1 The concept and characteristics of the project, the characteristics of project management and construction project management.
1. 1 the concept of the project
There are many definitions of projects, but they are all summarized around the basic concepts of projects. According to ISO 10006, a project is defined as "a unique process with a start time and an end time, which consists of a series of coordinated and controlled activities. The implementation of the process is to achieve the specified goals, including meeting the constraints of time, cost and resources. " The PMI of the American Institute of Project Management defines it as: "A project is a one-time effort to complete a unique product or service."
1.2 characteristics of construction project management in China
Construction projects generally have the following characteristics
1.2. 1 The construction project has high cost, many participants and stakeholders, great dependence and influence on the environment, and takes a long time, so it is more complicated than other projects.
1.2.2 The complexity of the construction project is high, and it is greatly influenced by the external environment, such as weather, raw material prices, changes in government regulations, surrounding social relations, etc., which easily affects the project progress; Stakeholders within the project, such as owners, supervisors, general contractors, subcontractors, suppliers and government regulatory agencies, have great variables; In addition, the construction progress of the project itself is continuous, and its uncertainty is high, so the management process should firmly grasp the characteristics of gradual details.
1.2.3 construction project objectives are relatively clear, and more management by objectives is implemented. Compared with other technology development projects, the objectives of construction projects are relatively stable. The project management of construction projects has been implemented for many years and accumulated rich information and experience, so the project objectives are generally clear, and most construction projects are managed by target responsibility contracting.
2. The necessity of strengthening the subcontracting management of construction projects
2. 1 It is an inevitable trend for the construction market to develop into a perfect specialized subcontracting system.
Competition in the construction market has intensified and the division of labor has become more specialized. The construction market has long been a seller's market, and the competition for winning the bid is fierce, and the profit space is getting smaller and smaller. Improve competitiveness, focus on improving professional technical ability, management service level, and improve the depth of professional knowledge and information, that is, compete on added value of products. The changing speed of the market is also accelerating. New technologies, new materials, new processes and new equipment in the construction market are updated faster and faster, and customer requirements are constantly improving. Social development always develops to a more efficient mode of production, and the trend of specialization reflects this requirement. Fierce competition and changeable market require enterprises to pay more attention to core competitiveness, and the degree of specialization of the market will be higher and higher.
Customer-centered market demand promotes the differentiation of specialized management and specialized subcontracting enterprises. Due to the fierce market competition, the customer-centered management concept has become prominent.
National policies and regulations will improve the professional subcontracting system, and new buildings will also have qualifications, which has explained the trend of high-level development to professional management building comprehensive contractors and low-level development to professional subcontracting enterprises. The newly promulgated construction project management standard also indicates the development of project management, which requires the establishment of a perfect subcontracting system.
2.2 Specialization trend of construction enterprises
In order to enhance the core competitiveness, for large-scale construction general contracting enterprises, customers are required to have good management and service capabilities, and project management capabilities will be the core competitiveness of enterprises. At present, in order to reduce costs, construction enterprises have to still use their own machinery, equipment and labor. On the one hand, enterprises have to pay the time cost of inefficient use of resources. On the other hand, due to the need to invest manpower and energy to manage these low-end production resources, its management level and ability have not been improved.
Demand of reducing cost and improving profit rate and productivity For large-scale construction enterprises, contracted construction projects are the center of profits, projects are the front line of production, and the output value directly occurs, which is the source of profits.
Improving efficiency and adaptability In large-scale construction enterprises, because the project directly faces customers, we can feel and understand the changes of customer demand and market more keenly. If an enterprise wants to understand the changes faster and provide more thoughtful services to customers, it must be closer to customers and reduce the middle layer, so that information can be transmitted faster and actions can be understood and implemented faster. In order to adapt to changes, enterprises will be given more power to cope with changes, and compressed enterprise organizations will rely more on external resources. Therefore, in order to improve efficiency, the management of subcontracting will become more and more important.
Discussion on the management mode of sub-package
3. 1 contract mode
As far as the general contractor is concerned, according to the level of the contractor, the contracting method can be divided into two ways: centralized organization of the company and organization of the project team.
3. 1. 1 The company's centralized contracting mode is a widely used subcontracting mode.
3. 1.2 project team contracting This means that the project team will find and select subcontractors by itself according to the needs of the project. The company authorizes the project to sign subcontracts with subcontractors, and the project management is directly managed by subcontractors.
3.2 Contract Management (Subcontracting)
The following contract types are classified by contract payment method:
3.2. 1 lump sum contract, also known as the agreed lump sum contract, generally refers to the fact that people of considerable scale reach a total price with the tenderer according to the requirements of bidding, and complete the contents stipulated in the contract with this total price.
3.2.2 unit price contract, unit price contract, estimate the engineering quantity, based on the estimated engineering quantity, the bidder only fills in the unit price, and the contract price is calculated according to the contract method.
3.2.3 Cost compensation contract, also known as cost plus remuneration contract, means that the owner pays the management fee and profit (remuneration) to the contractor after paying the actual cost of the project. This kind of contracting method is flexible, and it can play a good incentive role if used skillfully.
Project subcontract preparation includes the following contents:
Subcontracting plan → determining contract scope → inquiry (bidding) → contract negotiation → forming contract documents.
(1) The subcontracting plan shall be formulated by the general contractor.
(2) Determining the scope of the contract According to the subcontracting plan, the contract content of the subcontracted project can be determined.
(3) Inquiry is the decision-making process of selecting subcontractors, and the inquiry process has legal effect.
(4) In general, the following points should be discussed and clarified in contract negotiation: ① As the scope of the contract is generally drawn up by the general contractor, which is beneficial to the general contractor, subcontractors often have to bargain on the scope of the contract. (2) Further clarify the procedures, methods and expenses of the change; ③ Responsibilities and obligations of Party A and Party B; (4) The liability for breach of contract clearly includes penalty clauses for quality and time limit for a project. ⑤ Payment method or terms: The general contractor should rely on contract negotiation to obtain more valuable price, and the subcontractor can also obtain favorable contract payment terms through negotiation. Good payment terms can be a powerful incentive factor without increasing the cost; ⑥ Risk and insurance; ⑦ Dispute and arbitration.
(5) Formation of contract documents After the contract negotiation, the negotiation results are sorted out and signed by both parties, which forms a formal contract document. Contract documents generally include: contract agreement, tender letter, tender letter, contract conditions, owner's requirements, data sheet, bidder's construction technical scheme and other documents that should be included in the contract.
3.3 Precautions
Contract management is a dynamic management process, the essence of which is to supervise the execution of the contract and try to urge the contract seller to fulfill the contract obligations seriously and completely according to the contract requirements. The following points should be paid attention to in the management of contract execution stage:
3.3. 1 With the continuous clarification and deepening of the contract scope, the project officially entered the implementation stage. The purpose of contract management is to ensure that the requirements of the contract are fulfilled as required and reflected in the scope of the contract.
3.3.2 Acceptance handover and defect repair
3.3.3 Contract changes Engineering changes must occur, and the general contractor and subcontractors shall negotiate the procedures and methods for handling the changes at the beginning of the project and write them into the contract documents.
3.3.4 Contract payment shall be determined when signing the contract.
3.3.5 Risk and insurance risk sharing shall be determined when signing the contract. Generally, the general contractor will transfer the risk to the subcontractor when awarding the contract, but when executing the contract, the subcontractor will often transfer part of the risk to the general contractor.
3.3.6 Claims, disputes and arbitration.
3.4 Program management
The establishment of contract document management system is the basic work of contract management, which should have two aspects: documentary management of contract documents and procedural management of contract matters.
Contract documents mainly include: tender documents, formal contract documents, letters, meeting minutes, various payment records, change documents, construction records, financial statements, claim documents, progress reports, construction and completion documents, technical quality documents, etc.
The procedure management of contract events generally includes pre-contract management procedure, contract execution management procedure, change control management procedure and claim procedure.
4 Subcontract production process management
The subcontracting production process is mainly divided into the following aspects:
4. 1 working characteristics
Subcontracting of quality management construction projects has the characteristics of task-based work, which is different from repetitive work in factories. The author thinks that the traditional quality assurance system originated from the factory-based quality production mode and is not suitable for the task-based production mode.
Determine a rigid target. The general contractor must work out concrete and feasible goals together with subcontractors, and decompose them step by step, so that subcontractors can deeply understand and make the goals appear in every link of production.
Because of the uncertainty of the project, it is neither necessary nor possible to formulate a rigid process for the flexible process of achieving the goal, but in order to maintain the rationality of the process, the principle of quality management must be implemented.
4.2 Facing challenges
The relationship between general subcontracting and coordinating projects is determined by the legal relationship of contracts, which is different from the administrative relationship within enterprises. Facing new challenges in the following two aspects:
Incentives to subcontractors: In subcontracts, it is required in advance that subcontractors have the obligation to coordinate with the general contractor or other subcontractors, and explain the events that may need coordination, and subcontractors have the right to collect coordination fees. Use clever means of payment to motivate subcontractors to work. Task-based work requires high pressure.
Team building Because subcontractors control the most direct resources of production, the project team building must be extended to subcontractors, and the main members of the subcontractor's project team should be included in the general contractor's project team. Team meetings organize formal or informal meetings and involve subcontractors as much as possible. Increasing the openness of information, strengthening communication and increasing communication can, on the one hand, promote project team building, on the other hand, alleviate the adverse effects brought by conflicts. To authorize subcontractors to strengthen management by objectives, they must be authorized to use more project resources, which is conducive to the completion of project objectives and tasks. Authorization should be carried out by signing supplementary or modified agreements, which means that subcontractors have more responsibilities and obligations and deserve more remuneration.
5 Common problems and countermeasures in subcontracting management practice
5. 1 The subcontractor's engineering quality is poor; The subcontractor's material quality problems, shoddy, construction quality problems, do not meet the technical specifications.
5.2 Because some subcontractors are engaged in simple work, the quality of personnel is not high, which affects the quality or progress of the project.
5.3 The subcontractor delays the construction period. There are many reasons for the delay in construction period. Generally speaking, both sides have reasons: the general contractor may have defects in the overall plan, the working face has not been created, and the coordination is not enough; Subcontractors may have insufficient manpower and material resources, poor turnover of personnel and machinery and poor management.
5.4 Subcontractors only care about their own construction management, ignoring the overall system of the project. This is a common problem in subcontracting management. In order to save costs and protect themselves, subcontractors always focus on personal construction management and are always introverted.
5.5 The general contractor evades its obligations. Generally speaking, the general contractor is more likely to evade his obligations because of his position advantages. The general contractor's evasion of obligations must occur when the subcontractor can't escape and can force the subcontractor to accept it. Therefore, for subcontractors, if the general contractor evades its obligations, it will definitely face losses.
Discussion on subcontracting management of future construction projects
6. 1 The degree of specialization is higher, which distinguishes the general contractor in management direction from the subcontractor in professional construction.
6.2 The organization will be more flexible, the organizational boundary will be blurred, the general contractor's project team will be divided, and the general contractor will be composed of more temporary task teams (task teams) to complete the work.
6.3 Management will be more standardized, the position of contract management will be more important, the formal information communication of the project will be more standardized, and the engineering procedures will be more standardized and strict.
6.4 The higher the subcontractor's authorization, the greater the subcontractor's power, and the general contractor chamber of commerce tends to provide more thoughtful services to the owner. The authorization of subcontractors will increase, and more specific construction will be completed by subcontractors. Subcontractors who are good at self-management will be more popular, and subcontractors will be more inclined to self-management.
7 conclusion
For more information about project/service/procurement bidding, and to improve the winning rate, please click on the bottom of official website Customer Service for free consultation:/#/? source=bdzd