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At present, intelligent buildings in our country are developing rapidly, with faster growth in economically developed areas. Intelligent buildings represent a qualitative leap in the low-voltage electrical systems of conventional buildings. The rapid and intense pace of this change has led many people to have misunderstandings, and management has failed to keep up, resulting in numerous problems in the construction of smart buildings today. On the owner’s side, driven by the craze for \"smart buildings,\" they strive for too much and have overly high expectations; they use slogans such as \"world-class\" and \"not falling behind for 15 years,\" setting intelligent requirements that go beyond the functional capabilities and scale of the buildings. With no clear understanding of their own building requirements and little knowledge of information technology products, they rushed into the project, resulting in unsatisfactory investment outcomes; numerous problems arose after it was put into use. There is skepticism regarding the value-added benefits brought by intelligent integration systems, or investments in such systems are unduly reduced due to issues with where funds should be allocated. As a result, the quality of the buildings declined. Without the concept of overall integration and considerations for systematic development, bidding, design, construction, and modifications occur simultaneously, leading to severe waste from rework. There is a shortage of talent skilled in intelligent system technology, which prevents proper oversight at all stages of construction such as design, construction, and completion, and hinders the timely correction of quality issues. After the intelligent system is built, insufficient attention is paid to daily management and ongoing maintenance. In particular, issues that require attention during construction are left unaddressed. On the manufacturer side, the rise of smart buildings is giving rise to demand for intelligent system integrators. There are numerous integrated companies in the market, which are quite active and use various business tactics to secure contracts for intelligent systems. However, when considering their technical level, technical support capabilities, construction and organizational experience, as well as internal quality assurance systems, there are few companies that can truly be called system integrators. Problems in this regard include: those who claim to be intelligent system integrators are actually merely integrators of a single subsystem, or even just product sellers; they have little to no knowledge of construction, on-site installation, or project management. Therefore, effective organization and coordination are not possible, and even the subcontractors within the system are not well organized and coordinated. Business profits are given excessive consideration, with an attempt to secure the largest possible share in intelligent systems, which misleads owners. In system construction, various manufacturers act independently, arguing with each other over interfaces, which delays the project. To win the project and meet the owner’s desire for low investment, bids are drastically lowered. Once the project is in hand, profit is pursued at the expense of quality, with specifications reduced. All manufacturers claim that their products are highly \"open,\" but in reality, for market reasons, the degree of openness is limited, which makes it difficult to create integrated systems and creates potential issues during maintenance. In terms of design, faced with the rapid development of information technology, design teams are not yet very familiar with intelligent products and intelligent design methods; their capabilities in integration are particularly weak. They still need the support and close cooperation of product manufacturers and system integrators. Currently, attention in intelligent building design is mostly focused on intelligent systems, with insufficient focus on the building platform. As a result, the flexibility and adaptability of the building structure are somewhat limited, and insufficient consideration is given to the installation space, pipelines, and routing for intelligent system equipment. The owners blindly trust overseas design firms. As a result, since these teams are not experts in smart building technology, and their level of proficiency in drawing and design is not necessarily higher than that of domestic design departments, coupled with differences in cultural background, design methods, and construction practices, it is often impossible to implement the foreign-designed plans. In terms of implementation (construction, installation, commissioning, and completion), the quality of the construction teams is poor; there is a lack of experienced workers with proper training, and many farmers who have just left rural areas are involved in the construction and installation work, resulting in low quality of installation. The quality of on-site project supervisors is poor. Since this is an emerging business, it requires new and in-depth knowledge, extensive practical experience on the ground, good organizational and coordination skills, as well as familiarity with relevant regulations and standards. Therefore, the existing supervisors need retraining, and college graduates who have just graduated are not yet capable of serving as supervisors. The construction organization and management are inadequate; command is ineffective and coordination is poor, resulting in conflicts among parties involved in the construction process and low efficiency. There is insufficient emphasis on comprehensive quality management in construction; few clear quality management standards or regulations are established, such as equipment quality checks prior to construction, control parameters and quality control checkpoints at each stage of construction, requirements regarding the content and format of test reports, as well as the conditions for completion acceptance and related documents. It still relies heavily on qualitative inspection, that is, visual inspection and tactile testing. Ignore quantitative acceptance. Only through instrument testing can hidden hazards be detected. Multiple regulatory bodies in terms of standardization and administrative management: In China, from the central level to the local levels, the departments responsible for smart buildings include those in charge of construction, telecommunications, broadcasting, public security, and quality supervision. Only by working together, can these departments establish **standards for smart buildings**, thereby providing a basis for management practices and ensuring that such management is authoritative and feasible. The existing regulations or standards are insufficient, and those that do exist are already outdated. The management department lacks sufficient oversight or adequate guidelines for management, which is also closely related to the above two points. Other misrepresentations regarding smart buildings in marketing. For example, expressing the amount of A as the level of the intelligent building. For example, buildings with integrated cabling are referred to as smart buildings and so on. Excessive emphasis is placed on the role of intelligent systems, while ignoring China’s realities, its cultural background, and the role of people. There is insufficient consideration of the unity between information devices and humans. The role of consulting, general contracting, and chief supervision in smart buildings has not yet been properly recognized, and the relevant systems have not been established nor put into operation.