Basic research determines the depth and breadth of a country's technological innovation. Since the 18th National Congress of the Communist Party of China, the Party Central Committee, the State Council and relevant ministries and commissions have vigorously promoted the development of my country's basic research work, aiming to solve the problem of weak basic research, enhance scientific and technological strength and innovation capabilities, and achieve more major breakthroughs in original results. In the early days of the "14th Five-Year Plan", the China Academy of Launch Vehicle Technology took the lead in implementing a major basic research project. The project was decomposed into several projects, topics, and special topics from top to bottom, so it is called the project group for short. There are complex coupling and interface relationships between projects, topics and topics, and topics within the program group. Therefore, the program has the characteristics of complex systems, numerous basic scientific problems, strong independent innovation, and wide cooperation scope. Since the establishment and implementation of the project group, the management organization has been exploring, practicing, summarizing and improving, focusing on the four aspects of organizational construction, project management, innovation mechanism and basic guarantee, strengthening the top-level design, and systematically building an organization and management system with advanced concepts, standardized systems, and scientific and efficient organization and management.
1. Framework Design Principles of Program Organization Management System
The program group has the characteristics of foundation, system and innovation, with the goal of practical efficiency improvement, and follows the following principles in the design of the organizational management system framework:
Orientation. Strengthen the goal orientation, firmly grasp the basic research positioning of the project group, follow the basic research rules, highlight the characteristics of basic research, focus on refined, standardized and quantitative management goals, and realize scientific management.
completeness. Strengthen the system thinking, organize and implement the whole process and all elements of the project group, coordinate the design of various management elements, pay attention to the coordination and matching between the elements, and ensure the linkage between the front and back of the system and the linkage between the left and right.
innovative. Implement new development concepts, strengthen mechanism innovation, condense and solidify management innovation ideas, methods and practical results into the system, and build a basic research innovation ecosystem.
accountability. Focusing on the 4-level research model of 1 program group-M projects-N topics-P topics, the corresponding organizational structures and responsibilities at all levels are clarified; adhere to talent-oriented, fully implement the expert responsibility system, classify and stratify, and ensure the responsibility of all parties, so as to promote the rapid development of the program group.
2. Construction of program organization management system
According to the framework design principles of the program organization management system, the program organization management system is systematically constructed, which consists of two parts: the organization system and the management system. The framework of the program organization and management system is shown in Figure 1, which is described in the digital form of "1+3+3+3+22".
"1" set of detailed rules for the implementation of program management. Including the top-level requirements, general principles, organizational structure and responsibilities of the program group, as well as the management processes, requirements and measures stipulated by various management elements.
"3" top-level requirements. Including the general requirements, research ideas and work guidelines, which were put forward by the "Two General Managers" system of the program group at the beginning of the project, and are the standard requirements that all members of the project team must follow during the research and implementation process (see Table 1).
"3" organizational lines. The organizational system of the program group is an organic system composed of three lines: organizational implementation, management organization, and expert consultation, which are specified in the organizational structure and responsibilities chapter of the management implementation rules.
The first is the organization and implementation line, which is composed of the project group general command system, chief designer system, project commanders, project technical chiefs, project deputy technical chiefs, project commanders, project chiefs, project leaders and relevant researchers. Select backbone talents with high level of basic theory and strong innovation ability to join the project team and equip a team of strong basic research talents.
The second is the management organization line. Set up a program-project-project three-level management organization to implement hierarchical management of various management tasks. The program management office is established by the project group general unit, which is the office of the "two general" system of the program group; the project management office is set up by each project research unit; the project management agency is set up by each project research unit relying on the scientific research management department of the unit. The three-level management institutions are respectively responsible for the organization, implementation, coordination and guarantee of all elements and processes of each research level, such as program group-project-subject.
The third is the expert consultation line. Set up a program group-project-subject 3-level expert consulting organization to form an expert consultation and review mechanism with hierarchical linkage and clear division of labor. They are respectively responsible for reviewing and checking the technical direction, technical plan, and technical route of each research level such as program group-project-subject, as well as reviewing and guiding supervision of important nodes such as guideline compilation, project establishment, inspection and evaluation, and contract acceptance, and provide opinions and suggestions for the future development of related professional fields.
"3" management dimensions. According to the scope of application of each element, the elements are divided into three management dimensions. One is the basic element category, which standardizes the routine business management process of the program group; the second is the innovation mechanism category, which guides the program group to carry out management innovation practice activities; the third is the basic guarantee category, which supports the smooth implementation of the program group.
"22" refers to 22 management elements. In the management implementation rules, there is a separate chapter for each element, and each element defines the preparation basis, management scope, management principles, specific management procedures, and management requirements.
3. Practical results of program organization and management system
Under the guidance of the "Two Headquarters" system, the Program Management Office compiled and formed the "Programme Management Implementation Rules", which will be released across the board after being approved by the commander-in-chief. In the past year since the implementation of the detailed rules, the process management of the program has been refined, the standardization, quality and efficiency of various tasks have been effectively improved, and the smooth implementation of various tasks of the program has been scientifically and effectively guided.
1. Practically implement the management mechanism of expert responsibility system
The "Programme Management Implementation Rules" clarifies the responsibilities of the project technical chief and the project chief in the organizational structure and responsibilities chapter. The project technical chiefs and project chiefs are the first responsible persons of this project and this topic respectively, and are responsible for the realization of the research goals of this project and this topic. Through the form of annual responsibility orders, the annual research tasks of the project technical chiefs and project chiefs are clarified, and the two-level chief responsibility is consolidated. In a series of management elements such as guide compilation, special project approval, plan management, command and dispatch, subject system, and subject chief management, project technical chiefs and subject chief technical decision-making powers and resource mobilization rights are given to enable them to effectively perform technical decision-making, technical management, and organizational implementation functions in the links of project and subject full-cycle work planning, annual plan formulation, implementation plan and technical approach determination, guideline compilation, and selection of research units. Highly matched management, technical difficulties and investment priorities.
2. Effectively guide various tasks to advance efficiently
Through the formulation and implementation of a series of management elements such as guideline compilation, special project approval, plan management, contract management, fund management, command and dispatch, inspection and evaluation, and information management, various management tasks have been effectively regulated to ensure the orderly operation of various working mechanisms. The demonstration and release of the first batch of guidelines, the establishment of the first batch of special research projects for guidelines, the preparation of full-cycle plans and the release of annual plans, the management of general contracting contracts, subcontracting contracts and special research contracts, budgeting, payment and appropriation of funds, etc. were completed on schedule.
3. Explore the establishment of an innovation management mechanism
Through the formulation and implementation of management elements such as innovation zone, unveiling the list, research alliance, and achievement transformation, actively explore new R&D concepts and models such as open integration, collaborative innovation, achievement sharing, and transformation incentives. Through the release of the first batch of guidelines and the establishment of special research projects, the project group has established a communication platform, held special seminars and professional technology exchange meetings, etc., to attract, radiate, and drive the national superior forces. It has established a stable and efficient cooperation mechanism with academicians and well-known expert teams to attract more and better talents to join the basic research team. It has initially formed a national large-scale collaborative research pattern, formed basic research synergy, and provided strong support for achieving more and greater original results and continuously improving the level of basic research. (Source: Authors of "Aerospace Industry Management": Kang Leijing, Tang Qiong, Huang Yuqiu, Zhou Shiru, Zhang Shengsheng)