Full application of Bangyong PM2 project management software in system integration industry

As a professional contractor of weak current system engineering, Mingte Networks has advanced management concepts and management systems. With the increasing number of projects under construction at the same time, coordinating various projects and various functional departments of the company ...

Yunnan Asia-Pacific Environmental PM2 Application Case

The PM2 project management system can be used to summarize the data of each department of the company, which mainly improves the internal management of the enterprise, improves the processes between the departments to be unified, and is reflected in the form of reports ...

Case of Saiding Engineering Co., Ltd.

I. Company Overview

Saiding Engineering Co., Ltd. (formerly the Second Design Institute of Chemical Industry) was established in 1958. It is a science and technology enterprise mainly engaged in engineering design and general contracting. Specialties and technical advantages, with rich design experience and visibility. Saiding has undertaken more than 600 domestic and foreign large and medium-sized key projects, including more than 100 projects including the National Science and Technology Progress Award. "Demonstration enterprise of technological innovation in the chemical industry". In 2009, China's top 500 service companies and one of the top 100 national survey and design companies were among the fastest-growing survey and design companies in China. The company has established a complete local area network system, configured 8 network servers, and set more than 1,100 information points. It is equipped with large-scale professional design and management software such as PDS, PDMS, ASPEN-PLUS, ANSYS, CAESAR-Ⅱ, and Bangyong PM2 project management system.

Second, the implementation process

Saiding Engineering Co., Ltd. is one of the earliest engineering companies with the ability to contract foreign engineering projects in China. After years of tempering domestic and foreign engineering general contracting projects, it has formed a set of effective project management methods and has a number of high-quality engineering general contracting. Professionals and more complete project management specifications and systems. However, with the improvement of the project management environment at home and abroad in recent years, and the expansion of the domestic and foreign markets of Saiding, the company's scale has continued to expand, and the company's growth has accelerated. New requirements were put forward, so before the implementation of Bangyong PM2 project management system, Saiding Company first unified and standardized the company's OBS, WBS dictionary, material library coding, and various department processes. Under the premise of unified standards and specifications, the leaders of Saiding Company made a prudent decision by adopting the implementation method of demonstration and promotion, and firstly applied the Bangyong PM2 project management system on a large EPC project, and gradually expanded the scope of application; information was established The PM2 project management team led by the center led by the core members of various departments has played a good role in the gradual penetration of Bangyong PM2 project management system in various departments.

Third, the implementation effect

After more than half a year's promotion and application, the project management informatization has achieved preliminary results:

It fulfilled the requirements of "Three Controls, Three Managements and One Coordination" of Saiding Engineering Co., Ltd.

(1) "Three controls" refers to progress control, cost control, and quality control.

In project management, time, cost, and quality are interconnected, affected, and restricted. Ensuring a balanced and reasonable relationship between the three is the basic goal pursued by project management.

The schedule in the state management system of PM2 PM2 is the main line of the entire project management. Expense management, quality management and schedule are linked to dynamically achieve a balance between time and cost and quality. In addition, the PM2 project management system adapts to the characteristics of the WBS nodes that are generally unavailable in domestic field management, and has a lot of schedule changes. It can also implement the current method adopted by domestic engineering companies: based on contract management, Branch as the main line for cost control.

Quality management tracks and manages project quality through the project's quality inspection plan (including project quality objectives, acceptance criteria, definition of quality defects, equipment inspection plans, etc.), and realizes the PDCA cycle of quality management.

(2) "Three management" refers to contract management, document management and HSE management.

Contract management: The PM2 project management system performs dynamic management of the entire process of the contract, and implements orderly management of negotiations, changes, and claims during the performance of the engineering contract according to the contract payment plan. The alarm and prompt functions in the system can help companies to track data, analyze and make decisions in a timely manner.

Document management: Document management in the project process can lay the foundation for the company's knowledge management and provide reliable experience data for future projects. Document retrieval, borrowing, return and other functions can realize document sharing, and document data permission settings can realize document security management.

HSE management: During the project implementation process, regular safety meetings are held to dynamically check the safety, forming a circular dynamic tracking management process of "discovery of issues-notification of safety issues-rectification of safety issues-feedback of rectification of safety issues".

(3) a coordination

The overall architecture mode of the PM2 project management system makes the data communication between the functional modules of PM2 unimpeded. The PM2 collaborative office module provides a convenient and fast platform for the approval circulation of project-related departments, project data transfer, and communication of office documents. To make the project data communication timely and effective, to avoid duplication of work and data redundancy.

The members of the SaiDing company's PM2 project team used the "pioneering and innovative" spirit to deeply explore the functions of the PM2 project management software. They have extended applications in collaborative office and design collaboration, fully utilized the functions of PM2, and managed for SaiDing Company. The optimization and improvement of the process were preliminary explored.

Solve the interface between Bangyong PM2 and other management systems.

Postscript

The implementation of Saiding is still in progress, and Bangyong will also actively cooperate with the next step of implementation. I believe that new sparks and new ideas will come out during the implementation.

V. Customer Evaluation

After many efforts, Bangyong's products have reached our expected usage goals. We are also fortunate to be able to choose the right software company to build our informatization work with us. After the implementation and use of PM2, I am deeper I realized that software is only a product, and service is of paramount importance. I believe that without the service of Bangyong Company, we will not have the current informationization results.

——Zhao Jinping, Director of Information Center

Typical customers in the industry

Yunnan Provincial Transportation Planning and Design Institute, Inner Mongolia Electric Power Design Institute, Ninth Design Research of Machinery Industry, etc ...

Understand the detailed application and request industry solutions:

EPC Project Management Case of Environmental Engineering Company of Shandong Academy of Environmental Sciences

I. Business Overview

Shandong Environmental Science Academy Environmental Engineering Co., Ltd. was established in 2008. It is a state-owned enterprise registered solely by Shandong Environmental Protection Scientific Research and Design Institute. The company's business involves water pollution prevention engineering, municipal water supply and drainage engineering, ecological governance and environmental restoration engineering, solid waste treatment and disposal engineering, sediment pollution prevention engineering and other fields. It specializes in engineering consulting and design, general contracting and project management, and engineering sites. One-stop industrial chain services for technical support, engineering commissioning and custody operations, environmental equipment development, agency and sales. Its project performance has covered more than 20 domestic provinces such as Shandong, Jiangsu, Henan, Hebei, Xinjiang, Inner Mongolia, Jiangsu, Shaanxi, Fujian, Guangdong, Ningxia, Sichuan, and Southeast Asian countries such as Malaysia.

The Environmental Engineering Company of the Institute of Environmental Sciences has more than 100 employees, of which 95% of all employees have a bachelor's degree or above, 65% have doctoral or master's degrees; 70% of all employees have intermediate titles or above (including senior Professional titles accounted for 30%). The company has 37 registrars of various types, with a total of 51 registrations, which provides a strong talent guarantee and technical support for the company's development and growth.

Shandong Academy of Environmental Sciences Environmental Engineering Co., Ltd. has a total of nine departments, of which seven business departments: Water Treatment Research Room 1, Water Treatment Research Room 2, Ecological Research Room, Solid Waste Treatment and Disposal Research Room, Equipment Branch, Mud research room, comprehensive research room; two management departments: chief engineering office, management room.

2. Motivation and selection process of informatization

The entire process management of the EPC project is the core business of the environmental engineering company. Before Bangyong Technology PM2, it had always used a domestic OA software as an administrative approval management system, and the design archives were archived by a certain graphic file management software. Storage, however, because the innate functional design is not targeted at the EPC business, neither OA nor the file system can meet the company's core business needs. In addition, the company's business volume has increased sharply in recent years. This, all relying on labor, has been unable to meet the management requirements of management.

After the EPC project management system was put on the agenda, leaders of engineering companies and various business departments conducted in-depth analysis of the project management software functions in the current market, especially whether the manufacturers had environmental protection industry cases, case customer applications, etc. Inspection.

After various evaluations and inspections, Bangyong PM2 project management software has been recognized by relevant leaders for its powerful functions, easy-to-use operation, and rich environmental engineering customer cases.

Third, EPC project management needs analysis

The project management system proposed by the Environmental Engineering Company of the Chinese Academy of Sciences is to provide a comprehensive multi-project management platform for related departments. It is necessary to control the entire process of planning, implementation, review, verification and confirmation of the entire project (design, procurement, Construction and installation, commissioning and assessment, HSE, and after-sales service), to manage and control the entire process of project quality, schedule, cost, and environmental and health management.

The Environmental Engineering Company of the Chinese Academy of Sciences hopes to establish a standard project management database and knowledge base through the project management system, which can continuously improve and improve the company's project management level, and meet the needs of personnel at different levels such as the decision-making level, management level and project management level of the enterprise. Requirements for project management.

1.EPC main contract management

The main objective of the management of the main contract is to establish detailed account information of the EPC general contract of the project undertaken by the enterprise to meet the management's daily dynamic contract information inquiry and monthly, quarterly, and annual fixed contract statement data requirements.

2. Design management

The design manager compiles the specific design plan according to the owner's main contract requirements and the design plan milestones issued by the project management department, and executes the design tasks according to the plan after reporting to the approval. Need to achieve the coordination of various specialties in the design process in the system.

According to the "Design Conditions Collaboration Form" to track the progress of each specialty, regularly feedback various problems in the design, the design department revised the design plan in time, and formed records and solutions.

Based on business processes, various business collaborations such as input and output review, professional capital management, and internal design review are implemented.

3. Purchasing management

Purchasing management Various process management of equipment, materials, and service procurement to achieve project goals, mainly serving the company or project's procurement department, to achieve electronic control and management of the entire process of equipment and materials procurement.

4. Construction progress and site management

Project progress management: The project management department or project department prepares the overall construction plan of the project. Each specialty prepares its own design plan, procurement plan, subcontracting plan, etc. according to the overall construction plan, and executes the construction tasks according to the plan, and feedbacks the progress regularly. The project management department regularly compares and dynamically adjusts plans and actual progress.

Construction management: The project department proposes inspections of site arrangements, construction logs, construction safety, etc. of the project department personnel and subcontractors in accordance with the specific requirements of the owner on site management, site management, construction records, quality and safety, and organizational coordination. Various requirements and records for records and tracking management. Through the "work contact list" to timely feedback various problems in the construction, and form records and solutions.

Quality and safety management: The quality and safety engineer compiles the project quality and safety plan according to the owner's requirements and project management requirements, and executes the plan after reporting to the approval. Require project personnel, subcontractors, and supplier personnel to comply with quality and safety requirements, and regularly check the implementation of the plan, and form records and solutions.

Expense management: borrowing for reserve funds according to project cost budget. Project expenses are reimbursed regularly to offset reserve funds and automatically collect project costs.

5. Subcontracting management

The project management department prepares a specific subcontracted construction plan based on the owner's main contract and the overall construction plan, and executes the plan after reporting to the approval. And require the subcontractor to execute the subcontracting project completion plan as planned. Regularly feedback the problems in the subcontractor's subcontracting project construction, and the project management department timely revises or changes the subcontracting plan, and forms records and solutions. When the main contract is changed or unforeseen during construction, and the subcontract needs to be changed, it is necessary to explain the reason and process in detail, and make a reasonable estimate of the impact of the change, and form a record. Change the subcontractor's contract and implement it according to the changed contract.

6. Management of budget and final accounts

Realize the three calculation comparisons of the budgeted cost of bidding projects, the planned cost of winning projects, and the actual cost of project implementation. Among them, the actual costs are automatically collected through various methods such as equipment and material procurement, subcontract change settlement, and expense loan reimbursement.

7.Drawing file data management

Realize the centralized and unified storage and management of design drawings and project process files, and facilitate sharing and communication.

Fourth, business carding

According to the management status and project characteristics of Shandong Environmental Science Academy Environmental Engineering Company, and combined with the experience of Bangyong Technology in the field of EPC project management, the consultant planned the following application process for it:

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In the overall business process design, the schedule is the main line and the cost control is the focus. All businesses can be linked to the nodes of the schedule and all project costs can be aggregated.

Design human resource arrangements, equipment purchase supervision and delivery plan, contract collection plan, quality plan, safety plan, drawing plan plan, etc., all support the connection with the schedule plan.

By establishing a design and management integrated management information system platform including design management, project management, procurement management, knowledge management, decision support, etc., to achieve standardized management and maximize the use of information resources, and promote the company's collaborative work efficiency and management The improvement of the level provides timely and effective support for the company's development decisions.

☆ For users in the business department, this is a collaborative work platform that solves the internal friction caused by poor communication between E, P, and C. "What should I do" and "Where to go next" are automatically realized through the system.

☆ For middle managers, they can know the immediate progress of each project, understand the problems encountered by each project, understand the cost of each project and the changes in budget gross profit, and understand what each employee in the department is doing.

☆ For the company's decision-making level, this is a [leader cockpit] that manages the overall situation, and provides accurate data and basis for decision-makers to enable them to predict, analyze, and evaluate the project construction process; both can view the reports formed by the summary, You can also drill down to the lowest level documents to view information sources and analyze problems.

Aiming at the design management business that the environmental engineering company of the Chinese Academy of Sciences focuses on, Bangyong technology consultants have designed the following management processes based on their management characteristics and requirements:

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Through the design progress plan and progress tracking, we can pay attention to the progress of the design business at any time, and combine business planning with design planning tables, input and output review, and plan tracking to achieve business synergy in the design process.

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