy and management capabilities. In terms of personality charm, loyalty must be the first priority for the project team, because in the project, the project manager cannot leave and be replaced at will, so the project manager must be responsible for the project and be loyal: in knowledge literacy , the project manager must have a keen vision and the ability to analyze problems, be able to discover various problems during the progress of the project and take effective measures to solve them; among the management capabilities, being good at communication is the first element that a project manager must possess , throughout the project, 90% of the project manager's time must be spent communicating with team members and mediating conflicts between members. Communication is an effective way for project managers to contact subordinates to achieve goals.

1.2 Selection of project members The project manager must decide the members of the project team. The project manager should first develop a project human resource plan to achieve the project's strategic goals, including a linear responsibility chart that illustrates the assignment structure of roles and responsibilities, a staffing plan that explains how to increase or decrease the number of project team members, and an organizational chart and relevant text descriptions, and then select project members from within and outside the company. In view of the tight time and heavy tasks of project management, the ability of project members is very important. They must be able to independently complete their tasks and assume corresponding responsibilities. Therefore, the project manager needs to comprehensively collect market information when selecting members. The abilities mentioned here are for the project tasks that members are responsible for. That is, the project manager must abide by the principle of "matching abilities and positions" when selecting members. Employees whose abilities exceed the task may not necessarily be suitable for this task. Secondly, project managers must also abide by the principle of "benign structure" when selecting employees, that is, the allocation of employees must have a certain level of hierarchy, and they cannot blindly pursue highly educated and experienced members.

Quantification of annual employee appraisal project goals

Project goals must be quantified as much as possible, otherwise project risks will increase. Unlike engineering projects, the performance of human resources implementation is difficult to measure and evaluate using quantitative indicators. Therefore, it is difficult to quantify the annual personnel assessment project goals. But if quantitative standards are not used because of this, then no matter how good the assessment is, it will be doomed to failure.

First, analyze what is the purpose of the annual employee assessment and what aspects can be used to achieve this goal, so as to determine the basic direction of this project. The purpose of annual employee assessment is to further improve the management of enterprises and institutions towards scientific, standardized and institutionalized management; to promote employees to develop their own potential, mobilize their enthusiasm and initiative in work; and to reflect the difference between workload and work quality. After clarifying the assessment objectives, use the above demand form assessment indicators and corresponding assessment content as reference items, divide them into different levels in a table, and score each level, thus forming quantitative data for the assessment purpose.

3. Configuration management of annual employee assessment projects

Configuration management comes from software products, and the goal is to record the evolution process of software products and ensure that software developers can achieve the best results at all stages in the software life cycle. Accurate product configuration can be obtained, allowing the project leader to clearly understand the status of the product at each stage. As configuration management in human resources management, it also plays an important role. The first is document management, which collects and stores information and establishes files. Its role is to review and learn from it in the future. There are many ways to obtain information, such as: formal projects Meetings, document distribution, shared databases, informal communication, etc. Comprehensive planning of the document system and the establishment of connections between various documents. For example, the list of assessment objects is a basic variable that directly affects changes in various meeting documents such as the meeting sign-in table and the meeting grouping table. Therefore, the meeting's list should be The list of assessment objects is regarded as a management focus. In addition, work logs are introduced into the project management process to highlight the immediacy and continuity of documents, and all project documents are compiled into a volume to form the organization's process assets to facilitate the development of similar work in the future. Second, another key component of configuration management is the implementation of change control, that is, how to deal with certain special situations.

The path of human resources project management model

Western management believes that the project management model starts from the conception of the project, followed by the determination of the project, and finally to the project Implementation, such a complete process. And, through effective feedback of information, continuous adjustments are made to ultimately achieve the goal. If we make a detailed and specific division, we can divide human resources project management into six sub-modules. They are: the short-term and long-term planning of the company's human resources, the company's recruitment of talents and the allocation of personnel positions. Training and development of newly recruited talents, performance-based management of talents, management of employee compensation and benefits, and related management sub-projects of enterprise human resources and labor relations. Then these six sub-projects are subdivided layer by layer, corresponding plans are formulated, and special personnel are assigned to take charge of related matters. This is a process that gradually unfolds from the whole to the part, from the core to the details. Often this process It is also a reversible process and cannot be completed overnight. It needs to be constantly revised and improved, which requires that in the process of human resource management, each sub-project should analyze and solve problems from a systematic perspective and complete their respective goals and tasks. .

The performance goal of the project is to achieve the project goals and ensure the successful completion of the project. Job performance mainly refers to employees' completion of assigned tasks. It can be examined from four aspects, namely, the amount of initially assigned tasks, whether they are completed on time, the cost spent, and the quality of completion. Project managers should compare the work performance of project members based on these four aspects and feedback the results to employees in a timely manner. At the same time, individual rewards and punishments for project team members should be strictly based on the results of work performance evaluation. For projects, performance objectives are the project goals to be achieved. The formulation of project goals requires business managers to list in detail what the project manager and project members are required to do and in what direction on the premise of clarifying the company's tasks. What is listed is the performance goal of the project. The formulation of performance goals also requires the participation of project members, enhances the relationship between superiors and subordinates, and improves employee motivation. In order to ensure the realization of the final performance goal, it is necessary to decompose the final performance goal into stage performance goals, and then decompose the stage goals into individual performance goals. In principle, performance appraisal is conducted on a weekly basis.

The project manager needs to hold a project team meeting to determine the project stage plan on a weekly basis, and individual project team members will arrange their own work plans based on the project team's weekly plan. When project members complete and submit their performance plans one week later, the project manager needs to compare the employee's plan with the completion status to determine whether the member has completed the weekly plan and whether other resources need to be provided to the member.

3.3 Phase Performance Summary and Evaluation After completing the weekly work, the project team members summarize the phase work and indicate whether each task in the work has been completed. If it has not been completed, the reasons need to be explained. Finally, self-score is based on the weight of each task and the completion of the task. After receiving the performance summary of the members, if the project manager finds that the tasks have not been completed, he needs to find the members and ask for the reasons, and then provide help or job transfer and other options. Finally, based on the project team members' self-ratings and task completion, the project manager gives a final score. When the project is reviewed, the project manager needs to accumulate the weekly scores of the project team members to get the total individual performance score, and add the total individual performance scores to get the total project team performance score. The results of each performance stage are added up to form the final performance of the project team. Based on the analysis of the final performance, the project team can summarize experience and clarify the direction of efforts.

4. Conclusion

Farmland water-saving irrigation is of great significance to my country's agricultural development. Therefore, it is necessary to strengthen farmland water conservancy construction and develop farmland water-saving irrigation. To do this work well, we must first Increase publicity efforts to raise people's awareness of water conservation, effectively apply surface irrigation technology, irrigation water transmission and distribution technology and water-saving field treatment methods, and build farmland water conservancy projects.

References:

[1] Cao Xiutao. Effective application of human resource management in project management [J]. Modern Economy (Modern Property Second Half Monthly), 2008, 7(9) ):75-76.

[2] Zhang Weifeng. On the effective application of human resource management in project management [J]. China Electronic Commerce, 2013, (21): 93

[3] Shi Yong, Su Xuyao. Effective application of human resources management in project management [J]. Urban Construction Theory Research (Electronic Edition), 2013, (10).

[4] Qiao Jing . Discussion on the effective application of human resource management in enterprise project management [J]. China Foreign Investment (First Half), 2013, (8): 294-294.

[5] Qi Feng. Human Resource Management Effective application in project management [J]. China Electronic Commerce, 2014, (1): 92-93. Project time management paper sample two: A brief discussion of project management of real estate development

Abstract: With the With the development of the national economy, the real estate industry has developed vigorously. As a real estate development project manager, how to strengthen the management of real estate development projects is a question worth pondering. This article mainly focuses on the controls that should be taken to strengthen the management of real estate open projects. measures were discussed.

Keywords: real estate development; project management; quality management; progress management

1. Strengthening the quality control of investment projects

The key to quality control is timely delivery It is discovered whether the construction technology meets the design requirements and contract regulations during the construction process. At the same time, the construction process quality control of the development project construction is strengthened by inspecting and drawing construction operation flow charts and dynamic process control charts. The real estate project department emphasizes and establishes a comprehensive, all-staff, and all-process on-site management model, especially to strengthen the quality awareness of the leadership to ensure the realization of contract quality objectives. The strength of leadership's management awareness is the key to determining whether contract quality objectives can be achieved. In this regard, engineering department manager meetings are often held to study and deploy effective measures for construction units to strengthen quality control and safety management, and how to mobilize the enthusiasm of supervisors for on-site quality inspection and acceptance. Specific measures to strengthen the quality control of investment projects are as follows:

1. Strictly review the job qualifications of the construction unit and on-site management personnel of the supervision department. If the personnel qualifications are not complete or commensurate, the construction unit or The Supervision Department promptly made corrections and replaced relevant personnel.

2. Carefully review the drawings and construction specifications, and identify the sub-items and process materials that have a greater impact on the project quality and cost if there are any contradictions in the horizontal and vertical sections, civil engineering and water, electricity and heating in the design drawings. The engineering department contacted and communicated with the design unit multiple times and in a timely manner. Corrections are mainly made in the form of design changes, technical approval orders, engineering department notices, and meeting minutes.

3. The Engineering Department strictly inspects and controls the quality of raw materials, semi-finished products and mechanical equipment used in project construction. All materials used in the project (including materials supplied by the Engineering Department and those purchased by the construction unit themselves) Materials) must be sent to a qualified testing unit for retest before use, and the retest report, factory certificate, factory inspection report and incoming materials must be submitted to the supervision department and engineering department for inspection and acceptance before they can be used. Otherwise, They are not allowed to enter the construction site or be used in projects. The main mechanical equipment used in the project (such as tower cranes, hoists, electric hanging baskets, scaffolding, etc.) also need to be retested and submitted for inspection on site.

4. In terms of safety control, we mainly control the "Three Treasures" (safety helmets, safety nets, and seat belts), the "Four Ports" (staircases, elevator shafts, reserved openings, and passageways), and the edge (surrounding the building, balconies, roofs, etc.), formwork and brackets, temporary electricity, mechanical equipment and other safety conditions are subject to daily inspections and regular and irregular inspections. When problems are discovered, the construction unit is required to make timely rectifications.

2. Project Progress Management

Whether the project can be delivered within the scheduled time is directly related to the economic benefits of the project. The importance of project progress to development companies is self-evident. It is important to manage the progress of construction projects and ensure the progress of construction. Project progress management runs throughout the entire project process.

1. Develop a progress plan

At the beginning of the project design, make an overall progress plan for the project, determine the overall goal of the construction period, and conduct on-site research and analysis on the basis of , make detailed plans for each stage of the work and provide guidance for the construction.

2. Ensure the implementation of the schedule plan

During the construction process, it is necessary to ensure the strict implementation of the schedule plan, assign the approved schedule plan to various departments, and assign responsibilities to people , ensuring that construction can begin after supplies, personnel and funds are in place. Problems that affect the progress and quality of construction must be dealt with in a timely manner, and appropriate measures and techniques must be adopted to ensure the smooth progress of construction.

Project progress management is a difficult point in project management. There are many influencing factors and it is difficult to implement. In the progress management work, these factors should be analyzed in detail, problems that may arise in each link should be listed, and preventive controls should be carried out to ensure that the progress of the construction is not affected. The main factors that affect the progress of engineering projects include human factors, materials, technology, equipment, machinery, natural environment and social environment. Among them, the human factor is the most important, which not only involves directly involved units such as developers, involved units, construction units, supply units, and supervision units, but also has the relationship with government departments, construction subjective departments, relevant collaborative units, and other related units. It has a lot to do with it. In the progress management of project projects, good management of human factors and analysis and research of various other factors are the basic requirements for good progress management.

3. Cost management of real estate development projects

1. Comprehensively improve the cost management of real estate projects

Marketing plays a very important role in the current development of real estate projects. Managers must accurately position the project and correctly grasp the marketing concept. In the investment decision-making stage of real estate development projects, it is necessary to grasp the key factors of cost and control the cost from both qualitative and quantitative aspects. The so-called qualitative analysis is to generally study the influencing factors related to project cost from a macro perspective. The so-called quantitative analysis is to comprehensively grasp the benefit costs, pay attention to the ratio of capital investment and benefits, study the value trend of the project, reasonably make relevant budgets from the feasibility report, and conduct definite accounting of each construction volume. The construction stage of the project is the implementation stage of the entire project cost, so it is most necessary to control the cost at this stage. First of all, engineering changes must be strictly controlled, because every engineering change will seriously affect the control of engineering costs. For real estate developers, it is necessary to strictly supervise the construction unit to ensure that the construction is carried out strictly according to the drawings and procedures.

2. Improve the awareness of cost management in an all-round way

Cost management is a whole-process management, which requires the participation of all employees. If you want to improve cost control methods, To achieve real estate project management, we must first establish the awareness of everyone's participation and comprehensive control among all personnel. This full-participation control model is not a specific responsibility of departments or individuals, but a collective responsibility, which involves All relevant departments and individuals related to the project, this is the basis of what we call full employee control. Simply managing costs and controlling costs cannot be regarded as comprehensive control. Instead, every aspect of project management is included, and work is carried out with cost management as the center.

3. Establish and improve cost control organization management

The key to whether project cost management can be implemented and implemented effectively is whether there is a complete control organization to carry out cost control work. In order to strengthen cost management, enterprises should establish a cost management leading group involving design, construction, technology, finance, etc., whose main responsibility is to guide and manage the cost-related work of the project department. At the same time, the project department itself also needs to establish a team to manage target cost control work and be responsible for the responsibilities, rights, obligations, rewards and punishments of various project teams in the project department. The project manager must allocate responsibilities to specific responsible personnel under the guidance of relevant principles, and break down the cost targets to be achieved to functional departments, teams and individuals.

4. Improve the quality and ability of relevant business department personnel

If the professional ethics and business quality of relevant business department personnel are not taken seriously, it is impossible to establish a target cost control system to accurately Manage costs. Therefore, it is necessary to regularly arrange for relevant personnel to participate in business training so that they can keep abreast of the latest business developments. In addition to regular business training, the work of cultivating the professional ethics of business personnel cannot be ignored, and at the same time, strengthening their understanding of relevant laws and regulations. Enterprises can build an internal talent pool to share and manage talents with different skills. Unify management and allow organizational business personnel to regularly participate in remediation learning and related education courses.

4. Improve the supervision system

1. Improve the supervision system and improve the level of supervision

First, broaden the field of supervision, develop all-round supervision, and implement all-round and comprehensive supervision. process supervision; the second is to strengthen the qualification management of supervision units and establish a fair and orderly supervision market; the third is to appropriately increase the supervision fee standards to prevent vicious competition among supervision companies; the fourth is to increase training and education to improve the overall quality of supervision personnel .

2. Clarify the relationship between the supervision unit and the construction unit and the construction unit

The relationship between the construction unit and the supervision unit is an equal contractual relationship, a relationship between entrustment and entrustment. The tasks undertaken by the supervision unit shall be determined in the contract in advance by both parties based on the principle of equal negotiation. Once the supervision entrustment contract is determined, the construction unit shall not interfere with the normal work of the supervision engineer. The supervision unit shall exercise its duties in accordance with the powers granted by the construction unit in the supervision contract and carry out supervision work fairly and independently.

3. Coordination, supervision and inspection of supervision work by the construction unit

In order to avoid the problems of unclear rights and responsibilities, and the intentional or unintentional interference of the construction unit in the supervision work, real estate development companies should The focus of project management shifted to coordination, supervision and inspection supervision.

Conclusion

Currently, real estate companies are gradually moving from capital-intensive to capital-intensive and talent-intensive. The scope of project management of real estate companies is broader than that of construction, supervision and other companies, and the issues must be considered more deeply. Therefore, development companies must not only focus on funding guarantees and cost control, but also the quality of the project management team. and construction, which are the basis for success or failure in project management.

References

[1] Guo Hongfei, Li Fan. Thoughts on the quality management system of real estate projects [J]. Cooperative Economy and Technology, 2011, (05).

< p> [2] Zhang Yuanyuan, Wang Yinsheng. Cost control in the design stage of real estate projects [J]. Accounting Research, 2011, (15).

[3] Peng Zehua, _ Jun. About real estate development project management Thoughts [J]. China High-tech Enterprises, 2008, (23).

[4] Xing Ruiyu. A brief discussion on how to strengthen the cost control of construction enterprise projects [J]. Friends of Accounting, 2011, ( 27).

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