The main work of project manager in project management

With the establishment of China's socialist market economic system and the deepening of reform and opening up, the reform of China's engineering construction project management system and design system is also constantly going on. Taking project management as the center and implementing project manager responsibility system is the key to the success or failure of engineering construction project management. In the process of project management, the project manager must pay special attention to the key work in the initial, intermediate implementation and end stages of the project.

First, the key work in the early stage of the project The early stage of the project refers to the stage from the signing of the contract to the formal design.

The main task at this stage is to complete the organization and planning and create conditions for the project work. The initial stage of the project is organized by the project manager and completed by the main personnel of the project team. The preliminary work of the project plays a macro-control role in the implementation of the whole project. Successful planning is half the success of the project, and its scope, quality, depth and rationality are very important for the success of future project implementation. Therefore, the project manager must invest considerable energy and time in the early stage of the project.

The main tasks of the project manager at the initial stage of the project are as follows:

1. Learn and be familiar with the contract documents. The project manager shall organize the determined project team members to carefully review the contract documents, agreements, supplementary agreements and other relevant contract documents, and thoroughly digest and understand them so as to carry out the project work accordingly. It mainly includes: understanding the background of contract negotiation, the conditions of winning the bid and the main terms of the contract, studying and being familiar with the main contents of the contract, and studying and formulating the strategies, points and matters needing attention in implementing the contract.

2. Determine the work breakdown structure and coding of the project. Determine the work breakdown structure and code of the project according to the specific contents of the contract project, decompose the work tasks of the project into detailed work units, and assign their own account codes for each unit, which is the basis for comprehensive cost/schedule control.

3. According to the work breakdown structure and coding of the project, determine the organizational breakdown structure and coding of the project, and further determine the organizational breakdown structure and coding of the project. Make every work of the project be completed by a professional organization in a department or office of the company, and you can't omit or repeatedly entrust a work to multiple professional groups. The project team implements dynamic management, and decides to adopt centralized or decentralized organization form according to the scale, complexity and professional cooperation conditions of the project.

4. Organize the mobilization meeting of the owners (users). Generally, within 3-4 weeks after the contract comes into effect, the project manager will organize the owner (user) to hold a kick-off meeting. This is the first formal and important meeting with the owner after the establishment of the project. At the meeting, it is necessary to further clarify the responsibilities and scope of both parties to the contract, the work content and basic situation of the engineering company, further confirm the standards and related matters adopted by the contract project, determine the communication channels and coordination matters between the two parties, and discuss the related work of the project plan.

5. Preparing the project plan is the general idea and arrangement of the project manager. The project objectives, working principles, working priorities, working procedures and methods should be clearly defined in the project plan. The project manager first makes plans, puts forward research opinions on the reliability and risks of contracts, technologies and businesses, and grasps the principles and methods of project schedule, cost, quality and material control, which are approved by relevant departments of the company. Then, a detailed implementation plan will be made and released at the project kick-off meeting. This is an important guiding document for the project work.

6. Organize the project kick-off meeting. Generally, the project manager will organize the kick-off meeting of the project team within 4-5 weeks after the contract comes into effect. This is a meeting chaired by the project manager after the project organization has been established, the project tasks have been basically defined, and the project plan has been drawn up and approved, marking the official start of project implementation. At the meeting, the representative of the sales department introduced the contents and conditions of the contract, and the project manager made a project commencement report, explaining the tasks, contents, objectives, implementation principles and planning of the project, and the short-term work plan of the project. , and mobilize the work.

7. Organizing the compilation of project design data According to the basic project data provided by the owner, the project manager or design manager organizes the compilation of project design data, which becomes the basis of engineering design after being confirmed by the owner. The project design data mainly include: basic design data, technical requirements, standards, rules and specifications adopted in the design, and then process design.

8. Process design Process design is the basis of the whole engineering design and procurement work. The progress of process design is an important factor that determines the overall progress of the project. After the general contract is signed, it will be carried out simultaneously with other preliminary work and must be carried out as soon as possible.

9. Review and approve the control assessment. Review and determine the initial control estimate or approved control estimate of the project.

10. Publish and review relevant plans, publish the preliminary progress plan of the project, review and determine the design plan, procurement plan, construction plan, commencement plan, quality plan and financial plan.

Second, the key work in the project implementation stage refers to the stage from the end of the initial stage to the completion of construction machinery.

The main work includes engineering design, procurement and supply of equipment and materials, construction and installation, etc. This stage is the main stage of project construction, with the largest manpower input, the longest construction period, large consumption of funds and materials, large workload to be completed and wide control scope. At this stage, the project manager should not only attach importance to and strengthen control, but more importantly, guide the responsible persons at all levels to organize all members of the project team to perform their duties and coordinate with each other to complete the contract project tasks. The project manager should fully grasp the progress of the project, guide, inspect and coordinate all the work, deal with and solve major problems, and make the project construction coordinate smoothly.

1. Do a good job in five major management.

(1) Contract management A project contract is a contract used by both parties to define the content and scope of the project contract, the progress of the project, the quality, the cost, the rights and obligations of both parties, and standardize the code of conduct of both parties. It is an important document with legal effect reached by both parties through consultation, the basis for completing the project construction and the main basis for the project manager's work. Beyond the scope of the terms of the contract, it shall be implemented after renegotiation and signing a supplementary agreement. Therefore, the project manager must strengthen the contract management of the project and lead the project team members to earnestly fulfill the contract terms.

Contract management includes general contract management and subcontract management. General contracting contract management runs through the whole process of project construction. First of all, the project manager should organize to study the contract documents, be familiar with the contract contents, fully grasp the contract situation, and earnestly implement it. Secondly, according to the content of the general contract, study and determine the content and method of project management. When dealing with disputes and breach of contract, both parties should first settle them through consultation. If negotiation fails, the case shall be submitted to the institution stipulated in the contract for arbitration, and the contract shall be supplemented, revised and changed in time. Subcontracting In order to ensure the completion of general contracting and the management of subcontracts, the project manager should first supervise the preparation of subcontracts, then organize research and approval of major subcontracts, handle disputes and breach of contract, and supplement, modify and change subcontracts in time.

(2) Project Coordination Procedure Management Project coordination procedure refers to the procedures and contents that both parties need to negotiate, contact, review and confirm in order to complete the construction task on the basis of the contract. In order to do a good job in the construction of engineering projects, project managers often have to coordinate and cooperate with owners and subcontractors, and establish good cooperative relations on the basis of correctly handling the interests of all parties. Therefore, grasping the management of project coordination procedures can improve work efficiency, reduce contradictions and lay the foundation for creating a good cooperation atmosphere.

(3) Management of major changes in the project During the project construction cycle, changes in the owner and internal changes are inevitable. The key is how to deal with them well, not only to serve the owners and satisfy them, but also to make the execution of the contract not greatly affected to ensure the economic interests of the company. First of all, the procedures for handling various changes should be clearly stipulated in the contract or coordination procedure, so as to have rules to follow and reduce or avoid contradictions and disputes. At the same time, the project manager should control to minimize major changes, carefully calculate the comprehensive impact of the situation that must be changed on the project schedule, cost and quality, and control according to the prescribed procedures to avoid disrupting the normal work order of the project as much as possible. In addition, the compensation for the reasonable extension of the construction period required by the owner's change shall be calculated in time and submitted to the owner's representative in writing for approval. It takes time and expense to let the host know this change.

(4) Planning and managing the project duration is one of the main objectives of the project contract, and the project manager should strive to realize and eliminate the risk of late compensation. Project schedule is generally divided into five levels, the first level is the overall project schedule; The second level is the overall factory schedule and the overall project construction schedule; The third level is the assembly progress; The fourth level is the list of accounting codes; The fifth level is the work package plan. Planning management is one of the important management objectives, so we should pay attention to the constraints of planning at different levels. Generally, lower-level plans should absolutely ensure the implementation of higher-level plans, leaving a little room. It is necessary to make all kinds of planning closely cooperate, connect with each other and cross reasonably to form a complete planning system.

(5) A great deal of information and data are generated in information management project management, which need to be collected, transmitted and processed. The basic data, design data, design input and output, documents and drawings, and various records and statistics of the project are all information. If the information in project management is inaccurate, it will inevitably bring losses to the project implementation effect. Accurate, timely and unified information is very important for control and decision making. Therefore, information management is one of the five major management that project managers should pay special attention to. The comprehensive information is processed by computer, the engineering information database is established, and all kinds of information are input into the processing center. The computer will output the processed information at high speed and systematically, and make various reports for the project manager to make accurate decisions and orders in time, so as to realize the modern management of engineering construction.

2. Grasp the four major controls

(1) schedule control

When managing the project plan, the project manager should strictly control the key objectives on the key lines in the plan. In order to ensure the timely completion of the master plan, it is necessary to rationally adjust the allocation of resources and arrange the investment of funds, working hours and materials. In schedule control, we should not only meet the purpose of completing the plan, but also seek comprehensive benefits through schedule control.

(2) Quality control

Project quality is one of the contract objectives that the owner attaches great importance to. It is directly related to the progress and cost of the project and the safety of people's lives and property. At the same time, it not only affects the interests and social benefits of the owners, but also determines the reputation and development of the engineering company. Therefore, the project manager must strictly implement the company's quality policy and quality manual, carry out project quality management and quality control, and urge the relevant personnel of the project department to attach importance to quality and strictly control, especially the installation quality of subcontracted buildings. If a certain part of the project is reworked or quality and safety accidents occur, it will not only affect and lose the construction period and funds, but also adversely affect the reputation of the company and the mood of the construction personnel.

(3) Cost control

Engineering construction is a complex system engineering, and all aspects are interrelated and permeated with each other. The advantages and disadvantages of various management and control in the project will eventually be integrated into the cost, and cost control runs through all aspects of the project. Therefore, cost control is an important part of the four major controls, and the project manager must arrange considerable energy and time to pay attention to cost control and strive to obtain reasonable economic benefits. To do a good job in cost control, we must first review and publish the basic data of engineering estimation, pay special attention to the indicators of cost estimation and cost decomposition in each stage, and constantly check the implementation of planned costs during the construction process, and constantly check and analyze the relationship among BCWS, BCWP and ACWP curves. In the implementation of the project, we should try our best to avoid slowdown, shutdown and rework, reduce waste and reduce risks.

(4) Material control

Engineering materials are the material basis of engineering construction, accounting for 50%-60% of the engineering construction cost. It directly affects the construction period and quality of the project and is one of the main contents of project control. The project manager is mainly responsible for examining and approving control procedures and plans, inspecting and supervising the implementation of material control, and reviewing and determining the disposal scheme of the remaining materials of the project. He must organize the material supply in time according to the requirements of the construction schedule, accurately organize the purchase quantity according to the actual needs, strengthen the comprehensive management and monitoring of materials, improve efficiency, reduce losses and risks, and ensure the economic benefits of the project with the least resources and the lowest cost.

The four major controls are interrelated and affect each other, and the change of one of them will inevitably affect the others. Therefore, the project manager can't manage and control individual items in isolation, and must adopt comprehensive cost/schedule control to pursue the comprehensive economic benefits of the project. In the overall cost/schedule control work, the most important thing for the project manager is to establish and approve the implementation effect measurement benchmark, then review the implementation of the cost/schedule plan, implement the overall cost/schedule control, and adjust and formulate new implementation effect measurement benchmark when necessary for effective control.

Third, the end of the project The end of the main work project refers to the stage from the completion of construction machinery to the completion of project assessment and acceptance and the completion of various finishing work.

It is an important stage to comprehensively check and evaluate the achievements of contract project implementation. In addition to guiding and organizing project handover, commissioning assessment and owner's acceptance, the project manager should also do a good job in project summary and filing of documents and materials, so as to accumulate useful experience for the company.

1. Organize acceptance and handle project handover. After the completion of the project, the project should be handed over in time, which marks the transfer of project management rights and risks. Although the leader and organization of the commissioning assessment is mainly the owner, in order to carry out the commissioning assessment smoothly and handle the owner's acceptance of the contract project as soon as possible, the project manager should establish and improve the on-site start-up service organization, supervise and inspect the start-up work in each stage, and finally organize the owner's acceptance of the contract project.

2. Project summary Project summary is an important work at the end of the project. The project manager should organize the main members of the project team to seriously summarize the contracted work performance, including successful experience, existing problems and matters needing attention in the future, and put forward the project completion report on the basis of collective summary, so as to accumulate experience, improve management and improve efficiency for the company.

3. Filing of documents and materials The project manager should organize relevant personnel to do a good job of sorting and archiving all important documents and materials of the project within three months after the end of the project work, so as to provide valuable data and materials for future project quotation, project management and design, procurement, construction and business start-up.

Fourth, strengthen the management of safety, health and environmental protection.

The principle of project safety management is "safety first, prevention first". The project manager is the person in charge of project safety, health (hygiene) and environmental protection management. He can entrust the project safety manager and safety engineer to assist in the work, but he cannot entrust the responsibility to others. At work, the project manager organizes the implementation of the project safety, health (hygiene) and environmental protection management system, and concurrently serves as the person in charge of project safety management, coordinates the relationship with other management aspects, accepts various reports and takes corrective measures.