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

The reason why the construction management work is so complicated is because the management projects are diverse, involving project organization management, project risk management, construction cost management, project quality management, project progress management, project procurement management and other management fields. To standardize, orderly, efficiently, and coordinate, the workload is very huge. The second is because the relationship between various management projects is complicated. From the construction to the acceptance of a construction project, the intermediary projects need to be connected with many people, the time span is long, and the relationship between them is close. The construction progress may affect the construction cost, and the construction cost will inevitably have an impact on the quality of the project. Such interlocking management projects need the management personnel to clarify them one by one, formulate practical measures, and require the project construction personnel to strictly implement them. Otherwise, management confusion is very likely to occur. The third is professionalism. Construction management of construction engineering is different from general organizational human management. It has strong real-time, fluidity, suddenness and logic. If managers do not have corresponding professional knowledge or experience, there is a risk of communication and understanding in practice. It is difficult to deal with some emergencies well, and it is difficult to do the construction management work in place. The fourth is mobility. The progress of construction projects may not be fully implemented according to the predetermined plan. It is likely to be interfered by various natural (such as stormy weather) and man-made (material shortages, absenteeism, etc.) factors. At this time, it is very challenging for managers How to promote the progress of the project construction while reducing the loss as much as possible, and ensure the completion of the construction project on time and according to the quality, requires the construction management personnel to have excellent on-the-spot response and coordination and scheduling ability.

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.