论文部分内容阅读
清江分公司2004年度过了不平凡的一年,在水布垭工程建安严重不足且供电量没有大的突破、江坪河推迟上马等诸多不利情况下,清江分公司从自身挖掘潜力,积极开拓市场,向管理要效益,圆满完成了公司年初下达的各项经济指标。在项目管理与控制、成本管理等方面积累了一些经验,在这里和大家作一个交流。一、在建项目管理和控制方面清江分公司目前也是点多面广,从2003年两个施工点发展到目前大大小小六个施工点,除了水布垭、四川昭思线两个较大的项目部外,其他如寺坪、隔河岩、江坪河、四川盐西线都是三五个人,所以在项目的管理和控制上难度很大,我们的主要做法有以下几点:
Qingjiang Branch in 2004 after an extraordinary year, a serious shortage of construction in the Shuibuya Project and no major power supply breakthroughs, Jiangping River launched a series of unfavorable circumstances, Qingjiang Branch tap potential from their own, and actively explore Market, effective management to the successful completion of the company issued by the beginning of the economic indicators. In the project management and control, cost management has accumulated some experience, here and make a exchange. First, under construction project management and control Qingjiang Branch is also a wide range of points, from 2003 two construction points to the current construction of six large and small construction sites, in addition to Shuibuya, Sichuan Zhaosi line two larger Outside the project department, others such as Temple Ping, Geheyan, Jiangpinghe and Sichuan Yanxian are all three or five individuals. Therefore, it is very difficult to manage and control the project. Our main practices are as follows: