General Secretary Xi Jinping's relevant expositions on cultivating new quality productive forces and promoting scientific and technological innovation and industrial innovation have provided important theoretical guidance and practical suggestions for the construction industry and the engineering construction field, leading these industries to march on a new journey toward the goal of high-quality development.

　　New quality productive forces take scientific and technological innovation as their core, break away from traditional development models, meet the needs of high-quality development, and demonstrate a production mode with a higher degree of integration and entirely new connotations in the digital era. Traditional concepts hold that construction project management mainly involves investment, schedule, and quality control. However, in recent years the international project management field has seen the emergence of the concepts of "Project Management 2.0" and the "project economy," bringing disruptive changes. Among them, "Project Management 2.0" emphasizes that the goal of a project is to realize delivered value rather than merely completing a construction product, and stresses that through a clear value delivery system, value can be embodied in multiple forms, including economic, social, theoretical, and political aspects.

　　General Secretary Xi Jinping pointed out that new quality productive forces are advanced production modes in which innovation plays a leading role, breaking away from traditional economic growth models and productivity development paths, possessing the characteristics of high technology, high efficiency, and high quality, and conforming to the new development philosophy. The formation of new quality productive forces relies on revolutionary breakthroughs in technology, innovative allocation of production factors, and deep industrial transformation and upgrading; their core connotation lies in optimizing the combination of workers, means of labor, and objects of labor, with a significant improvement in total factor productivity as the core marker. New quality productive forces are characterized by innovation, their key lies in quality, and their essence is embodied in advanced productivity. This important exposition profoundly clarifies the basic theory of new quality productive forces.

　　Although China has placed considerable emphasis on construction industry management, deficiencies remain in the management of government-invested public works in such aspects as management systems, institutions, and methods. Therefore, we need to systematically establish and improve these aspects to enhance the management level and efficiency of public works, so as to ensure that similar accidents do not recur. As far as the construction industry is concerned, from a development perspective, China still has a window of development opportunity of about 10 years; in terms of improving productivity levels and efficiency, China's construction industry still has great room for improvement; in terms of enterprise operating quality and internationalization level, Chinese construction enterprises, including design, engineering management consulting, and construction firms, still need to make more efforts. In the process of internationalization of construction enterprises, a considerable gap exists between Chinese and foreign construction enterprises. According to data on the internationalization levels of the top 20 global largest international contractors from 2011 to 2021, the internationalization rate of Chinese enterprises showed a declining trend, rising from 13.4% in 2011 to a peak of 24.7% in 2013, but then continuously declining to 9.9% in 2021; over the same period, the internationalization rate of foreign enterprises among the top 20 global largest international contractors remained basically stable at between 60% and 70%. The construction industry still faces problems such as being "large but not strong" and "comprehensive but not excellent."

As is well known, various localities and industry organizations have compiled and issued more than ten relevant group standards, but differences among these standards remain significant. Why have standard contracts and consistent fee standards for lifecycle engineering project consultants not yet been formulated internationally? The fundamental reason for this phenomenon is that whole-process engineering consulting is not a specific contract model but a production organization model, which falls within the relatively broad field of production relations. Only by properly handling such production relations can productivity be promoted, thereby forming a more advanced form of productivity.