“一体”在于削减管理层次、落实管理责任、硬化管理成本、增强核算意识、提高管理效率;“五制”主要是对项目管理的关键人物和关键环节实行有效的激励、约束和控制,保障项目管理有效运行。项目精细管理的提出背景改变项目管理粗放,确保企业彻底走出困境的需要。2005年,中冶建工初步形成了以项目经理责任制为核心的项目管理基本制度,管理得以逐步规范,但在总体上,项目管理的绩效更多地依赖于项目经理个人的素质与经验,管理仍较薄弱粗放:一是项目管理有效约束与激励不足,项目管理人员在计划经济时期形成的“等、靠、要”思想仍未彻底清除;二是项目 “One ” is to reduce the management level, the implementation of management responsibilities, hardening management costs, enhance accounting awareness and improve management efficiency; “Five ” system is mainly the key elements and key links of the project management to implement effective incentives, constraints and Control, to ensure the effective operation of project management. Proposed background of fine project management Change the extensive project management, to ensure that enterprises completely out of the woods need. In 2005, MCC initially formed a basic system of project management centered on the responsibility system of project manager, and its management was gradually regulated. However, on the whole, the performance of project management relied more on the quality and experience of individual project managers, The management is still weak and extensive: First, there are not enough effective constraints and incentives for project management; the ideas of “waiting, relying on and needing” formed by project managers in the period of planned economy have not yet been completely eliminated; secondly,