At the moment of rapid economic and social development, engineering construction enterprises want to gain a foothold in an increasingly competitive market, and must keep up with the pace of the times, constantly improve project management methods, and strengthen self-innovation in order to create high-quality projects and establish a high-quality brand image. China 20th Metallurgical actively responds to the relevant national policies, strictly implements the project management measures formulated by the group company, continuously excavates and innovates, establishes and improves various management systems such as quality, technology, safety, cost, progress, etc., realizes the fine management of the project and the integrated development, and effectively ensures the smooth progress of construction.
It is understood that the China 20th Metallurgical Shanghai Changxing Island Beixing Relocation Housing Project is located in Changxing Town, Chongming District, Shanghai, the project includes 17 17-storey residential buildings and 1 public supporting and underground garage, etc., with a construction area of 225153 square meters. After the project was bid, China Twenty Metallurgical Engineering General Contracting Company actively set up a lean team, conscientiously prepared the construction planning plan, quickly carried out various preparations before construction, in the face of the sudden new crown pneumonia epidemic, the company adhered to the "two hands, two mistakes", strengthened the project organization and management, and conscientiously carried out scientific prevention and control.
For such management projects, compared with traditional projects, the profit margins are limited and the management difficulties are complex, and there are more dependences and collaborative work on partners. How to improve the management level of management projects is the top priority of the implementation of the project development process. Management projects, the emphasis is on "management", both to manage, but also to sort out. Although the project is positioned as a management project, the project implementation work is basically a cooperative unit in the specific implementation, the project personnel mainly monitor and manage, but if the management is not good, the potential rate of negative impact on the company will be much greater than the self-operated project, the project management personnel must maintain a high degree of risk prevention awareness, to efficient execution and the necessary control, the formation of "me-oriented, effective control" model, all-round monitoring and management of the project, eliminate undesirable hidden dangers.
On-site management is the foundation. In terms of progress, it is necessary to formulate a detailed construction monthly plan and weekly plan, and dynamically pay attention to the completion of the progress node; in terms of safety, quality and civilized construction, in addition to adhering to the rules and regulations, implementing the standardization requirements of the group company, the personnel of the cooperative party should also be treated and required as their own personnel, and the idea of "mutual help, mutual learning, and win-win" should be used to work together to do a good job in project implementation. In terms of risk management, it is necessary to strengthen risk awareness and strengthen responsibility management; in terms of labor management, strictly implement the labor management system, implement the relevant requirements of the state and the project location on employment, protect the rights and interests of workers, and maintain the corporate image.
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