The Research On Regional Program Managementof A Large State-owned Construction Companies

Project method of construction, project management have been implemented and developed in China at least two or three decades, which played a very active role in improving the management efficiency, economic efficiency and the quality of business development. But in recent years, enterprise project management of construction of temporary, short-term business activities, one-time allocation of resources, profits and market trends, thin nature of the brutal nature of project management has become the bottlenecks to restrict enhance the development of enterprises.The purpose of the study and general ideas on how this article around the strategic objectives of the corporation, deep integration resources, scientific and standardized management and control projects, and continuously improve "three benefits", long-term maintenance market, actively explore, practice, program management of construction enterprises. In a dynamic economic environment conditions, large State-owned construction Enterprise how to use, customer integration project within the regional groups and of personnel, financial, physical, technological, and cultural resources, how to "guerrilla warfare" to "positional warfare" changes to further raise the level of program management and regional development. Focus of proof of a large State-owned construction enterprises in the East China regional program management, program management in the region have primary responsibility for supervision and management of good "long triangle" area project (program), further maintenance East China infrastructure market.There are four main research contents section of this article:the first, a brief description of the project background, current situation and problems, to propose to the regional program management necessity, urgency and relevance; The second part, analysis of regional program management environment, resources and conditions, clear regional program in the management of the external environment, strategic positioning and development; The third part, based on the above analysis, discussion on the establishment of a regional mechanism and control measures of program management, and explores the implementation of the regional program management, management control system and risk management; Notes on part â…£ regional program management practices and their effectiveness, to empirical exercising regional program management, and finally concluded.