What is the PMC post in enterprise management position and what is its job content?

PMC-Project Management Mode With the landing of well-known foreign construction enterprises in China, some internationally popular construction management modes have been introduced one after another, and "project management contract" is one of them. This mode means that the project owner hires a company (usually an engineering company or consulting company with considerable strength) to manage the whole project process on behalf of the owner. The company is called "Project Management Contractor (PMC)" in the project. When choosing this mode to manage the project, the owner only needs to reserve a small part of infrastructure management power and make decisions on some key issues, and most of the project management work is undertaken by the project management contractor.

I. Work contents of PMC

According to the work scope of PMC, it can be generally divided into three types: one is to manage the project on behalf of the owner, and also undertake the design/procurement/construction of some out-of-bounds and public facilities (hereinafter referred to as general contracting mode /EPC). For PMC, this working method has high risks and corresponding profits and returns. Second, as an extension of the owner's management team, manage EPC contractors without undertaking any EPC work. The corresponding risks and rewards of this PMC model are lower than those of the previous model. Third, as the consultant of the owner, supervise and inspect the project and report the unfinished work to the owner in time. This PMC model has the lowest risk, close to zero, but the return is also very low.

According to the internationally accepted project phase division method, the project can be divided into two stages, namely, the preliminary stage (also known as the definition stage, FEL or FEED) and the implementation stage (also known as the EPC stage, namely the design/procurement/construction stage). Pre-stage refers to the stage before the start of detailed design, including all engineering activities before the start of detailed design. Although the workload of this stage only accounts for 20%-25% of the whole engineering design workload, the impact of this stage on the whole project investment is as high as 70%-90%, so this stage is very important to the whole project. In the early stage of the project, the task of PMC is to manage the project on behalf of the owner. Mainly responsible for the following work: optimization of project construction scheme; Optimize project risk management to disperse or reduce project risks; Provide financing plan to assist the owner to complete the financing work; Review the design documents of the process package provided by the patentee, put forward the unified standards and specifications of the project, and be responsible for organizing or completing the basic design, preliminary design and overall design; Assist the owner to complete the relevant examination and approval of all aspects of the project by government departments; Put forward the list of equipment and materials suppliers and the list of imported equipment and materials; Put forward the project implementation plan and complete the project investment estimation; Prepare EPC (or EP) bidding documents, pre-qualify EPC (or EP) bidders, and complete bidding and bid evaluation.

In the project implementation stage, the winning general contractor is responsible for detailed design, procurement and construction. At this stage, PMC is responsible for the management, coordination and supervision of all projects on behalf of the owner until the project is completed, mainly responsible for the following work: (1) compiling and issuing unified engineering regulations; Design management, coordinate technical conditions, and be responsible for the detailed design of some parts of the overall project; Procurement management and provide procurement services for the owner's domestic procurement; Cooperate with the owner to prepare for production and organize the inspection and acceptance of the device; Hand over all the information of the project to the owner.

Second, the advantages of PMC model

Through the optimization of project design, the life cycle cost of the project can be minimized. PMC will make an all-round technical and economic analysis and comparison of the whole project according to the actual situation of the project location and make use of its own technical advantages, and optimize the whole design based on the principles of perfect function, advanced technology and economy.

After the basic design is completed, through certain contract strategies, the appropriate contract method is selected for bidding. First of all, the project needs to be divided into several work packages, and the following principles should be followed when subcontracting: division by region (equipment with similar layout is placed in one package); Reduce and simplify interfaces; Each package limits a certain amount of investment to resolve or reduce the risks brought by EPC. The main contract forms to be considered are EPC, EP+C and E+PC. In addition, there are other contract forms such as fixed unit price contract (including service contract) and lease contract. PMC will comprehensively consider which contract form to adopt according to the design depth, technical complexity, construction period and engineering quantity of different work packages, so as to save investment for the owner as a whole.

Reduce investment through PMC's multi-project procurement agreement and unified project procurement strategy. Multi-project purchase agreement is a supply agreement signed between the owner and the manufacturer for a commodity (equipment/materials). The manufacturer who signed an agreement with the owner is the only supplier of the goods (equipment/materials) in this project. Through this agreement, the owner can get preferential treatment in terms of price, daily operation and maintenance, etc. Each EPC contractor must purchase the corresponding equipment according to the agreement provided by the owner. Multi-project procurement agreement is an important part of PMC project procurement strategy. In the project, it is necessary to choose the goods category in an appropriate amount, and do not restrict the EPC contractor too much, which will affect its enthusiasm. PMC should also be responsible for promoting cooperation among contractors to achieve the owner's goal of reducing the total investment of the project, including obtaining a reasonable amount of export credit and fully meeting the requirements of the plan.

Cash management and cash flow optimization of PMC. PMC can optimize the cash flow of the whole project through its rich experience in project financing and financial management and combined with the actual situation of the project. In addition, the contract form between the owner and PMC is basically a form of cost plus reward. If the investment is saved through effective management of PMC, PMC will get a certain percentage of the saved part as a reward.

Compared with the traditional management mode of capital construction headquarters in China, PMC has the following advantages: First, it helps to improve the management level of the whole project construction period and ensure the smooth completion of the project. Most of the companies that the owners choose to undertake PMC are well-known engineering companies at home and abroad. They have rich experience in project management and many years of PMC background. Because they are specialized in engineering construction management, their technical strength and management level are stronger than those attached to the owner's infrastructure headquarters. Second, it is conducive to helping owners save project investment. Most of the contracts signed by the owner and PMC stipulate that investment savings should be rewarded in proportion. Under normal circumstances, PMC will try its best to save investment for the owner on the premise of ensuring the project quality and construction period. Generally speaking, PMC is fully involved in project management from design to project completion. From the beginning of basic design, they can carry out control based on the principle of economy, so as to reduce the investment in project procurement and later construction and achieve the purpose of saving costs. Third, it is conducive to streamlining the management organization of the owners during the construction period. For super-large projects, if the owner chooses the construction headquarters for management, it is bound to need to set up a headquarters with a large number of people and complex organization. Moreover, how to arrange these people after the completion of the project is also a headache for the owners. The relationship between PMC and the owner is a contract employment relationship. During the construction period, PMC will set up an organization suitable for the project according to the characteristics of the project to assist the owner to carry out the work. The owner only needs to keep a small number of personnel to manage the project, which is convenient for the owner to streamline the organization. Fourth, it is beneficial for owners to obtain financing. In addition to daily project management, PMC will also provide comprehensive support to the owners in project financing and export credit. Because companies engaged in PMC are familiar with international financing institutions and export credit institutions, they often play an important role in helping owners choose financing and export credit institutions. In order to ensure the success of their investment, financing institutions are willing to accept the management of these PMC engineering companies to ensure the smooth completion of the project and the realization of their investment income. These functions are not played by the domestic infrastructure headquarters in the project construction.

Existing shortcomings and suggestions

At present, there are still some shortcomings for domestic engineering companies to undertake PMC. No PMC working experience, lack of overall planning and initiative in project implementation. Customers are Chinese and foreign owners with different cultural backgrounds. While carrying out the owner's intention and meeting the contract requirements, we should make extra efforts to win over Chinese and foreign owners. As an internal PMC, China Company is generally easy to be understood and recognized by the Chinese side in the joint venture company, but it is difficult to be recognized by the foreign owners due to the work concept and communication mode. There are cultural differences within PMC consortium and different corporate cultures, but China Company has just entered the market economy environment, and it is difficult to adapt to these differences for a while. Within PMC, unified procedures, unified methods, unified regulations and standards are required, and the planning and foresight of the work are quite strict; However, many employees of China Engineering Company still adhere to the traditional working methods, and it is difficult to adapt to this new change. Chinese personnel participating in the project team have to endure difficulties in language communication, management mode, working environment and habits. It is necessary to organically combine traditional experience and methods with advanced management mode, and get the understanding and recognition of local governments. Compared with foreign engineering companies, there is a big gap in the working methods and depth of HSE, and there is a lack of quantitative analysis means. There is a shortage of professionals in law, insurance and taxation.

Combining the above aspects, the author puts forward the following suggestions:

Chinese and foreign countries should carry forward the principle of complementary advantages in engineering construction. Generally speaking, it is suggested that Chinese and foreign parties adopt the following division of labor mode in the project managed by PMC in China: the process design and basic design are generally undertaken by the foreign party; The Chinese side mainly undertakes detailed design, domestic procurement, on-site construction management, preliminary design and government approval. It is suggested that the work of quality, control, safety and other functional departments should be shared by both Chinese and foreign parties. The foreign party can provide some internationally accepted procedures, and the Chinese side can supplement and modify them according to the actual situation in China for use in the project.

Make full use of advanced management experience of foreign companies. As a PMC consortium, foreign companies generally have a lot of advanced experience in basic design of process equipment, overall optimization of projects, project financing and project procedures. In this regard, China should actively learn from these advantages and make full use of them.

Make full use of China's design, procurement and construction management resources to reduce the project cost. By making maximum use of local resources, the project cost can be reduced and investment can be saved. At the same time, domestic engineering companies are familiar with domestic infrastructure procedures, which is convenient for the government to approve projects, familiar with domestic mandatory standards, norms and laws, and avoid rework caused by ignorance of laws and regulations.

The management work interface should be effective. The project is a complex system engineering, which needs to effectively and properly handle the interface relationship among the third parties such as the owner, the patentee, the project management contractor, the design contractor and the construction unit. The project should set up a special interface manager. The interface manager is responsible for formulating and improving the interface management manual of the project. The manual needs to confirm the interface relationship, information transmission mode, respective responsibilities and interface working procedures of relevant parties.

The work of PMC should mainly focus on overall coordination and project management. As the representative and extension of the owner, PMC is mainly responsible for the overall management of the project, and the specific project implementation is undertaken by EPC or EP+C general contractor, so PMC must not interfere with the work of the general contractor too much. Project manager alliance, project management issues.

The introduction of PMC management mode in the field of engineering construction will certainly improve the management level of domestic engineering companies. Domestic engineering companies should strengthen management, cooperate closely with foreign companies, learn from foreign advanced project management experience, and train a group of technical and management experts who can carry out international projects purposefully and planned, so as to promote the improvement of overall management level. [Edit this paragraph] Application of project management mode in domestic projects PMC project management mode is suitable for the project management of capital construction projects. The scope of application is applicable to the whole process of engineering construction, that is, the whole process from project establishment to project completion acceptance.

Woven bag factory has no project management organization. In view of our company's reputation in the first, second and third phases of ethylene project management in Petrochemical Complex for many years, the woven bag factory entrusted our company to manage the project implementation phase.

For the first time, the expansion project of woven bag factory in Daqing Petrochemical Complex adopted PMC project management mode to manage the project. After five and a half months of operation, remarkable results have been achieved. Although the project is relatively small, the basic theories, methods, steps and means of PMC management have successfully embodied and summarized a set of project management mode suitable for China's national conditions and the characteristics of the enterprise itself, and at the same time, they have made preliminary preparations for connecting with the international construction market. This achievement is operable and can be popularized and applied in future project management.

According to the characteristics of PMC project management mode, we have established a project organization in which the owner participates in management, and the owner's representative has the decision-making power on major issues of the project: selecting the construction unit, paying the project settlement, selecting the equipment manufacturer, etc. We assign a project manager to be fully responsible for the project construction management, and assign a group of professional and experienced managers to cooperate with the project manager. We have made a PMC project management plan, which decomposes the overall goal into a goal decomposition system: the quality goal is decomposed into subprojects, the progress goal is decomposed into weekly plans, and the investment goal is decomposed into monthly investments. Quality control is mainly process control, schedule control is mainly daily schedule, and investment control is mainly weekly investment. In order to ensure the smooth realization of the goal, a series of systems and measures have been formulated, and pre-control and feedback control are emphasized in the control. According to the plan tracking feedback control review procedure, the deviation is found in time, and the plan is constantly adjusted to ensure the realization of the goal.

PMC project management integrates the requirements of ISO9002 standard. Project management is planned, organized, implemented, checked, fed back, corrected and verified according to the project construction management procedure, and the control process forms a closed loop to realize PDCA cycle.

PMC project management includes HSE management system, emphasizing that health is the foundation of everything, safety first, prevention first, protecting the earth and caring for our surrounding environment. Ensure the realization of HSE objectives by formulating a series of systems and measures.

The establishment of PMC project management information coding system provides concrete operation methods for project management. The information involved in different departments can be different from each other, and can also cross and influence each other. With the progress of the project, the amount of information is increasing, and information materials are constantly forming. Through continuous sorting, analysis and judgment, the problems existing in project management are found out and corrected in time to achieve perfect management. The specific process of applying PMC project management mode in bag factory project preparation is as follows:

First, set the PMC control target.

PMC project management mode implements target management, and makes clear control objectives according to the specific requirements of the construction unit for the construction project. PMC control objectives include: quality control objectives, schedule control objectives, investment control objectives and safety control objectives.

Under the requirements of specific objectives, PMC management mode ensures the full realization of PMC control objectives with its unique organization, operation mode, management procedures and implementation measures.

Second, establish PMC project management organization and post responsibilities of PMC project management organization

PMC project management organization adopts the way that the project management unit and the construction unit jointly manage the construction project. The construction unit shall send on-site representatives (owners' representatives) to conduct macro-management of the project and make decisions on major issues. The project management unit sends a management team to micro-manage the project and report to the site representative in time. The organization chart is as follows:

operating duty

(1), manager: fully responsible for planning project management objectives, formulating team rules and implementing plans. Instructions, decisions, coordination, rewards and punishments.

(2) Deputy manager (owner's representative): select the construction unit, pay the project settlement, be responsible for purchasing materials and equipment, and supervise and guide the project.

(3) Administrative Manager: Assist the manager in his work, compile and revise management procedures, formulate management norms and check the implementation.

(4) Safety group: HSE management and inspection.

(5) Quality Group: formulation and implementation of quality objectives, quality management, inspection and supervision.

(6) Technical team: standard and standardized management, preparation of work instructions, review and application of new technologies and materials. Check the contractor's construction organization design, construction scheme and technical measures.

(7) Business Group: formulate principles and plans, implement plans, control contracts, schedule plans and budget management (provide bill of quantities, cost and value-added management of sub-projects).

(8) Operation group: make detailed progress details, equipment and materials usage, complete project progress trend records and provide trend reports.

(9) Control group: tracking and data collection, deviation cause evaluation and analysis, corrective measures formulation, risk evaluation and analysis, deviation prediction, preventive measures formulation, process prediction and management report. X reference/view/15073.htm