摘 要
随着后危机时代的到来，我国企业纷纷进入了转型升级的关键时期，企业管理的优
化已经成为了企业是否可以顺利实现转型升级的关键所在。精细化管理作为一种先进的
管理理念，已经深入人心，因为环境工程具有重要性和复杂性，所以说这种理念在环境
项目管理中应用是具有积极意义的。在现代企业中进行项目管理是符合企业整体利益的，
在项目管理过程中精细化管理不仅仅可以促进外延式项目管理，更为关键的是可以实现
内涵式项目管理。在项目管理已经日益陷入困境的背景下，进行项目精细化管理可以促
进项目部的效益增长，以及实现企业的持续性长久发展。

在广东博信达公司环境工程项目精细化管理中依然存在工程质量、成本和安全管理
方面的问题。在提出问题的基础上对广东博信达公司环境工程项目精细化管理存在问题
的原因进行分析。在针对目前广东博信达公司在项目精细化管理中存在问题为基础，以
问题产生的原因为基本前提，建构了项目质量精细化管理体系、项目成本精细化管理体
系和项目安全精细化管理体系。

在工程的质量方面：工程的组织管理得到了明显的提高，工程项目的进度得到了控
制，项目管理得到了快速的推进，充分实现了在项目管理的过程中对质量的有效控制。

在成本管理方面，成本预测工作中取得了明显的改进，而在成本控制方法上得到了进一
步的优化，质量和工期的成本控制也得到了日益完善，提升了全员的成本管理理念。安
全管理中，安全第一的思想得到了基本确立，安全防护措施基本到位，安全管理和技术
得到了明显提升，安全检查制度得到了积极落实。

以体系化的运行初步解决广东博信达公司环境工程项目精细化管理中存在的一些
问题，并且在实际运行中取得了良好的效果。其中精细化管理在公司快速取得进步的过
程中取得了明显效果，在促进了自身稳步发展的中，也给其他公司的快速借鉴精细化管
理提供了可以参考的路径。

关键词：环境工程；项目；精细化管理；体系
Abstract
With the advent of the post-crisis era, China's enterprises have entered the critical period
of transformation and upgrading, and optimization of enterprise management has become the
enterprise whether can be the key to realize the transformation and upgrading. Fine
management as a kind of advanced management concept, has been deeply rooted in the hearts
of the people, because environmental engineering has the importance and complexity, so the
concept applied in the project management environment is of positive significance. In modern
enterprise project management is in conformity with the enterprise overall benefit, fine
management in the process of project management not only can promote the denotative
project management, and crucially can realize teaching project management. Under the
background of project management has been increasingly troubled, with growth can promote
the benefit of the project department, project of fine management and achieve the sustainable
long-term development of the enterprise.
Environmental engineering in GDBEST company still exists in the engineering project
of fine management quality, cost and safety management issues. On the basis of the questions
on GDBEST company environment project fine management this paper analyzes the causes
of problems. In view of the GDBEST problems existing in the company in the project of fine
management as the foundation, to the causes of problems as the basic premise, the
construction project quality fine refinement management system, project cost management
system and project safety fine management system.
In the quality of the project: the project organization and management has been
significantly improved, the progress of the project is under control, project management has
been rapidly advancing, fully realized in the process of project management to quality control.
In terms of cost management, cost prediction work has obtained the obvious improvement,
and get the further optimization on cost control method, quality and time limit for a project
cost control has been increasingly perfect, improve the cost management of the whole idea.
Safety management, safety first thoughts have been the basic establishment, security measures
in place, basic significantly improved its safety management and technology, has been
actively implement the safety inspection system.
Preliminary solution to systematism run GDBEST company some of the problems
existing in the environmental engineering project of fine management, and achieved good
effect in actual operation. The fine management in the process of the company's rapid
progress obtained obvious effect, in promoting the development of their steady, also provides
a quick reference for other company of fine management can reference path.
Keywords: Environmental Engineering; project management; Lean management; system;