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7.3項(xiàng)目總承包管理措施
7.3.1實(shí)行項(xiàng)目經(jīng)理負(fù)責(zé)制
工程總承包部受公司法人委托進(jìn)行工程總承包管理，是企業(yè)法人在項(xiàng)目上的代表，履行合約責(zé)任和義務(wù)，工程項(xiàng)目管理以項(xiàng)目經(jīng)理負(fù)責(zé)制為核心，對(duì)工程進(jìn)行全過程、全方位的管理。
7.3.2健全各項(xiàng)規(guī)章制度
一、若有幸中標(biāo)，我公司將承擔(dān)實(shí)現(xiàn)工程綜合管理目標(biāo)和完成對(duì)雇主的合同履約的總協(xié)調(diào)和總控制的責(zé)任。為此我們將制定高標(biāo)準(zhǔn)的管理目標(biāo)（即“以規(guī)范化、標(biāo)準(zhǔn)化、科學(xué)化、程序化的管理方法，高效優(yōu)質(zhì)地完成與雇主簽訂的合同”），項(xiàng)目總承包部根據(jù)項(xiàng)目管理目標(biāo)和工程特點(diǎn)編制施工組織設(shè)計(jì)和主要施工方案，根據(jù)目標(biāo)分階段編制符合項(xiàng)目運(yùn)行規(guī)律的《質(zhì)量設(shè)計(jì)》和《安全設(shè)計(jì)》，明確各種情況下的處理方法、要求、標(biāo)準(zhǔn)及責(zé)任。
二、按照經(jīng)濟(jì)合同法，結(jié)合集團(tuán)總承包管理手冊(cè)，與所有的配屬作業(yè)隊(duì)簽訂相應(yīng)的經(jīng)濟(jì)合同，與所有的分包商簽定總包管理協(xié)議，以合約方式規(guī)范、約束相關(guān)各方的經(jīng)濟(jì)及管理行為。
三、針對(duì)本工程項(xiàng)目特點(diǎn)，我們將編制發(fā)布經(jīng)雇主備案、監(jiān)理批準(zhǔn)的統(tǒng)一實(shí)施的現(xiàn)場(chǎng)管理文件，對(duì)自有施工隊(duì)伍、指定分包商和雇主直接發(fā)包的其他分包商，制定《分包隊(duì)伍管理手冊(cè)》，以此作為項(xiàng)目全過程的管理依據(jù)和標(biāo)準(zhǔn)，嚴(yán)格實(shí)行“凡事有人負(fù)責(zé)，凡事有章可循，凡事有據(jù)可查，凡事有人監(jiān)督”的管理原則。
7.3.3以計(jì)劃管理為主線，實(shí)現(xiàn)工程總體進(jìn)度目標(biāo)
一、綜合配套計(jì)劃的制定：工程項(xiàng)目嚴(yán)格按控制計(jì)劃進(jìn)行管理，與雇主、設(shè)計(jì)、監(jiān)理以及各分包商共同制定一整套嚴(yán)密精細(xì)的工程配套計(jì)劃。在計(jì)劃編制說明中，明確闡述計(jì)劃完成所需的施工條件和要求，并予以落實(shí)。通過計(jì)劃，找出工程的關(guān)鍵環(huán)節(jié)和主導(dǎo)線路，從而為工程管理提供科學(xué)的依據(jù)，確保工程各階段目標(biāo)按期實(shí)現(xiàn)。
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二、對(duì)計(jì)劃進(jìn)行及時(shí)合理調(diào)整：項(xiàng)目對(duì)于工期的控制實(shí)行滾動(dòng)跟蹤制度，在編制下一個(gè)季度、月份以及工作周的計(jì)劃之前，進(jìn)行上個(gè)工作期的計(jì)劃完成情況跟蹤，分析工程階段工期的偏差原因，找出可能對(duì)后續(xù)施工造成的影響，并及時(shí)調(diào)整后續(xù)計(jì)劃以及關(guān)鍵線路。
7.3.4重視施工組織設(shè)計(jì)和施工方案的主導(dǎo)作用
一、項(xiàng)目建立以總承包編制的施工組織總設(shè)計(jì)為龍頭、各項(xiàng)施工方案為保障、施工技術(shù)措施為補(bǔ)充的技術(shù)管理保障體系，施工前編制分項(xiàng)施工組織設(shè)計(jì)和施工方案，按照施工組織設(shè)計(jì)和施工方案制定技術(shù)措施。
二、嚴(yán)格實(shí)行“三級(jí)技術(shù)交底制”：方案和圖紙完成后，必須確實(shí)傳遞到操作層，尤其是關(guān)鍵技術(shù)文件以及特殊節(jié)點(diǎn)技術(shù)要求、操作程序工藝、質(zhì)量控制要點(diǎn)等必須及時(shí)準(zhǔn)確地傳達(dá)到操作層，技術(shù)交底要具備針對(duì)性和可操作性，減少不必要的返工和質(zhì)量問題的發(fā)生。標(biāo)書翻譯
7.3.5建立例會(huì)制度，集中處理現(xiàn)場(chǎng)協(xié)調(diào)難點(diǎn)問題。
建立周工程例會(huì)制度，協(xié)調(diào)各專業(yè)施工工序和作業(yè)條件，確定周各專業(yè)工作內(nèi)容及進(jìn)度、質(zhì)量要求、各單位需要相關(guān)專業(yè)提供的施工配合條件、工程驗(yàn)收移交的時(shí)間、內(nèi)容和方式。
每周召開有雇主、設(shè)計(jì)、監(jiān)理和總承包以及各施工分包、主要材料和設(shè)備供應(yīng)商參加的例會(huì)，解決可能影響施工進(jìn)度的問題，定出時(shí)間和責(zé)任單位，進(jìn)行落實(shí)。
7.4總承包與雇主、監(jiān)理、設(shè)計(jì)、政府部門及周邊單位配合協(xié)調(diào)
7.4.1與雇主的關(guān)系處理
總承包與雇主的關(guān)系是合同關(guān)系，總承包按照合同約定，對(duì)雇主負(fù)責(zé)。
一、項(xiàng)目總承包全體人員要確立“雇主是顧客”的服務(wù)觀念，把工期目標(biāo)和工程質(zhì)量目標(biāo)作為核心，建造一流的建筑產(chǎn)品，讓雇主滿意。
二、總承包站在工程全局的角度，認(rèn)真履行合同條款中規(guī)定的義務(wù)，積極主動(dòng)地為雇主服務(wù)，接受雇主的領(lǐng)導(dǎo)，落實(shí)雇主的各項(xiàng)指令、決策，解決工程實(shí)施過程中遇到的問題。協(xié)助雇主處理好與設(shè)計(jì)、政府監(jiān)督部門、政府職能部門等的聯(lián)系、溝通工作。
三、總承包要科學(xué)、合理的組織工程施工，完成任務(wù)，實(shí)現(xiàn)雇主要求的各項(xiàng)目標(biāo)。
四、定期向雇主提供工程進(jìn)度報(bào)告，如實(shí)反應(yīng)工程進(jìn)展和需要雇主協(xié)調(diào)解決的問題，并積極配合雇主進(jìn)行解決。
7.4.2與監(jiān)理工程師的工作配合
監(jiān)理單位受雇主委托，在國家和地方的各項(xiàng)法律法規(guī)框架下客觀、公正地對(duì)工程進(jìn)行監(jiān)理。監(jiān)理單位在開工前向總承包進(jìn)行監(jiān)理交底，制定監(jiān)理規(guī)劃并下發(fā)總承包?？偝邪鼜囊韵聨讉€(gè)方面配合好監(jiān)理工程師的工作：
一、為監(jiān)理單位在項(xiàng)目現(xiàn)場(chǎng)提供良好的工作條件，為其順利開展工作提供保障。
二、開工前將施工組織設(shè)計(jì)、施工總進(jìn)度計(jì)劃報(bào)送監(jiān)理工程師審批，書面報(bào)告施工準(zhǔn)備情況，獲監(jiān)理批準(zhǔn)后方可開工。
三、嚴(yán)格按照監(jiān)理規(guī)程及時(shí)全面地提供物資進(jìn)場(chǎng)驗(yàn)收、分包報(bào)驗(yàn)、工程驗(yàn)收檢查等書面資料，使監(jiān)理單位及時(shí)充分地了解工程的各項(xiàng)進(jìn)展，對(duì)工程實(shí)施全面有效的監(jiān)理。
四、各類檢測(cè)設(shè)備和重要機(jī)電設(shè)備的進(jìn)場(chǎng)情況向監(jiān)理申報(bào)，并附上年檢合格證明或設(shè)備完好證明。
五、對(duì)有見證取樣要求的材料,現(xiàn)場(chǎng)取樣送檢時(shí)有監(jiān)理或雇主代表見證。
六、若監(jiān)理對(duì)某些工程質(zhì)量有疑問，要求復(fù)測(cè)時(shí)，總承包項(xiàng)目部將給予積極配合，并對(duì)檢測(cè)儀器的使用提供方便。
七、及時(shí)向監(jiān)理報(bào)送分部分項(xiàng)工程質(zhì)量檢驗(yàn)資料及有關(guān)材質(zhì)試驗(yàn)、材質(zhì)證明文件?，F(xiàn)場(chǎng)驗(yàn)收申請(qǐng)、審批資料的申報(bào)要提前提交監(jiān)理，為監(jiān)理正常的驗(yàn)收和審批留出足夠的時(shí)間。
八、積極組織總承包各部門、分包單位參加監(jiān)理例會(huì)，聽取監(jiān)理對(duì)工程施工的意見，認(rèn)真落實(shí)監(jiān)理對(duì)總承包提出的要求。
九、對(duì)監(jiān)理提出的現(xiàn)場(chǎng)問題要及時(shí)進(jìn)行總結(jié)整改，避免同類問題的再次發(fā)生；要求全體員工，包括總承包、分包單位人員，尊重監(jiān)理人員，積極配合監(jiān)理的工作，響應(yīng)監(jiān)理的指示和要求。
十、若發(fā)現(xiàn)質(zhì)量事故，及時(shí)報(bào)告監(jiān)理和雇主，并嚴(yán)格按照設(shè)計(jì)、監(jiān)理或雇主審批的方案進(jìn)行處理。
十一、工程全部完工后，經(jīng)認(rèn)真自檢，再向監(jiān)理工程師提交驗(yàn)收申請(qǐng)，經(jīng)監(jiān)理復(fù)驗(yàn)認(rèn)可后，轉(zhuǎn)報(bào)雇主，組織正式竣工驗(yàn)收。
7.3 The Measure of General Contractor’s Management of the Project
7.3.1 Practice the Project Manager Responsibility System
The project general contract department, which carries out the management by receiving the commission of corporate juridical person, is the representative of the business entity in the project to fulfill the duty and obligation of the contact. Taking the project manager responsibility system as core, we will implement the management of whole phases and all respects.
7.3.2 Perfect the Rules and Regulations
1. If we have the honor to be the bid winner, we will assume the responsibility to realize the comprehensive management purpose and complete the general coordination and control. So we will establish management purpose with high standard (i.e. “with the standardization, criterion, conforming to procedure and scientific management method, fulfill the contact signed for employer in high efficiency and good quality”). The general project contract department will compile construction organization design and main construction scheme according to the management purpose and project characteristic, establish the Quality Design and Safety Design meeting the operational rule of the project according to the purpose and different phases, and define the deal solution, requirement, standard and responsibility under different condition.
2. We will sign corresponding economic contracts with all attached construction teams, and sign general contract agreement with all subcontractors according to Economic Contract Law and the Manual for General Management of our Group, in order to standard and restrict the economic and management action of related parties.
3. Aim at the characteristic of this project, we will establish and issue the site management files recorded by the employer and the supervisor, and implement uniformly. For our own construction teams, nominated subcontractors and the contractors contracted by the employer directly, we will establish Management Manual of the Subcontractors Team, and use as the management basis and standard. Besides, we will adopt the management standard of “for every task there must be someone presided by, some regulations to abide by, some basis to check and someone to supervise”.
7.3.3 Based on Plan Management, Realize the Purpose of Overall Project Progress
1. Establish the comprehensive fitting plan: in order to manage the project according to the control plan strictly, we will establish a set of fine project fitting plans together with employer, designer, supervisor and subcontractors. In the detailed description of the plan, the necessary construction condition and requirement shall be explained and implemented. Through the plan, we will find out the key link and main line, in order to provide scientific basis for project management, and ensure the purposes of different phases complete on time.
2. Reasonably adjust the plan in time: for controlling the time limit of the project, we will adopt the rolling track system. Before establish the plan of next season, month or work week, we will track the completing condition of last plan, analyze the reason of the error exist in last phase, find out their influence on the later construction and adjust the plan and key line in time.
7.3.4 The Leading Role for Attaching Importance to Organization Design and Working Scheme.
1. For the project, we will build the technical management security system with the working organization general design compiled by the general contractor as leading role, with various working scheme as security and with the construction technical measure as complementarity. Before construction, edit sub-construction organizational design and working scheme, according to which the technical measure will be established.
2. Strictly practice the “Three Grade Technical Disclosure System”: after being completed, the scheme and drawings must pass to the construction workers, especially the key technical documents and the technical requirements, operation procedure and techniques, and quality control of special joints and so on must be handed down accurately in time. The technical disclosure shall directional and exercisable, in order to decrease unnecessary rework and quality problems.
7.3.5 Create Regular Meeting System, to Deal With the Coordination Difficulty on Site
Create the weekly regular meeting, to coordinate the working procedure and operational condition, define the week work content and progress, quality requirement, the necessary construction matching condition provided by various specialized teams, and the time, content and mode of works acceptance.
Convene a meeting presented with the employer, designer, supervisor, general contractors, subcontractors of various projects and the suppliers of main materials and equipments, to settle the problem which can impact on the construction progress, define the time and responsible units and implement.
7.4 The Cooperation and Coordination between the General Contractor and the Employer, Supervisor, Designer, Government Sector and nearby Units
7.4.1 Relationship Management with Employer
The relationship between general contractor and employer is contractual relationship, which means the general contractor should be responsible for employer according to the contents of contract.
1. The whole contractor staff of project should establish the service idea of “employer is customer”, aim the construction period and quality as core purpose, to build top-ranking buildings and make employer satisfied.
2. The general contractor should control the overall situation of project; seriously undertake the responsibilities required in items of contract, to serve the employer actively, carry out all the instructions and strategies given by employer and solve problems happened during the construction process under the guide of employer. Besides, it should provide assistance for the employer to communicate with design department, governmental watchdog, and governmental functional department and so on.
3. The general contractor should organize the construction in a scientific and reasonable way, and finally complete the duty and meet all the requirements of employer.
4. Regularly report the project programming to employer, respond the project progress according to the facts and tell employer those problems needed to solve by employer itself and actively provide assistance for employer.
7.4.2 Work in Accordance with Supervising Engineer
Entrusted by employer, the supervising unit should supervise the construction in an objective and fair way according to the national and local laws and regulations. The supervising unit should communicate with the general contractor before construction, draw up supervising plan and send it to the general contractor. The general contractor should work in conjugation with supervising engineer as follows:
1. Provide good working conditions for supervising unit at site, and guarantee them undertake works smoothly.
2. Submit the construction organizing plan and overall programming plan to supervising engineer for approval, report the construction preparation information in writing, and start construction after being approved by supervising engineer.
3. Provide such complete written materials as goods on-site acceptance, subcontracting inspection, project inspection and acceptance in time strictly according to the supervising regulations, let the supervising unit fully understand every progress of this project in time, to make complete and effective supervision for project constructing.
4. Report the on-site information of all the inspection equipments and key electromechanical devices to supervisor; attach the annual survey qualifications or equipments certifications.?
5. When sampling and inspecting the required material at site, the general contractor should invite the representatives of supervising unit or employer to witness aside.
6. If the supervising engineer doubts about some construction qualities and asks for re-inspection, the project department of general contractor should give quick responses and offer convenience for using detecting instruments.
7. Submit the divisional and partial construction quality inspection materials and relevant material tests and certification documents. The approval materials and application for on-site inspecting and accepting should be submitted to the supervising engineer in advance, in order to save enough time for supervisor to undertake normal acceptance and approval procedures.
8. Actively organize all departments and subcontracting units of general contractor to attend regular supervising meetings, listen to supervising engineer’s opinions for construction, and seriously carry out the requirements given by supervising engineer.
9. Summarize and correct the on-site problems discovered by supervisor in time, avoid occurring the same problems. Ask all staff, including general contractor, staff of subcontracting units, to respect the supervisors, and work actively in conjugation with them, meet their instructions and requirements.
10. If any quality accidents happen, report to supervisor and employer in time; handle these problems strictly according to the design and proposal approved by supervisor or employer.
11. After completely finishing the construction and making serious self inspection, submit the inspecting and accepting application to supervising engineer. Then after being re-inspected and confirmed by supervisor, submit the application to employer, and organize formal final acceptance.
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