我局作为全国首批施工管理体制改革试点单位,在深化改革过程中,已逐步形成以工程项目管理为主体的经营管理体制,总体运行良好,为加快企业发展做出了贡献。但也程度不同地存在项目班子管理素质欠强、责权利不明晰、内控约束机制较脆弱、管理章法松驰等问题,影响和制约着工程项目管理的健康发展,亟待存利祛弊,扬长补短,使其更加完善,为企业在市场竞争中加速发展奠定坚实的基础。为此,我们从进一步强化项目管理基础建设、完善项目管理运行机制入手,研究制定了加强项目部建 As the first batch of pilot units for the reform of the construction management system in the country, the Bureau has gradually formed a management system with project management as the main body during the process of deepening reforms. The overall operation is good, and it has contributed to accelerating the development of the company. However, in varying degrees, there exist problems such as poor quality of project team management, unclear responsibilities and rights, weak internal control restraint mechanisms, and loose management management methods, which affect and restrict the healthy development of project management, necessitate the need to accumulate profits, and eliminate shortcomings. Short, make it more perfect, lay a solid foundation for enterprises to accelerate development in the market competition. To this end, we started by further strengthening project management infrastructure and improving the project management operating mechanism, researching and formulating projects to strengthen the project.