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工程项目主管是建设单位法人代表在项目的全权委托代理人,在项目管理中处于中心地位,是项目管理成败的关键。但在民营企业实践过程中,往往流于形式,存在许多弊端,这与民营企业建设工程项目主管的作用、培养、选拔不明确有着重要关系。通过对民营企业工程项目主管现状、作用进行浅析,提出培养、选拔工程项目主管的思路,以便充分发挥工程项目主管作用,促进民营企业工程项目顺利实现。
The project manager is the sole agent of the legal representative of the construction unit in the project. It is the central position in the project management and is the key to the success or failure of the project management. However, in the practice of private-owned enterprises, they tend to be mere formalities and have many drawbacks. This has an important relationship with the role of non-state-owned construction project supervisors, and the uncertainties in training and selection. By analyzing the status quo and the role of project managers in private enterprises, we put forward the train of thought to train and select project managers in order to give full play to the role of project manager and promote the smooth realization of project of private enterprises.