加强项目管理 不断提高项目管理水平

中国葛洲坝水利水电工程集团公司自1990年实行项目法施工管理以来，在广东花山水电站及锦江水电站工程施工管理试点中取得了明显的经济效益。1992年在三峡工程施工准备期及一期工程施工中，进一步推广项目法施工，完善了承包经营责任制，深化了企业劳动人事及财务分配制度的改革。项目管理的核心是对施工进度、工程质量、施工安全、成本与利润进行全面控制，通过对项目经理的培训、选拔与分级管理，坚持以效益为中心进行全面考核，实行施工企业“高速、优质、低耗、高效”的整体目标。当前葛洲坝集团公司正在严格评审标准、健全激励竞争机制的基础上，逐步完善项目法施工的管理体制，向更新更高的目标迈进。

Mode of investment management for Three Gorges Project

The management mode of the investment in the Three Gorges Project construction is presented in this paper. It mainly includes the following aspects: (1) In making the budget estimate for the preliminary design of the Three Gorges Project, breaking through the management mode for planning economy and practising responsibility system of the project's legal person in capital construction to adapt to the socialist market economy; (2) Adopting the principle of statically controlling and dynamically managing the investment in the Three Gorges Project; (3) Establishing two price systems for contract budget estimate and implementation budget estimate to coordinate the price relation between the investment in the Three Gorges Project and contracts;(4) Knowing well the construction progression of the Three Gorges Project and the investment situation in time, and establishing the regular investment analysis system.