建筑施工企业项目经理动态分级管理体系综述

在阐述国际上几种权威性项目经理资格认证的基础上,对比分析我国目前项目经理管理制度中存在的问题:考试制度有待完善;需系统化职业项目经理的培养。随后以建筑施工企业视角,提出建立项目经理动态分级管理体系的总思路。首先将有一定实践经验并通过建造师制度考试的人员作为项目经理最直接的来源;然后将建造师资格考试、个人综合情商、工作业绩作为考评项目经理的三大因素,把项目经理按照综合素质划分为四个等级,并制定相应的培训机制和动态完善体系;最后,在对项目进行等级划分的基础上,再充分考虑企业长期发展、人事变动、地域性等因素对项目经理任命的影响,并综合最终现场答辩确定项目经理委派人选。

Review of Dynamic Hierarchical Management System of Project Managers in Construction Enterprise

Based on several authoritative international project manager program, the paper comparative analyzes some problems of project manager management system in our country： we should perfect examination system and systematize the development of project manager. In view of construction enterprise, proposes the general idea of dynamic hierarchical management system. Firstly, put people who have some practical experience and have past the constructor professional qualification examination as the most direct source of project manager; then puts constructor qualification examination, comprehensive personal emotional intelligence and work performance as three major factors that evaluate project manager, ranks project managers into four levels according to the comprehensive quality, and formulates the corresponding training mechanism and dynamic system; finally, based on the classification of the project and fully consideration of the impact on project manager of enterprise long-term development, personnel changes, regional and other factors, determines the project manager according to the ultimately reply.