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在贯彻中国建筑“五化”战略中,中建八局一公司坚持标准化与信息化“双化”联动,并作为“一把手”工程强力推进,有力提升了项目管理的品质。自2008年起,中建八局一公司(以下简称八局一公司)步入了快速发展阶段,但出现了项目点多面广、集约管控难、业务系统缺乏沟通协调、制度执行难、管理水平参差不齐、好的管理和技术经验复制推广难等难题。规模扩大带来的力不从心,让公司高管层深感靠传统管理模式已不行。2009年底,中国建筑发布《项目管理手册》,八局一公司随即启动了首次标准化推进会,明确提出:在未来两三年直至
In carrying out the strategy of “building five buildings” in China, CBRC has adhered to the principle of standardization and informationization and “double-integration” and has promoted the quality of project management as a “top leader” project . Since 2008, a company from China Construction Eighth Bureau (hereinafter referred to as “Eighth Board”) has entered a stage of rapid development. However, there are many problems such as extensive project management, difficulties in intensive management and control, lack of communication and coordination among business systems, difficulty in implementing the system and management level Uneven, good management and technical experience replication difficult to promote such issues. Expansion of the scale of the powerless, so that senior management deeply rooted in the traditional management model no longer. The end of 2009, China Construction released the “Project Management Manual”, the first eight Bureau of a company immediately launched the first standardization promotion, made it clear that in the next two or three years until