The first step in building a construction unit management system - owner contract management
The first step in building a construction unit management system - owner contract management
Unswervingly grasp the "three basics" and realize the overall improvement of the quality and ability of the management personnel
Improve the basic system of the department, improve the management system, and carry out all-round construction of management functions, management methods, and management effects. Strengthen system training and learning, improve the basic skills of employees
Persistently grasp the "Three Completes" to achieve better and better business results.
Strengthen the management of key links such as comprehensive budget and full cost accounting to improve project profitability; continue to improve the performance appraisal system, strengthen comprehensive performance appraisal, and steadily improve the quality of operations.
The "four modernizations" work will be run through the entire operation management and control process, and the operation management and control system will be continuously established and improved to realize the normalization of operation management and control.
Strengthen pre-operation planning and management; strengthen subcontract management and resource procurement bidding management; do a good job of contract and settlement approval in accordance with laws and regulations, and do a good job of hierarchical authorization management; strengthen the analysis and control of material quantity and price differences; Carry out the "eight clean-up" work, and continue to carry out special activities such as the rectification of loss-making projects and the reduction of two funds.
Implement the "four determinations" management of closing projects, and strengthen the performance guidance of closing projects
Focus on strengthening the performance assessment of closing projects. At the beginning of the year, the annual work plan for the project is formulated according to the actual situation, and the project is assessed twice at the end of the year. Carry out on-site assistance for closing projects to achieve percentage coverage of closing management. Pay attention to the progress of the main completed projects, and intervene in advance to provide guidance on closing management. Comprehensively sort out closing project information to realize dynamic management of closing projects
The first step in building a construction unit management system - owner contract management
Owner contract management
The Development Department organizes relevant departments (including construction, technology, operation, finance, etc.) to conduct review →
The development department collects review opinions and communicates the project to negotiate with the owner→
The project provides feedback on the negotiation results →
After the feedback, the development department organizes various departments to conduct a joint review→
After the joint review is passed, the development department will execute the signature and seal procedures→
The development department is responsible for the contract disclosure to the relevant departments→
Bidding materials, master contract disclosure materials, and signed owner contracts shall be collected and archived by the operation department →
The operation department is responsible for the management of secondary business operations (changes, claims, adjustment, clearing) →
The operation department is responsible for the approval, signing and filing of the main supplementary agreement →
The operation department is responsible for the management of the secondary operation (change, claim, adjustment, clearing)→
The operation department is responsible for supervising and urging the project to strengthen the measurement management of the owner.
The first step in building a construction unit management system - owner contract management
Management ideas and key points:
Before signing the contract: carefully study the content of the contract terms, discover favorable terms and avoid unfavorable terms. Focus on the terms of change, adjustment of differences, cut-off point of general contract management fees, etc., and negotiate specific terms with the owner in a targeted manner based on the actual situation of the construction area, so as to maximize favorable conditions.
Strengthen project measurement management: require projects to improve measurement data in a timely manner, ensure that completed projects are included in measurement in a timely manner, and ensure that the ratio of measurement output value to operating income meets the annual plan target.
Strengthen the management of the secondary operation of the project (change, claim, adjustment, clearing): the company headquarters is responsible for helping the directly affiliated projects to sort out changes, claims, adjustment, and clearing, and urge the project to report in time, track the approval, and ensure the effect of the approval; requirements The participating units help the project to sort out changes, claims, adjustment, and clear items, and urge the project to report in time, track the approval, ensure the effect of the approval, and check the secondary operation and management of each participating unit from time to time; And update it in time; establish a list of secondary business management problems, including a list of problems existing in the management of each unit and each project; a list of problems that need to be solved by higher-level units.
Approval of Supplementary Agreement of Owner: Supplementary agreement of the project owner. After the project negotiates with the owner and reaches a basic intention, the project will apply to the company for signing a supplementary agreement and issue an opinion.
Contract archiving: Bidding materials (including bidding documents, addendums, clarification documents, bidding estimates, bidding documents, bidding estimates, etc.), master contract disclosure materials, signed owner contracts, etc. shall be collected and filed, and a ledger shall be established.