1 China's traditional management mode of large-scale construction projects
Large-scale construction projects have a large-scale, systematic, technically complex, professional and high degree of specialization, large investment, long construction period and so on; at the same time, the construction of the project is more than, such as the M3 of the relevant units of as many as 15, plus the army, agencies, enterprises and institutions and residential demolition and relocation of the housing, the need for a large number of external coordination. Work. For national or local governments, large-scale construction projects are often key projects, and project construction has a greater degree of political relevance. Therefore, in the construction of large-scale projects in China in the past, the traditional practice is to establish the project command, as the government's project owner, responsible for the whole process of project management.
The biggest contribution of the command management mode to the project construction is to reduce the difficulty of project coordination, shorten the pre-project time, to ensure that the project construction period played a huge role in promoting; and in the mobilization of local human resources to serve the key projects, to ensure the quality of the project, but also played an important role. However, the command model has many disadvantages: 1) management costs are too high, including transaction costs and internal organizational costs. Because the command is temporarily established, so the construction market and all parties involved, such as design, construction, material supply units do not know much, not familiar enough with the infrastructure procedures, so the operation process of the command is the familiarization process of project management, and gradually formed a unique management mode, in the collection of information, signing contracts and supervision of the implementation of the contract in the transaction costs are very high; on the other hand, the command of the personnel are transferred from various units or from the community, the cost is too high, including transaction costs and internal organizational costs. On the other hand, the personnel of the command department are transferred from various units or recruited from the society, the quality of the personnel often fails to meet the requirements of high-level project management, and due to the lack of cooperation between the personnel, the command staff need to integrate the process, and after the end of the project, the need to resettle the command staff work, and need a lot of cost, so the internal organization cost is very high. Traditional command staff base is large, such as Baosteel Phase I command staff of more than 1,000 people, Pudong International Airport peak staff of nearly 200 people (excluding the professional sub-command staff) 1], so the command mode of management costs are very high. 2) responsibility is not clear. The leadership team of the command is often part-time government leaders, not the real project manager, the information about the project is obtained from the report, so that the leadership of the project can not control, and can not be responsible for the project, and the site management personnel are not organizationally responsible, and do not need to be responsible for the project, and ultimately, no one is responsible for the project.3) Command on the project is less active management. Because the personnel is a temporary composition of the engineering technology and systems do not have a full understanding of the project design can not be optimized, the command and design, construction units there is an obvious information asymmetry, can only be passive supervision. Command mode is a product of the planned economy, in the planned economy, the construction project is to meet the basic needs of national production, the ultimate goal of the project construction is to meet the comprehensive function, that is, the quality requirements, and the project investment and duration often break through the predetermined goals. In this environment, the main function of the command is to organize construction in accordance with the design drawings, the contents of the drawings into real products, and the lack of investment and progress control pressure and power.
2 foreign project management mode analysis
Project management mode and a country's economic system, the construction market rate and the main body of investment and financing are inseparable. The degree of privatization in economically developed countries is high, construction projects, including many large-scale projects by private individuals as the main body of the investment, and the construction industry has a high degree of marketization, such as Japan, the market rate is low, but also reached 80%. In addition, the intermediary institutions in the construction market of developed countries is very perfect and mature, professional consulting services, content is very fine, good credit; construction industry, engineering insurance, guarantee system is very sound. In this market environment, the owner of the investment and quality objectives of the risk is greatly reduced, the owner of the different stages of the project entrusted to different professional project management company to assist their own project management, the formation of project integration management. Therefore, foreign research on project management mode mainly from the project contracting, the development of different management modes, in order to improve the quality of the project, investment and schedule goals; overall foreign owners of project management generally adopt the principle of "other people's control", the owner's project management organization is weak to guide, while the domestic owners of the project management organization is to use strong control, the owner's project management organization is to use strong control, the owner's project management organization is to use strong control, the owner's project management organization is to use strong control, the owner's project management organization is to use strong control. The organization is the use of strong control, at least from the owner's psychological point of view is this.
In the United States, until the 1960s, the project construction management model is relatively single, that is, the use of traditional design - bidding - construction (DBB, Design - Bid - Build) way, "with the early 1970s, the project cost increases and project delays more and more frequent, there is an urgent need to use a new type of contracting model and technology to strengthen the whole process of project management. With the increase of project cost and more frequent project delays in the early 70's, there is an urgent need to adopt new contracting mode and technology to strengthen the whole process management of the project" [2], various project management modes came into being and rapidly accepted by the society. At present, the main contracting models are construction management (CM, Con structionManagement), project general contracting (DB, Design-Build), and DBB three models.
DBB mode: is the product of specialized division of labor, the owner signed a contract with the design and construction contractors (Figure 1), the construction process using the design is completed, bidding, and then enter the construction, the various stages of the interlocking arrangement is compact, to facilitate quality control, but the construction period is long, the design of the constructability is poor, the early can not be determined the cost of the project, the organization of the management of the risk of large is the inherent shortcomings of the model. The disadvantages of this model.
CM mode: CM mode was first applied to the construction of the World Trade Center in 1966 (Scott, 1986). The model is divided into agencyCM and at-riskCM two ways, the former is the owner and design, construction contractors and professional management company signed a contract (Figure 2), professional management company to assist the owner in design optimization and construction management, not responsible for the investment; the latter difference is that the professional management company needs to be on the construction of the maximum guaranteed cost (GMP, Guaranteed Maxi mumP). CM is based on the fast track method (FastTrack), through the design and construction of the full connection, in the production organization to achieve conditional "design, construction", shorten the construction cycle. The reduction of project cost also has a certain role in promoting, statistics show that CM than DBB to accelerate the construction progress of 6%, to accelerate the bidding progress of 13%, reducing the cost of 1 5%.
DB mode: originated in the 60's, the owner and the design and construction of the consortium signed a contract (Figure 3). DB's starting point is to promote the design and construction of the early combination of the design and construction, improve the design of the constructability of the project is conducive to reducing the cost and shorten the progress of the project. Statistics show that DB accelerates the construction progress by 12%, accelerates the bidding progress by 33% and reduces the cost by 6% than DBB; DB accelerates the construction progress by 7%, accelerates the bidding progress by 23% and reduces the cost by 4.5% than CM.
According to the practice of foreign countries on the application of the above three management modes, large and medium-sized projects using the CM mode and DB mode more, and small projects using the DBB mode more, but can not say that which of the three modes of absolute advantage, need to be combined with the situation of the project owner, the project and the environmental situation and the project objectives, choose the appropriate management mode. CM mode and DB mode need to have a wealth of experience in project management company responsible for project management. CM mode and DB mode both need a company with rich project management experience to be responsible for project management, CM mode managers are usually transformed from the design company, while DB mode managers are generally responsible for project management work by the contractor.
3 large-scale construction projects on behalf of the establishment of the management mode
With the development of productive forces, the state-owned assets used for the construction of the project requires the restoration of the capital function, the requirement of the project investment to achieve the maximum return, the requirement of the project with less investment, shorter construction period, greater functional satisfaction as the goal. Due to the inherent defects of the command, it is difficult to realize the above requirements, so there is an urgent need to explore a construction management mode in line with China's national conditions, in order to change the existing backward situation of construction management.
Since China has been the formation of the strong owners of the historical and practical situation, such as the former each unit has a functional department of the Infrastructure Department, the formation of the national industry, "large and comprehensive, small and comprehensive" situation, the construction of the project is responsible for the overall management of the owner. The direct result is that the design and construction is working for the owner, design and construction contact is very little, the designer does not understand the construction, the constructor is only in charge of construction according to the drawings, and the two lack of global project management capabilities, or project consulting capabilities; on the other hand, leading to the participants in China's construction market are decentralized entities, there is no integrated management entity, the market content monotonous, and in turn, in order to do a good job of large-scale construction project management, China's construction market is a very important part of the project management. Construction project management, China still needs strong owners. This national situation is different from the foreign construction market, foreign management mode and there is no corresponding domestic market environment, therefore, to explore the strong owner of the new management mode is China's project management reform is an optional direction. The system is to adapt to this requirement of a management mode.
3.1 Meaning of generation of construction
Generation of construction means the agent construction system, that is, with independent legal personality of the professional project management company acting as an agent of the owner to exercise the owner's project management tasks of a form of system. Project management is the integration of engineering, economics, law, management of comprehensive work, the owner does not have the appropriate comprehensive knowledge, so there is an obvious information asymmetry with the design, contractors, if the professional project management company acting as the owner, is to use the principle of "other people's control", which is conducive to improving management performance.
3.2 The division of rights between the agent and the owner
Domestic construction system was first adopted in Shanghai, is based on the construction system of investment, construction, operation and supervision of the "four separations" of the idea put forward, but also the direction of reform of state-owned assets management. As the project manager of the agent, and as the main body of the owner of the investment separation, the owner is responsible for investment and financing, the agent is responsible for the construction and management. In order to ensure the unity of responsibility and rights, the owner and on behalf of the construction must be divided into rights, so that the incentives and constraints of the parties to the unity. From the ownership of assets, the owner has the right to ownership of assets, the right to use, the right to control, the right to income and the right to dispose of, in the mode of building on behalf of the need to transfer part of the owner's rights to builders on behalf of the right to the control of the assets from the ownership of the separation of the assets by builders on behalf of the control of the assets of the transformation of the building project to form a new structure of property rights, i.e., on behalf of the builder has a relationship with the
3.2 on behalf of the builder of the work content
Generation builder is the owner's agent, but can not replace the owner, generation builder is not responsible for the return on investment, that is, the generation builder is not responsible for the development of the project management (Development mentManagement), because the generation builder is a professional construction manager. I think, on behalf of the construction should be in the owner to determine the investment object, to participate in the management, that is, from the approval of the project proposal through, intervene in the project management. On behalf of the builder from the project feasibility study, the project program optimization, design optimization and management, design, construction bidding, contract management, construction management, organization acceptance and warranty and other engineering content, all stages of project management including quality, investment, schedule control, at the same time, should complete the project approval, project internal and external coordination, as well as the project's core technology research and intellectual property protection. In order to ensure the normal work of the agent, the owner of the key work is to ensure that the project funds in place; at the same time, in order to ensure that the project objectives are achieved, it is necessary to develop a set of applicable commissioning-agent contract, as well as the establishment of an evaluation system for the agent (which can also be supervised by the industry associations).
3.3 Project organizational structure of agency construction
In combination with the author's participation in the Shanghai Railway M3 North Extension Project's agency construction management practice, according to the current stage of China's weak design management of the actual situation, the project organizational structure shown in Figure 4.
Because the design stage is the key to control project investment, but also the key to optimize the combination of project functions, and large-scale construction projects are technically complex and require specialized management. At present, almost no implementation of the owner of the design management, design is often based on specifications, practices, rather than "people-oriented", resulting in the completion of the project only to find many unsatisfactory; at the same time, due to the construction period of the design changes have a serious impact on the control of project investment, so, whether the design management is better able to realize the project objectives, the key to the design stage is to control project investment. The key to achieve the project goals, but also on behalf of the construction mode can be promoted and applied. If the contractor has the ability of overall management of design, the performance of project management is the highest, however, more domestic contractors have rich experience in project management and macro-control ability, so in the cultivation period of the contractor, the need for technical and management ability of the design institute to assist the contractor to do a good job of design management. The overall design institute does not undertake professional design tasks, is responsible for the development of project design standards, design interfaces, coordination of design interfaces, control of key technical solutions and other work (in practice, the overall design institute plays a lesser role, need to be implemented on behalf of the builder); and on behalf of the builder from the design of the combination of functions, the design of the constructability of the design optimization of the design, so that the design to meet the owners' intentions. The overall design institute is subject to the control and management of the agent.
Construction supervision is also to assist the owner to do a good job of project management, theoretically with the owner to do a good job of project management. However, the supervision unit does not have the right to control funds, there is an obvious asymmetry of rights and responsibilities, it is difficult to have the initiative in project management. In more than ten years of engineering practice, the status of supervision gradually weakened, the main function is construction quality supervision, and gradually stereotypes. Due to the construction mode of the management stage forward, if still invested in a large number of resources to manage the quality of construction, will invariably produce the transfer of the management center, it is likely to fall into the embarrassment of the supervision once again. Therefore, construction management needs the assistance of construction supervision, construction supervision focus on construction quality management, on behalf of the builders focus on interface coordination, investment and schedule control.
Investment is the ultimate goal of the owner, the quality of the construction project has the overall design institute and construction supervision to assist in the management of the proxy, progress control effect is intuitive, and the project stages of the investment portfolio is reasonable, whether the use of investment is reasonable, etc., need to carry out dynamic control, in order to ensure that the owners of the interests of the owner can be hired by the investment consulting organization in an independent, parallel way to supervise the investment.
4 project examples
Shanghai rail transit M3 North Extension Project is 13.3km long, the south from the Jiangwan Town station, north to the Tieli Road station and extended to the Baoshan vehicle section, the entire line has eight stations, with a total investment of 2.4 billion yuan (excluding demolition and relocation costs). By the Shanghai Municipal Government and Baoshan District Government **** with the investment, the use of the construction management mode. Currently the project has begun construction.
Generation builders in the pre-feasibility study of the project after the intervention of the project, on behalf of the builders according to the Shanghai Municipal Railway Transportation Planning and the actual situation of the project, put forward the following major optimization measures: 1) station type from "1 side of the 7 island" to "2 island 6 side", eliminating most of the station "trumpet", and "the island". Eliminate most of the station's "trumpet", reduce the land 7333m2, reduce the demolition of 25780m2, *** reduce the investment of 101 million yuan; 2) station form from "one station, one view" to "one line, one view", the station form from "one station, one view" to "one line, one view". A scene", put forward modular design concept, greatly accelerated the design progress, and greatly reduce the station cost; 3) make full use of the rail network, comprehensive use of M3, M4 vehicle base, put forward "a section of the two fields" form, reduce the land 10,000m2, reduce the area of the depot 9500m2, reduce track laying 2.7km, save investment 26 million yuan; 4) optimize the station function, the station platform length, equipment room and living room area research to determine and greatly reduce the area of various houses, reduce land occupation, and optimize the station layout. In total, the optimization content of each specialty ***27 items, saving investment of 174.6 million yuan. In the interval civil construction and station construction bidding, the use of Pudong Airport and Shanghai Maglev project bidding experience, the use of effective bidding methods, moderately raise the barriers to entry of contractors, so that the ability to participate in the entry. Bidding progress smoothly, no bidders to raise objections, the winning bid than the budget price reduced by more than 80 million yuan.
From the above analysis, it can be seen that China's large-scale construction project management system still has a lot of room for reform, and the main management model of developed countries is not suitable for China's current national conditions, large-scale construction project management needs to explore a new management model. From the preliminary analysis of the theory of the construction system and the effect of the pilot project of the construction system, the construction system is a large-scale construction project management reform in China is an optional mode.
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