(A) the responsibility cost assessment and supervision is not in place, and the efficiency is low.

At present, most of the old state-owned construction enterprises that have not implemented the restructuring have not really implemented the responsibility cost assessment of the project, and there is no specific operational project management budget and cost analysis. Even if there is a cost analysis, the specific implementation process is generally a formality, and the enthusiasm for good benefits will be high. On the contrary, it will go its own way, and the income and cost will not match, let alone make a cost analysis.

(B) Construction enterprises have many internal institutions and slow operation.

Some old state-owned construction enterprises are usually large enterprises and institutions, with many institutions and overlapping levels, and even some enterprises are unrealistic. In order to seal official positions, many branches and other affiliated units have been established, which is inefficient; Subordinate units do not take creating profits as the ultimate goal at all, but in fact become the burden of enterprises; Multi-level management is more difficult and inefficient.

(C) Project management breeds corruption

Corruption is widespread in developing countries and industrialized countries, and coexists with economic growth. Especially in construction enterprises, there are many loopholes in construction enterprises, especially in project management, such as procurement, subcontracting bidding, contract signing, debt payment, getting through relationships and promotion. Enterprise management corruption seriously affects the project cost, resulting in a lot of waste and black-box operation. By means of preparation, public funds will be deposited into personal pockets, which will inevitably make the already poor profits unsustainable and the potential loss situation unstoppable.

(D) unreasonable personnel structure, serious brain drain

At present, some old state-owned construction enterprises have unreasonable age structure. Although many college students have been recruited in recent years, there is a relative lack of high-tech talents in project management. The personnel training of project management is relatively simple, and the talents are fully utilized. In addition, the company does not pay enough attention to the assessment, and the brain drain is serious.

(e) The project cost is tight and the risk of capital litigation is extremely high.

Because the contract is signed at will, the creditor's rights and debts remain high, it is very difficult to clean up the creditor's rights receivable for many years, and the risk of capital litigation is difficult to control. In recent ten years, China's fixed assets investment has experienced a process of rapid development-expansion-compression of construction scale-thawing-rapid development again. No matter whether the task is full of dissatisfaction, the problem of arrears in project payment has not been solved.

Due to the arrears of project funds, construction enterprises are seriously short of funds and have to borrow money from banks to repay high interest. In addition, to undertake key projects and borrow building materials from the east and the west to meet the progress of the project, the result is to bear the risk of rising material prices, resulting in a large number of debts to be repaid. The arrears of project funds have formed a intertwined "triangular debt". Debt collection and repayment consume a lot of manpower, material resources and energy of construction enterprises, which seriously affects the survival and development of enterprises.

Second, strengthen project management, countermeasures to avoid operational risks

(A) to strengthen the management of internal economic contracts

Some old state-owned construction enterprises have carried out internal economic contracting for many years. Although some achievements have been made, it is very difficult to implement the responsibility book of internal contracting in the implementation process. The reasons are not only the personal factors and objective conditions of the contractor, but also the imperfect contracting mechanism of the enterprise, "the contractor's internal management does not include losses" Specifically, incentives and constraints are not equal. Rights and responsibilities are not equal, and risks and benefits are not equal. I put forward some suggestions on how to strengthen the internal contracting management of enterprises for reference.

1. The contracting shall be practical, and the rights and responsibilities of organs and project contractors shall be reasonably distributed.

The main problems in the contract results are: because the settlement period of contract performance has passed, the business litigation risk is greater; Do not pay attention to the profits and taxes paid, many units only consider external payment after collection, and few contractors consider the fees paid, resulting in high internal loans; It is difficult to collect mortgage risks, and the awareness of risk mortgage is not strong. Many projects are almost completed, and the mortgage risk has not been confiscated; The awareness of cost control is not strong, and the awareness of negotiation and claim management is weak. The extra cost of subcontracting and labor services is passed on to the project department, resulting in mismatch between income and expenditure and offset of income.

2. Hiring a project manager with high comprehensive quality is a necessary condition for internal contracting.

The project manager is the leader of project contracting management and the source of project management. If there are contradictions in the project manager's internal contracting, and he is not sure about the profitability of the project, he will try his best to make conditions with the company and find various reasons to shirk the responsibility. If the indicators are not turned over or the project loses money, then I think such a project manager cannot be hired.

3. Adhere to high-risk mortgage and cash rewards and punishments.

Project contracting must adhere to high-risk mortgage to achieve high risk and high return. At present, the company's risk mortgage ratio is generally between 0.5%- 1% of the project cost, and the scope and maximum amount are determined according to the project scale. Risk of mortgage can't achieve the goal of controlling business risks and restraining managers' team behavior. The author thinks that high-risk mortgage should be implemented, and the mortgage risk should account for 2% ~ 5% of the project cost.

Only by implementing high-risk mortgage can project contracting be effectively put in place and internal contracting operation enter the track of benign development. If there are high-risk mortgages, there should be high risks. The key to high return and internal contracting is to cash rewards and punishments in time and establish an internal credit mechanism. Although the internal economic contract is different from the external legal relationship, it needs to be honest and trustworthy, and the employer and the contractor should maintain the seriousness of the contract. To "do what you say, reward and punish immediately."

4. Adhere to the central principles of "capital" and "cost" and encourage income increase and expenditure reduction.

Project management is the central link of construction enterprise management, and the management of capital cost is undoubtedly the verification of project management activities. Everything is centered on economic benefits, and economic benefits are ultimately reflected in the principles of saving book costs, unblocking funds, giving priority to "funds" and "costs" in internal economic contracting.

First, multi-channel financing to reduce financing costs. If the project contractor raises funds by itself, if he considers borrowing from the company for construction, he must consider the financing cost, and should consciously maintain the order of internal bank lending to prevent high interest rate repayment of domestic debts; The second is to clarify the ownership of creditor's rights and debts. Creditor's right refers to the project payment owed by the owner after the project is settled, and debt refers to the sum of wood and expenses not paid by the project department. How to deal with creditor's rights and debts is a problem faced by all construction enterprises.

(2) Strengthen contract management and study contract terms.

To improve the economic benefits and management level of contracted projects, we must further improve the level of contract management and claims, and do the following work well.

1. Enhance contract and claim awareness and study contract terms.

Due to the change of market economy and the development of construction industry, contract management and claim in project management are paid more and more attention by owners and contractors. First of all, we should strengthen the contract between management departments and managers at all levels. Contract management and claim publicity. Training and education make everyone realize the importance of this issue and attach importance to contracts and contract management. Contract consciousness is a comprehensive embodiment of market economy consciousness, legal consciousness and project management consciousness. We must study contracts, abide by them and enhance our awareness of performance.

2. Gradually establish contract management organizations to make contract management professional.

In this regard, we must learn and study the advanced experience of foreign domestic contracting enterprises. Because contract management and claims involve business. Knowledge of budget, law, project management and public relations, strong professionalism, must have specialized personnel. A special department is engaged in this work. Contract management cannot be regarded as a part-time job for operators and surveyors. The proposed project is large in scale. For projects with low unit price, there should be a deputy contract manager, a full-time contract manager for smaller projects and an external contract management expert or consulting engineer for extra-large projects. It should be recognized that the improvement of contract management and claims is not only conducive to solving contract disputes and claims, but also conducive to the improvement of project management level and overall management level.

3. Reconstruct the project management system and strengthen the contract management function.

Establish a more scientific project management organization, including contract management functions. Workflow and information flow "rules and regulations, determine the contract and cost.

Contract management has a set of internationally accepted practices and procedures, which can be learned from FIDIC contract conditions at present. Study the contract management methods and procedures of international engineering contractors. Starting with the study of international project contracting and claim cases, this paper systematically analyzes international practices.

Contract management and claims are highly intelligent, involving the overall situation, and are also very professional and technical. Extremely complicated management work. In order to improve the project benefit of our company, we must have a group of experts who are proficient in contract management and claim skills.

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