铁十一局五处第一项目经理部只有13人,是一个处只给牌子和政策,不给资金和设备的独立在市场经济的激流中搏击的自主经营、独立核算、自负盈亏、自我发展的小型项目。1991年4月以来,他们走“自揽、自干、自管、自我发展”的“四自”之路,取得了显著的经济和社会效益。1993年完成产值1100万元,实现利润150万元。他们的主要体会是: 一、要想管得好,班子要高效 他们项目经理部是按照动态、精干、高效的原则从处机关和下场项目人员中抽调出来的。项目经理党、政一肩挑,负责项目的全面管理。下设六个室,即:办公室2人(含一名小车司机),负责行政、食堂管理和对上对外的联系;技术室3人,负责施工技术、质量监督 There are only 13 people in the first project management department of the Eleventh Bureau and five offices. It is an independent operation, independent accounting, self-financing, and self-development that only gives brands and policies, and does not give independence for capital and equipment in the torrent of market economy. Small projects. Since April 1991, they have taken the “four-self” road of “self-support, self-management, self-management, and self-development” and have achieved remarkable economic and social benefits. In 1993, the output value was 11 million yuan and the profit was 1.5 million yuan. Their main experience is: First, to manage well, the team should be efficient Their project manager department is drawn from the agency and the end project personnel in accordance with the principles of dynamic, lean and efficient. The project manager, the party and the government, took charge of the overall management of the project. It consists of six rooms, namely: 2 people in the office (including a car driver) responsible for administrative and canteen management and contact with foreigners; 3 technical rooms responsible for construction technology and quality supervision