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从2016年7月1日起,股份公司项目化管理工作开始实施。公司在原有组织架构和薪酬体系框架内,通过加强项目立项、评审、考核,明确项目经理、项目管理部门、项目主体责任单位、职能部门等各类角色的职责,理顺项目费用控制流程,使每件事情都有明确的责任人、项目目标、预算、计划、控制程序和执行结果,有评价和考核。按照现有的业务模式,公司项目主要分为气体投资类、销售合同类、技改工程类、科研项目类、费
From July 1, 2016 onwards, the project management of the joint-stock company will be implemented. In the framework of the original organizational structure and remuneration system, the Company rationalized the project cost control process by strengthening project establishment, assessment and examination, clarifying responsibilities of various project managers, project management departments, project responsibility units and functional departments, Everything has a clear responsibility, project objectives, budget, plan, control procedures and the implementation of the results, evaluation and assessment. In accordance with the existing business model, the company projects are divided into gas investment, sales contracts, technical transformation projects, research projects, fees