Intelligent construction decision support system

Abstract

The invention relates to an intelligent construction decision support system, which comprises an integrated project management system of enterprises, a collaborative office platform, a financial management platform of enterprises, a human resource management platform of enterprises, a remote monitoring platform of engineering projects, an archive management platform of enterprises, a network procurement platform, and data center and knowledge management. With adoption of the intelligent construction decision support system, various problems caused by geographical restrictions are solved effectively; a process manager effectively monitors the processes, finds the bottleneck and management problems of the processes timely, and optimizes the processes, so that a basis of scientific and rational decision is provided for the optimization of the processes in the future.

Description

technical field [0001] The invention relates to a construction intelligent decision support system. Background technique [0002] There are endless project management software at home and abroad, such as BO, P6 and other project software of well-known foreign companies such as SAP and Orange, while domestic project management software is led by Xinzhongda and Kingdee. Planned cost, responsibility cost, actual cost), single-indicator risk threshold early warning. However, there are few applications in data mining, lack of intelligent analysis of one-to-many factor relationships, correlations between indicators, etc., and it is difficult to use modern data mining technologies such as scientific and rigorous decision trees and neural networks to predict project development trends ,Decision support. At the present stage, domestic and foreign related researches focus on the informatization of construction enterprises, and seldom involve the informatization and information resou...

AI Technical Summary

Problems solved by technology

[0006] 1 . It is difficult for decision-makers to obtain the data and information needed for decision-making at any time. Many managements are based on experience, and they are all based on the observation and diagnosis of company leaders on the front line;

[0007] 2 . Many reports are seen every month, but there is no effective means for retrospective analysis of report data;

[0008] 3. Most of the reports seen by the high-level are manually "filled", and the data "filled" by the next level is shown to the upper level, and the data that has been processed layer by layer is finally aggregated to the high-level and loses its due role;

[0009] 4. The company's target market segmentation and analysis can also be quantified, so that it can quickly analyze which type of business contributes to the company's profit. The corporate decision-making layer needs to analyze the business's contribution to the company's profit from multiple perspectives such as industry, region, and owner nature. However, it is difficult to quickly obtain the desired data by using the existing reports;

[0010] 5. Some corporate systems and rules that have been formed by the company are difficult to implement, such as some management and control indicators of the company, it is difficult to carry out necessary and timely intervention in key links

[0012] 1. There are invisible barriers between departments, information flow and communication are not smooth, and the information of some departments is difficult to be obtained by other departments in need;

[0013] 2. The establishment of unified basic management standards at the company level is not comprehensive, such as unified project management business processes, cost accounting subjects, resource coding, etc.

[0015] 1. It is difficult to realize the unified management of the enterprise. Because the management is not unified, whether the branches and subsidiaries can do well depends to a large extent on the competence of the leaders of the branches and subsidiaries. Since the branches are not legal persons, the losses of the branches still belong to the legal responsibility. the company to bear;

[0016] 2. Some branches inappropriately emphasize "innovation", resulting in chaotic creation and risky operation, and the result is that some effective practices of the enterprise are destroyed;

[0017] 3. It is difficult to monitor the creditor's rights and debts of branches and subsidiaries from time to time, such as project receivables, subcontracting arrears, material purchase arrears, etc., which are difficult to control at any time;

[0018] 4. There are situations where the performance of the branch and subsidiary leaders is decent when they are in office, but they suffer losses when they leave office. Since there is a large room for human manipulation in reporting the output value in the process, the settlement of loss-making projects is temporarily delayed, etc., which will cause problems. Feedback at any time

[0020] 1. It is difficult for legal persons to effectively monitor the projects. At present, the company has too many construction projects, which are distributed in many provinces, cities and regions. It only implements target management and despises process monitoring, so it is difficult to guarantee good expected results;

[0021] 2. Then there is a lag in project cost accounting. At present, the cost information fed back by the financial system is generally used. Obviously, the fund payment stage is not synchronized with the business occurrence, that is, the cost occurrence;

[0022] 3. It is difficult to effectively monitor the resource procurement process. At present, the material procurement rights are different at the head office, branch and subsidiary levels, and most of the resource procurement process management information is difficult to grasp;

[0023] 4. It is difficult to process the evaluation of project management performance. The current evaluation system for project management results is gradually quantified, and the process evaluation method is relatively single, while process evaluation and effective incentives often complement each other

[0025] 1. The responsibilities of employees need to be further clarified, and the current description of responsibilities is relatively general and difficult to implement and monitor and quantify. The premise of clear responsibilities is the clarity of business processes;

[0026] 2. It is difficult to reasonably evaluate employee performance and scientifically assess employee performance. Without a clear and complete internal business process description, it is impossible to define and quantify job responsibilities. Without clear responsibilities, it means that the evaluation indicators are difficult to quantify, which is not conducive to Employee motivation