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项目模拟股份制不是万能钥匙,不可能解决项目所有问题。因此,推行项目模拟股份制要审慎分析适用条件,只有结合市场外部环境和项目特点,才能找到一条符合企业实际的项目模拟股份制的路子。上世纪90年代,陕西建工集团所属企业在推行项目管理的早期,就先后经历了项目经理承包制、项目全额承包制、项目目标责任制等阶段,明确企业和项目经理在项目管理中的责权利,规范了项目管理,促进了效益提升。这些制度的推广实施在一段时期促进了企业的发展,但也带来一些“保盈不保亏”的现象。当前,建筑业已进入新常态,建筑市场正在发生深刻变化。为了适应
Project simulation joint stock system is not a master key, it is impossible to solve all the problems of the project. Therefore, the implementation of project simulation joint-stock system to be careful analysis of the applicable conditions, only with the market environment and the characteristics of the project, in order to find a line with the actual project simulation joint-stock enterprise. 90s of last century, Shaanxi Construction Engineering Group owned enterprises in the early implementation of project management, it has experienced the project manager contract system, the project full contract system, the project objectives such as the responsibility system, a clear business and project manager in the project management Responsibilities and rights, standardize project management and promote efficiency improvement. The promotion and implementation of these systems has promoted the development of enterprises for a certain period of time, but also brought about some phenomena such as “maintaining profits without losing profits”. At present, the construction industry has entered a new normal and the construction market is undergoing profound changes. In order to adapt