According to the investigation, there are some problems that affect the normal development of enterprises in the internal and external environment of implementing general contracting and project management.
(A) The main problems of enterprises Compared with international engineering companies, enterprises have the following problems:
1. The enterprise system has not been completely changed. Judging from the development and evolution of China's engineering general contracting industry, most of China's general contracting enterprises have developed from the original design units. From the survey of engineering contracting enterprises, the units that really operate according to the mode of international engineering companies account for about 15% of the surveyed units. The positioning of the enterprise is not clear, everything is operating, but the professional knowledge is not reflected.
2. Lack of organizational management system Compared with international engineering companies, the organizational system of general contracting and project management of some engineering contractors in China is not perfect. Although some large construction enterprises (groups) have set up general contracting departments or general contracting companies, many construction enterprises can not meet the requirements of general contracting in terms of organizational structure and service functions, and most of them implement the management mode of "head office first-class legal person-second-class legal person company-project department". The survey found that about 67% of the surveyed units did not set up the project control department, procurement department, construction management department and trial operation (start-up) department, but only set up the general contracting department of secondary institutions.
3. The project management system is not perfect. The project management organization system is not perfect, and about 50% of the surveyed units have not established a sound project management system. Many enterprises have overlapping management functions, lack of resource support, lack of project guidance documents and management manuals, lack of advanced, practical and systematic project management software, and backward project management information technology and management methods, which are difficult to reflect the whole life cycle integration of projects and meet the environmental and historical requirements.
4. The project management target system lacks the general contracting enterprise of construction projects, and often implements the four-level management mode of "company-branch-project department-operation team" (five-level management of group companies), with complicated management institutions, repeated management levels and overlapping management functions. As a first-class accounting organization, the project management department is relatively "solidified", and the relationship between responsibility, right and benefit is unclear, which seriously restricts the construction project management. The functions that should belong to the project department have been "filtered" by the company (or group company) and branch companies, and there are few left when the project manager takes office, which makes it difficult for the project manager and other project department personnel to carry out normal project management; The definition of project cost accounting is vague and the management is lagging behind, which easily leads to "profit before loss" or "profit after loss" of construction projects, and ultimately leads to the overall loss of enterprises; The lack or inadequacy of performance appraisal leads to the phenomenon of "doing well but doing poorly", and the project department personnel lack a sense of responsibility and crisis, and their work initiative is poor, which easily leads to the loss of project profits and even "project corruption".
Lack of financing ability is a big problem. The investment of foreign-funded projects and the change of the national fixed assets investment system make the project operation more market-oriented. Pre-investment, pre-investment and capital contract of a project often become the prerequisites for contractors to be shortlisted. Some construction enterprises with outstanding construction management ability but poor financing ability can only play the role of construction subcontracting, which is in a passive position and misses the opportunity of general contracting. Therefore, to carry out general contracting business, especially to undertake international projects, it is necessary for general contracting enterprises to have strong financing ability. At the same time, the credit line of Chinese banks to enterprises is low, and the scale of foreign exchange credit is controlled by the state, which takes a long time and the examination and approval procedures are complicated. To solve this problem, on the one hand, the state needs to introduce relevant policies, on the other hand, it also puts forward higher requirements for enterprises to establish broad financing channels.
6. Lack of high-quality talents. In the past, China's engineering general contracting enterprises often studied technical majors too much, ignoring the importance of technical management, resulting in the lack of real comprehensive management talents in a large number of technical talents. From the analysis of the talent composition of 236 companies in 22 industries, all of them lack high-quality senior project management talents who have experience in organizing large-scale project management, can manage according to internationally accepted project management models, procedures, methods and standards, are familiar with project management software, and can control progress, quality, cost, materials and safety. Moreover, the enterprise itself does not have a complete talent training mechanism.
7. Its own organization is huge, and the degree of informatization is not high.
The general contractor in China has many levels of internal organization, and the organization is complex, so there will be information missing when transmitting between different levels. In addition, China's general contractor applied all kinds of international advanced software late, and there is still a certain gap with international advanced general contractors in application fields and proficiency.
8. The project management technology is backward and in line with international engineering companies, first, it is in line with the models, procedures and methods of international engineering companies, and second, it is in line with its advanced management technology. In the investigation, it is found that few units really apply the computer integrated system of project management to project management. Fewer units have established operation manuals, databases and input and output texts according to EPC mode, and some units only use P3 software to prepare construction organization design. Therefore, the project management technology of most general contracting units in China is backward.
9. Lack of technological innovation A large number of engineering enterprises learn technology and project management in an industry-standard learning mode. Enterprises lack internal competition and innovation mechanism, and remain at the level of "skills" such as design, consultation and management. There is a serious lack of innovation and unique technology, which leads to the slow improvement of international market competitiveness.
(B) the main problems existing in the external environment of enterprises
1. The owner's recognition is low and the market development is not perfect. At present, most owners of foreign-funded projects and private projects agree with general contracting, but many project owners who mainly invest in government or state-owned projects do not fully realize the remarkable benefits that general contracting can bring into play in engineering construction. Some owners only see that their personal interests and rights have been weakened after the implementation of the general contracting, and they are unwilling to organize the project construction through contracting, and even keen on dismembering the project.
2. The understanding of government management departments at all levels is not unified, and the support for general contracting and project management is weak. Some construction administrative directors are unclear, and only recognize the general contracting of construction, but do not recognize the general contracting qualification certificate issued by the Ministry of Construction.
3. The concepts of engineering general contracting and construction general contracting are unclear and their names are confusing. Some confuse engineering general contracting with construction general contracting.
4. The policies and regulations for regulating and managing the construction market are not perfect. With regard to the management regulations of general contracting, except for the Interim Measures for Engineering Contracting Companies issued by the State Planning Commission and the Ministry of Construction in 1984, there have been no rules and regulations for regulating the general contracting and project management market for more than ten years, and in recent years, there has been no serious summary of experience, revision and formulation of corresponding policies.
5. Lack of supporting policies. Supporting policies related to the promotion of general contracting and project management, such as project financing, financial guarantee, tax policy, etc., have not yet been promulgated, and there is a lack of supporting policies.
The above are collected and sorted by Zhong Da Consulting Company.
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