In order to further enhance the company's project performance, profitability, and risk mitigation capabilities, and to elevate project operation standards, China Haisum convened a work conference to advance the project manager responsibility system and full-process full-cost dynamic management in Changsha from August 17 to August 18. Attending the meeting were esteemed leaders including Sinolight Corporation's Vice President, Secretary of the Party Committee, and Chairman Zhao Guoang, China Haisum's Vice Secretary of the Party Committee and President Chen Rongrong, Vice President and Chief Technology Officer Zhou Yuan, and Vice President Chen Zhiming.

Other attendees comprised heads of the Headquarters' Strategic Operation Center, Cost & Contract Center, and other relevant departments, as well as main leaders and supervisors from various units, project management representatives, procurement and cost control department heads, and project managers, totaling nearly 60 participants.

During the conference, the Strategic Operation Center and Cost & Contract Center presented reports on the implementation of the project manager responsibility system and dynamic cost management throughout the entire project lifecycle. Principal leaders of respective operating units reported on their respective organizational structure and regulatory system construction, principles of managing cost distribution, talent training, and other aspects related to implementing the project manager responsibility system and full-process full-cost dynamic management.

Furthermore, project management departments from Shanghai Headquarters, Beijing Company, CEC, GDE, and China Light Industry Construction, as well as project managers of the Lankuaikei project of Shanghai Headquarters, the Quzhou Huayou project of CEC, and the Fujian Liansheng project of China Light Industry Construction, shared their experiences and detailed how the project manager responsibility system and of full-process full-cost dynamic management were implemented, and put forward valuable suggestions.

During the discussion and exchange session, department heads in procurement, cost control, and other areas shared their insights and recommendations gleaned from implementing the project manager responsibility system and full-process full-cost dynamic management. Attendees also engaged in discussions concerning the clarification of project manager rights and responsibilities, managing cost distribution, and improving system functionality.

After listening to the reports and engaging in discussions, senior leaders and supervisory executives expressed specific requirements regarding relevant work.

Chen Zhiming underscored that adhering to standardized management, enhancing efficiency, and minimizing waste are essential prerequisites for successfully implementing the project manager responsibility system and full-process full-cost dynamic management. In order to effectively implement the project manager responsibility system, two crucial factors need to be considered. Firstly, it is necessary to establish a unified framework regarding the responsibilities and rights of project managers. Each unit should align these standards with their respective operational contexts to ensure clarity and coherence. Secondly, the relevant departments at the Headquarters must consistently reinforce their training initiatives to enhance the adoption and utilization rates of project management systems across all units.

Zhou Yuan emphasized that the project management system serves as the cornerstone of the project manager responsibility system and full-process full-cost dynamic management, it functions not only as a tool for project management and evaluation, but also as a mechanism for process control, dynamic management, financial transactions, and workflow governance. Sustainable improvements within the management system of each unit are essential to enhance their efficiency and performance.