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项目管理实施以来,在不同的地区、不同的历史阶段、不同的企业,都不同程度地采用项目管理方法运作工程项目。尽管项目管理的基本原理和方法原则都一样,但实施后的结果却各有差异,甚至千奇百怪。随着改革和市场经济的蓬勃发展,民营承包商或者传统意义上的“包工头”已逐渐浮出水面,分割建筑业的“半壁江山”。工程质量、安全法律法规等日趋完善,对项目管理的要求越来越高,如何规范“包工头”行为并引导其走向规范是新时期面临的重要课题。
Since the implementation of project management, project management methods have been used to operate projects in different regions, different historical stages and different enterprises. Although the basic principles and methods of project management are the same, the results after implementation are all different and even strange. With the vigorous development of reform and market economy, private contractors or “contractors” in the traditional sense have gradually surfaced and have split the “half of the construction industry”. Project quality and safety laws and regulations are getting more and more perfect, and the requirements for project management are getting higher and higher. How to standardize the behaviors of “contractors” and guide them toward standardization is an important issue facing the new era.