To effectively enhance the performance, control, and risk prevention capabilities in general contracting projects, China Haisum held the 2024 Symposium on the Implementation of the Project Manager Responsibility System on May 28 at its headquarters in Shanghai. Zhao Guoang, Vice General Manager of Poly Sinolight, Secretary of the Party Committee and Chairman of China Haisum, Chen Rongrong, Deputy Secretary of the Party Committee and President, Lin Lin, CFO and Secretary of the Board of Directors, and Li Shijun, Vice President, attended the meeting.
The attending leaders were presented with reports on the sharing of typical cases of general contracting projects and the utilization of project management systems. These operating units reported on the implementation status and improvement measures for the project manager responsibility system and the whole-process and full-cost dynamic management system.
At the meeting, the company's main leaders and responsible leaders put forward specific requirements for related work.
Li Shijun stated that, first, it is important to leverage the synergy of people and systems to fully unleash the potential and capabilities of each individual; second, the team shall interact with the platform, allowing grass-roots project personnel to get involved at an early stage and make full use of the system to achieve full module management. In addition, efforts shall be made to cultivate key talents such as project managers effectively.
Chen Rongrong said that all operating units shall change their mindset and empower every engineer and project manager through digitalization and the utilization of two systems and the system. The headquarters shall establish systems and set rules to help subsidiary companies clarify the responsibilities, rights, and benefits of project managers to achieve effective management. It is necessary to provide proper supervision, control, support, and guidance after authorizing project managers, and assist in timely risk resolution.
Zhao Guoang emphasized that the headquarters shall closely monitor the implementation of the two systems and continuously improve the systems based on the actual situation; clarify the relationship between the project department and various operating units, as well as the relationship between each operating unit and the headquarters, and further define the specific allocation of responsibilities, rights, and benefits; enable employees, especially project managers, to practice, benefit from, and actively promote the two systems and the system. It is necessary to implement the two systems and utilize the digitization system to standardize management, improve efficiency, and truly empower the operations management of general contracting projects.
The attendees included relevant leaders from various operating units, project management department heads, project managers and representatives from the Expert Committee, as well as department heads and relevant personnel from the headquarters Strategic Operation Center, Cost & Contract Center, and Financial Fund Management Center.