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我们交通部第一公路工程总公司近几年把管理工作重点转移到基层,在总公司范围内开展了项目管理达标活动。通过两年的努力,收到了明显效果。我们的具体做法是: 一、制订标准,组织骨干,抓好培训。第一,我们首先由企管部门根据《交通行业国家级企业管理工作基本要求》的7个方面,制订了项目经理部管理工作达标评审细则及81条检查内容和标准,对项目经理部的管理工作,作了明确的规定。《评审细则》还规定了质量、安全、消耗、效益等方面的13项考核指标,并要求考核指标与管理工作同时完成,才能达标,
In the past few years, the first highway engineering company of the Ministry of Transport has shifted its management focus to the grassroots level, and has carried out project management compliance activities within the scope of the parent company. Through two years of hard work, we have received noticeable results. Our specific approach is: First, set standards, organize backbones, and do a good job of training. First, we first formulated the review rules for the management of the project management department and 81 inspection contents and standards according to the seven aspects of the “Basic Requirements for State-level Enterprise Management in the Transportation Industry” by the enterprise management department, and manage the project management department. , made clear regulations. The “Audit Rules” also stipulates 13 assessment indicators in terms of quality, safety, consumption, and efficiency, and requires that the assessment indicators and management work be completed at the same time in order to achieve compliance.