施工管理工作之所以如此繁杂，一是因为管理项目多样，涉及项目组织管理、项

施工管理工作之所以如此繁杂，一是因为管理项目多样，涉及项目组织管理、项目风险管理、施工成本管理、工程质量管理、工程进度管理、工程采购管理等多个管理领域，各个管理领域要做到规范、有序、高效、协调，工作量是非常巨大的。二是因为各个管理项目之间的关系错综复杂。一个建筑工程从施工到验收完成，中间工程项目需要对接的人员繁杂，时间跨度长，相互之间关系紧密。施工进度可能会影响到施工成本，施工成本也必然对工程质量产生影响，如此环环相扣的管理项目需要管理人员一一捋清，制定好切实可行的办法，并要求项目建设人员严格执行，否则极容易出现管理混乱的情况。三是专业性强。建筑工程施工管理不同于一般的组织人力管理，它具有很强的实时性、流动性、突发性和逻辑性，管理人员若不具备相应的专业知识或从业经验，存在沟通交流和理解实践上的困难，则很难将一些突发状况处理好，也就难以将施工管理工作做到位。四是机动性。建筑施工项目的进度推进并不一定能够完全按照预定的计划执行，很有可能被各种自然(如暴风暴雨天气)和人为(材料短缺、人员旷工等)因素干扰，这时就非常考验管理人员的应急处置能力，如何在尽可能减少损失的情况下，推进工程施工进度，保证建筑工程的按时、按质完成，需要施工管理人员具备优异的临场反应和协调调度能力。

The reason why the construction management work is so complicated is that the management projects are diverse, involving many management fields such as project organization management, project risk management, construction cost management, project quality management, project progress management and project procurement management. Each management field should be standardized, orderly, efficient and coordinated, and the workload is very huge. Second, the relationship between various management projects is complex. From the construction to the completion of acceptance of a construction project, the intermediate engineering projects need to be connected with complex personnel, long time span and close relationship with each other. The construction progress may affect the construction cost, and the construction cost will inevitably have an impact on the project quality. Such interlocking management projects need to be sorted out one by one by the management personnel, formulate practical and feasible methods, and require the project construction personnel to strictly implement them, otherwise it is very easy to appear the situation of chaotic management. Third, it is highly professional. The construction management of construction engineering is different from the general organization manpower management. It has strong real-time, mobility, abruptness and logicality. If the managers do not have the corresponding professional knowledge or experience and have difficulties in communication and understanding practice, it is difficult to deal with some emergencies and do the construction management work in place. Fourth, mobility. The progress of the construction project may not be carried out in full accordance with the predetermined plan, and it is likely to be disturbed by various natural (such as storm weather) and man-made (material shortage, personnel absenteeism, etc.) factors. At this time, it is very important to test the emergency response ability of the management personnel. How to promote the construction progress and ensure the completion of the construction project on time and according to quality while minimizing losses, Construction management personnel are required to have excellent on-site response and coordination and dispatching ability.

The reason why the construction work is so complicated is that the management projects are diverse, involving many management fields such as project organization management, project risk management, construction cost management, project quality management, project schedule management, project procurement management, etc. The workload of each management field is very huge. Second, it is because the relationship between various management projects is complicated. From the construction to the acceptance of a construction project, the intermediate project needs complicated personnel, long time span and close relationship with each other. The construction schedule may affect the construction cost, and the construction cost will inevitably have an impact on the project quality, so the interlocking management projects need to be sorted out by the managers one by one, and the feasible measures should be worked out, and the project construction personnel should strictly implement them, otherwise the management confusion will easily occur. Third, it is highly professional. Building construction management is different from general organizational manpower management, and it has strong real-time, liquidity, suddenness and logic. If managers do not have corresponding professional knowledge or experience, and there are practical difficulties in communication and understanding, it will be difficult to deal with some unexpected situations, and it will be difficult to do the construction management work properly. The fourth is mobility. The progress of construction projects may not be completely carried out according to the predetermined plan, and it is likely to be interfered by various natural (such as stormy weather) and artificial (material shortage, absenteeism, etc.) factors. At this time, it is very important to test the emergency handling ability of management personnel. How to promote the construction progress and ensure the timely and quality completion of construction projects with as little loss as possible requires excellent on-the-spot response and coordination and dispatching ability of construction management personnel.