(74) Project Productivity Theory Innovation and Construction Industry Development Mode Transformation (Video) Exam Duration: 15 minutes, Total score: 100 points, Passing score: 60 points====== Multiple choice questions ======1. At the strategic level of mainland enterprises, the source of project productivity theory is mainly (). oA The Practice of the Reform of the Construction Industry oB The Practice of the Reform of the Construction Industry and the Enlightenment of Marx's Theory of Productivity oC The Enlightenment of Marx's Theory of Productivity and the Achievements of the Research of the Theorists oD The Achievements of the Research of the Theoretical Workers 2.The enterprise level is the responsibility category of a legal person, including three subjects: (). oA The main body of market competition, the main body of responsibility for the performance of the contract, the main body of the interests of the enterprise The main body of oB market competition, the main body of external development, the main body of enterprise interests oC The main body of quality and safety, the main body of responsibility for the performance of the contract, the main body of the interests of the enterprise oD The main body of market competition, the main body of responsibility for the performance of the contract, and the main body of project profits3. ( ) is the key to improving and promoting the optimization and upgrading of project management. oA Knowledge Management oB Information Management oC Integrated Management oD Cultural Management 4.In ( ), we should adhere to the integrated and diversified development strategy of "one industry as the mainstay and multiple operations". oA Capital Operation oB Contracting Mode oC Production Mode oD Operation Mode====== Multiple Choice Questions ======5.The project manager responsibility system has the characteristics of (). oA Object Finality oB Content Comprehensiveness oC Subject Directness oD Liability Risk oE ABC None of the 6.Modern Project Management Includes (). oA Knowledge Management oB Information Management oC Integration Management oD Resource Management oE ABC None of the 7. What are the scientific positioning of the three one-time "" (). oA The project management department is a one-time temporary organization for construction and production oB The project is a one-time cost management center oC The project manager is a one-time authorized manager of the enterprise legal person oD The project management department is a one-time position oE A, B, D are all ====== True/False Part ======8.The reform of the construction and production mode of China's construction industry begins with learning and promoting the management experience of the Lubuge project. 9. The focus of building industrialization is: actively promoting the systematization of building standards, the production of structural parts factory, the construction site equipment and the scientific management of projects. () True or false 10. Project culture is the concretization of corporate culture construction in the project, which is not only an important component of the "part", but also has its unique connotation, including the strategic level of the enterprise, which is a comprehensive requirement for the subject and object of the project. () True or false
The implementation plan for state-owned enterprises to promote financial transformation is to thoroughly implement the "strategic action plan" of the group company, fully implement the tasks of improving quality and efficiency, and formulate this implementation plan in accordance with the requirements of the group company to promote financial transformation and the actual situation of the company. 1. General requirements (1) The overall idea is to thoroughly implement the strategic deployment of the group company, closely focus on the company's strategic goal of striving for first-class, accurately position the company's operation and financial functions, adhere to the four principles of "value guidance, integration of industry and finance, overall planning, and active and prudent", and strive to promote the "four transformations" and "eight strengthenings", comprehensively improve the strategic planning ability, value creation ability, financial supervision ability and risk prevention and control ability, realize the implementation of the role of operation and finance, and promote the company's value maximization and comprehensive sustainable development. (2) Basic principles: 1. The principle of value leadership. Guided by the company's strategic goals, with the whole value chain management as the core, and with the purpose of continuous value creation, we will promote the focus of business on value creation, guide the flow of resources to value creation, and promote the comprehensive and sustainable development of the company. 2. The principle of integration of industry and finance. Go deep into the whole value chain of the enterprise, identify the combination of finance and business, improve the construction of financial management system and mechanism, realize the two-way deep integration of industry and finance, and jointly promote the improvement of the company's production and operation efficiency and effectiveness. 3. The principle of overall planning. Clarify the goals of the transformation work, strengthen the top-level design and unified planning, and promote the coordination of finance, business, information and other disciplines to ensure that the transformation work is fully completed. 4. The principle of proactivity and prudence. Do a good job in risk assessment and control, adhere to the unity of progress and quality, handle the relationship between reform and development and stability, grasp the rhythm and strength, actively guide, and steadily promote the transformation work.
(3) The first step of the transformation goal: In 2020, the operating and financial system will be initially constructed, and the financial performance will be leading in the industry. The functions of financial institutions are adjusted in place; The medium- and long-term talent development plan was completed, the quality improvement plan of financial personnel was systematically implemented, the main accounting business was transferred and shared, the business process was sorted out, and the working mechanism for the integration of industry and finance was established. Formulation of three-year plan for informatization construction; The management accounting system has been preliminarily constructed, the operating and financial positioning is clear, and the role of financial value guidance, financial supervision, risk prevention and control, and decision-making support has been effectively played. Step 2: By 2023, the operating and financial model will be stable and the financial performance will be leading in China. The working mechanism of the integration of industry and finance has been operated efficiently, the ability and quality of the financial team have been significantly strengthened, the personnel structure and echelon construction layout are reasonable, the information system is efficiently integrated, the management accounting system has been continuously optimized, the operation and financial functions have been demonstrated, the role of financial value guidance, financial supervision, risk prevention and control and decision-making support has been fully exerted, the financial performance has reached the leading level in China, and the company has entered a high-quality development stage with high-quality assets, financial health and excellent capital returns. Step 3: Use the "two decades" to build a world-class world. In another two decades, we will build a world-class finance, achieve world-class business performance indicators, financial management efficiency, management innovation capabilities, and financial team quality, and promote enterprises to improve the level of high-end manufacturing and value creation. 2. Work content (1) Promote the "four transformations" 1. Transformation of financial functions 1.1 Task objectivesRe-positioning of financial functions, transfer financial accounting functions, highlight financial management functions, strengthen financial supervision functions, transform into operating finance, and ensure the implementation of strategic objectives of the headquarters.
After the transformation, the financial functions mainly include: 1. Financial management functions. Retain the management functions of financial forecasting, financial decision-making, financial planning, financial control and financial analysis of budget, cost, investment, assets, funds, prices and taxes, further expand the functional connotation of forecasting, decision-making and analysis, deepen the integration of industry and finance from all links of the value chain, improve business performance, financial operation efficiency and development quality, enhance decision-making support and control capabilities, and achieve value leadership. 2. Financial accounting function. In addition to the off-balance sheet funds, which still fully assume the financial accounting function, the three major sectors of assets, oil refining and chemical industry no longer assume the financial bookkeeping function, corporate strategy and financial strategy, and only retain the functions of accounting policy selection, accounting structure establishment, invoice issuance, asset inventory, submission of some special business and inspection and correction of shared accounting. 3. Financial supervision function. The content of the financial supervision function is retained, but the focus is shifted from the original supervision of accounting data to the supervision of the compliance and economy of the production and operation business that produces financial revenue and expenditure, and further increases the intensity and scope of supervision from depth and breadth, and builds a good supervision pattern of the company together with the Commission for Discipline Inspection and auditing. 1.2 Specific measures1.2.1 Adjust functions1.2.1.1 Sort out and reposition the existing financial functions, prepare a new financial function table, and clarify the responsibilities of finance and business, finance and shared finance. By strengthening the functions of comprehensive budget management, cost target management for all employees, investment life cycle management, cash flow management, price management, tax planning, asset classification management, etc., we ensure the implementation of the headquarters strategy and realize the company's value leadership.
1.2.1.2 Through the three orders matching online, cancel the preliminary review and other means, modify the process, move the repair costs, labor costs and other business nodes that have not yet been handed over to the business department, cancel the FQ submission, and realize the direct connection between the business end and the sharing end; for the housing, land leasing and other businesses, the FQ submission cannot be cancelled for the time being, and the functions are to be directly adjusted to the business department; the financial assets department retains part of the income business and some special matters of the FQ report. 1.2.1.3 Optimize the accounting structure of asset companies, reduce accounting subjects, reduce the shared business error rate, and improve work efficiency. 1.2.1.4 Separate risk control posts are set up separately from audit supervision and risk control functions, which are held by financial experts to support the strengthening of financial supervision functions. 1.2.2 Establish a management accounting system. The financial transformation has changed from accounting-based financial accounting to management-oriented management accounting, comprehensively promoted the construction of management accounting system, and formed a management accounting system that is guided by the basic guidelines and application guidelines of management accounting, aims to serve the internal production and operation of enterprises, takes the application of management accounting information systems and tools as a means, takes the management accounting talent team as the support, and takes case demonstration and subject research as the supplement. Develop and apply relevant information and analysis tools for management accounting, strengthen the management and control of key business areas, strengthen data information sharing, and jointly promote enterprise value creation. 1.2.3 Adjust the specification 1.2.3.1 Revise the system. Sort out and evaluate the existing management system. Specifically, it includes two aspects: one is to sort out the functional description in the financial system, and the other is to sort out the financial function in the production and operation business management system.
Revise the financial and business systems in line with the new financial functions, and implement the functions in the system. 1.2.3.2 Redesign business processes. From the perspective of the whole value chain, the business process is fully sorted out for corporate strategy and financial strategy, the interface of industry and finance integration is found, the business process is redesigned according to the functional adjustment, the transferred functions are cancelled, and the expanded financial management function is embedded in the business process. 2. Transformation of financial management and control model2.1 Task objectivesAccording to the new four-in-one management and control model, clarify the responsibilities and obligations between the operating finance at the enterprise level, the strategic finance at the headquarters level and the shared finance at the sharing level, so as to ensure the implementation of the operating financial strategy. Establish a management accounting system,