项目管理是施工企业管理的基础和核心,项目管理水平的优劣不仅决定着项目本身的效益,而且直接影响着施工企业的总体效益。近年来,针对项目部员工工作积极性不高、工作效率低、员工岗位权责不清晰、项目成本控制效果不理想等问题,南通二建、河北建设等一批施工企业率先在项目管理机制层面上进行创新,尝试实施了项目模拟股份制,即以调动员工积极性为出发点,全员参股,结合以利润指标为中心的经济责任制考核和全员绩效考核的方式定期进行股权分红,解决项目部管理人员的激励约束问题,取得了良好效果。当前项目模拟股份制在实践中的推进现状如何?有哪些典型实践案例?其做法有何差 Project management is the foundation and core of construction enterprise management. The quality of project management not only determines the benefit of the project itself, but also directly affects the overall benefit of construction enterprises. In recent years, aiming at the problems such as the enthusiasm of the project department staff, low work efficiency, unclear job responsibilities and responsibilities, and unsatisfactory project cost control effects, a batch of construction enterprises such as Nantong II and Hebei Construction take the lead in the project management mechanism level Innovation and try to implement the project to simulate the joint-stock system, that is, to mobilize the enthusiasm of staff as a starting point, full participation, combined with profit indicators as the center of the assessment of economic responsibility and full performance evaluation of the regular share dividends, to solve the project manager Of the incentive constraints, and achieved good results. What is the status quo of the current project simulation joint stock system in practice? What are the typical practice cases? What is the difference between them?