![]() |
中标分类
行业分类
ICS分类
最新标准
|
登录注册 |
您的位置: 标准明细 |
Codeofchina.com is in charge of this English translation. In case of any doubt about the English translation, the Chinese original shall be considered authoritative. As per the requirements of Notification on issuing the Development and revision plan for engineering construction standards and codes in 2014 (JIANBIAO [2013] No. 169) of the Ministry of Housing and Urban-Rural Development, the code drafting group revised the code after extensive investigation and study, careful summary of practical experiences, making reference to relevant international standards and foreign advanced standards, and on the basis of extensive consultation. The main technical contents of this code are as follows: 1 General provisions; 2 Terms; 3 Basic requirements; 4 System of project management responsibility; 5 Project management planning; 6 Procurement and tendering management; 7 Contract management; 8 Design and technical management; 9 Schedule management; 10 Quality management; 11 Cost management; 12 Construction safety management; 13 Green construction and environment management; 14 Resources management; 15 Information and knowledge management; 16 Communication management; 17 Risk management; 18 Closing stage management; and 19 Management performance evaluation. The main technical contents revised in this code are as follows: 1 The basic requirements for project management are added, and six management characteristics are established, including project scope management, project management process, project management system, project system management, project stakeholder management and project continuous improvement; 2 The project management responsibility of "five-in-one (development, survey, design, construction and supervision units) stakeholders" is added, 3 The project design and technical management are added; 4 The project management performance evaluation is added; 5 The project management planning is modified, and the planning requirements matching with project management are added; 6 The project procurement management is modified, and the management requirements for project tender and tendering processes are added; 7 The project quality management is modified, and the requirements for high quality creation and quality control point arrangement are added; 8 The project information management is modified, and the requirements for project documents and archives management as well as project information technology application and knowledge management are added. The Ministry of Housing and Urban-Rural Development (MOHURD) is in charge of the administration of this code, and China Construction Industry Association is responsible for the interpretation of specific technical contents. Comment or advice, if any, collected during implementation of this code shall be posted to the Specialized Committee on Project Management of China Construction Industry Association (Address: Room 601, Block A, Kowloon Business Center, No. 48, Zhongguancun South Avenue, Haidian District, Beijing, 100081). Code for construction project management 1 General provisions 1.0.1 This code is formulated with a view to regulating the procedure and behavior of construction project management and improving the construction project management level. 1.0.2 This code is applicable to the project management activities of the parties relevant to construction project. 1.0.3 The construction project management shall comply with not only the requirements stipulated in this code but also those in the current relevant standards of China. 2 Terms 2.0.1 construction project an interrelated set of controlled activities (with start and end dates and meeting specified requirements) performed with a view to completing the new construction, expansion and alteration projects legally established, including the stages of planning, survey, design, procurement, construction, trial operation, completion acceptance as well as assessment and evaluation, hereinafter referred to as project 2.0.2 construction project management specialized activities of planning, organizing, directing, coordinating and controlling construction projects with systemic theory and method, hereinafter referred to as project management 2.0.3 organization an individual or group with its own functions like duties, authorities, relationships, etc. for realizing its targets 2.0.4 project management organization a unit directly implementing project management according to the authorization, which may be a project management company, a project department, a project supervision department, etc. 2.0.5 employer as stated in the Tender Document or contract, the party with the subject qualification for project contract awarding and the ability for paying contract price or the legal successor obtaining the qualifications of such party 2.0.6 contractor as stated in the contract, the party with the subject qualification for project contracting who is accepted by the employer as well as the legal successor obtaining the qualifications of such party 2.0.7 subcontractor the party undertaking partial works or services of the project and possessing corresponding qualifications 2.0.8 stakeholder an individual or organization that is capable of influencing decision making or activities, is influenced by decision making or activities or feels being influenced by decision making or activities 2.0.9 project leader (project manager) the entrusted agent for the construction project authorized by the legal representative of the organization 2.0.10 project scope management activities of defining, planning, controlling and changing the project working scope stated in the contract 2.0.11 project management responsibility system responsibility system, with project leader (project manager) as the subject, established by the organization to ensure the realization of project management target 2.0.12 responsibility document of project management document signed by the organization management and the project management organization, to specify the management targets to be reached in terms of cost, quality, construction period, safety, environment, etc. as well as the responsibilities to be borne by the project management organization and serve as the assessment and evaluation basis after the completion of the project 2.0.13 project management planning activities, on the basis of relevant information investigation and analysis and following certain procedure, to comprehensively design and arrange certain work in the future, make and select reasonable and feasible implementation scheme and, according to target requirements and environmental changes, modify and adjust such scheme so as to reach the project management target 2.0.14 procurement management activities of planning, organization, command, coordination and control carried out for obtaining the project products and services such as survey, design, construction, supervision, supply, etc. 2.0.15 tendering management activities of planning, organization, directing, coordination, control, etc. carried out for submitting the Tender Document to the Tender according to the requirements specified in the Tendering Document for bid-winning purpose 2.0.16 contract management management activities for the preparation, conclusion, performance, alteration, claim, dispute resolution and termination of project contract 2.0.17 project design management activities of planning, organizing, directing, coordinating, controlling the design of project 2.0.18 project technical management activities of planning, organizing, directing, coordinating and controlling technical works of project 2.0.19 schedule management activities of planning, organization, directing, coordination, control, etc. carried out to realize the project schedule target 2.0.20 quality management activities of planning, organization, directing, coordination, control, etc. carried out to ensure the project quality characteristic meets the requirements 2.0.21 cost management activities of prediction, planning, control, accounting, analysis and assessment carried out to realize the project cost target 2.0.22 construction safety management activities of planning, organization, directing, coordination, control, etc. carried out to protect the project implementation personnel and relevant personnel from injuries and risks affecting health 2.0.23 green construction management activities of planning, organization, directing, coordination, control, etc. carried out to implement green design, green construction, energy conservation and emission reduction as well as environment protection 2.0.24 resources management activities of planning, organization, directing, coordination, control, etc. carried out for manpower, materials, machines, tools and equipment, capital, etc. necessary for the project 2.0.25 information management activities of collection, arrangement, analysis, processing, storage, transfer, application, etc. of project information 2.0.26 communication management activities of planning, organization, control, etc. carried out for internal and external relationship coordination and information communication as to the project 2.0.27 risk management activities of project risk identification, analysis, response and monitoring 2.0.28 closing stage management activities of planning, organization, coordination, control, etc. carried out for project closing, trial operation, settlement for completed project, final account, return visit and maintenance, project review, etc. 2.0.29 management performance evaluation activities of evaluating the project management achievement and effect to reflect and determine the project management level 3 Basic requirements 3.1 General requirements 3.1.1 The organization shall identify the project demand and project scope and, on the basis of the internal relations between its project management ability, stakeholder agreement and project target, determine the project management target. 3.1.2 The organization shall follow the dynamic management principle for planning, implementation, inspection and treatment, determine the project management process, establish project management system, implement project system management, continuously improve management performance and satisfaction level of the stakeholder so as to ensure the realization of project management target. 3.2 Project scope management 3.2.1 The organization shall determine the responsibilities and procedures of project scope management. 3.2.2 The project scope management process shall cover the following items: 1 scope planning; 2 scope definition; 3 scope confirmation; 4 scope change control. 3.2.3 The organization shall carry out the project scope management throughout the whole process of the project. 3.3 Project management process 3.3.1 The project management organization shall implement project management according to the project management process, which shall include initiating, planning, implementation, monitoring and closing, and such processes are relative independent while interconnected with each other. 3.3.2 During project initiating, the project concept shall be defined, the project scope shall be preliminarily determined and the internal and external stakeholders influencing the final results of the project shall be identified. 3.3.3 During project planning, the project scope shall be defined, the expectations of the project stakeholders shall be coordinated, the project target shall be optimized, and the project management plan and planning matching the project management shall be carried out to realize the project target. 3.3.4 During project implementation, personnel and resources shall be organized according to the project management planning requirements; specific measures shall be taken to finish the works determined in project management planning. 3.3.5 During project monitoring, the project activities shall be supervised, the project progress shall be analyzed, the necessary alteration demand shall be identified and the alteration shall be implemented according to the project management planning. 3.3.6 During project closing, all processes or all activities of stages shall be completed so as to formally complete the project or stage. 3.4 Project management system 3.4.1 The organization shall establish project management system, which shall cover the following items: 1 rules and regulations specifying work content, scope, working procedure and mode; 2 responsibility system specifying the definition and relationship of work responsibilities, functions, authorities and interests. 3.4.2 The organization shall carry out overall planning for project management system according to the characteristics of project management process and on the premise of meeting the contract and organization development demands. 3.4.3 The organization shall determine the project management system according to the project management scope and specify relevant management requirements, which shall be documented, in various processes of project management. 3.4.4 The organization shall implement project management system, establish corresponding assessment and improvement mechanism and, if necessary, alternate the project management system and modify relevant documents. 3.5 Management of project system 3.5.1 The organization shall identify all the processes influencing the realization of project management target, determine their interrelation and interaction, and integrate various factors of stages within the life of project. 3.5.2 The organization shall determine the project system management methods, which shall cover the following ones: 1 system analysis; 2 system design; 3 system implementation; 4 system comprehensive evaluation. 3.5.3 The organization shall use systematic management method during project management and shall meet the following requirements: 1 Analyze and demonstrate project target and give consideration to the internal demand of each target in the project target planning process on the basis of comprehensively analyzing the internal relations among project quality, safety, environment protection, construction period and cost, and in combination with the priority level of each target; 2 Systematically integrate the project investment decision, tendering and tender, survey, design, procurement, construction and trial operation and, on the basis of comprehensively balancing the relationship between project processes and disciplines, implement project system management; 3 Manage the project implementation change risk, give consideration to the demands of relevant processes, balance various managerial relationships and ensure the systematical control of project deviation; 4 Supervise and control the project system management processes and results, and evaluate the project system management performance. 3.6 Management of project stakeholders 3.6.1 The organization shall identify all the stakeholders of the project, learn about their demands and expectations, and ensure that the project management requirements are consistent with the stakeholders’ expectations. 3.6.2 The project management carried out by the organization shall satisfy customer and take into account the expectations and requirements of other interested parties. 3.6.3 The organization shall make the stakeholders satisfied by implementing the following project management activities: 1 complying with the relevant laws and regulations of the nation; 2 ensuring the fulfillment of the project contract; 3 ensuring health and safety, and minimizing or eliminating the influence of the project on the environment; 4 establishing mutually beneficial and win-win cooperative relationship with stakeholders; 5 constructing good internal environment of the organization; 6 improving the stakeholder management level through the stakeholder satisfaction evaluation. 3.7 Continuous improvement project 3.7.1 The organization shall ensure the continuous improvement of project management and mutually integrate the external demand and the internal management so as to meet the demands of project risk prevention and organization development. 3.7.2 The organization shall interiorly adopt the following continuous improvement methods for project management: 1 taking measures to correct the rejected items found; 2 taking corrective measures to eliminate the cause of rejection; 3 taking measures in allusion to the reason of potential rejection to prevent the occurrence of rejection; 4 taking measures to continuously meet the appreciation demands of project management. 3.7.3 The organization shall review the risks of various improvement measures before process implementation so as to ensure the effectiveness and suitability of the improvement measures. 3.7.4 The organization shall carry out training for the staffs in the aspects of continuous improvement awareness and method and make the continuous improvement become the post target of staffs. 3.7.5 The organization shall carry out tracing, guidance and monitoring for the continuous improvement of project management performance. 4 System of project management responsibility 4.1 General requirements 4.1.1 The system of project management responsibility shall serve as the basic system of project management. 4.1.2 The project management organization leader responsibility system shall be the core content of system of project management responsibility. 4.1.3 Various implementation subjects and participants of the construction project shall establish system of project management responsibility to define the project management organization and personnel division, and establish a management mechanism to coordinate all parties. 4.1.4 The legal representatives of implementation subjects and participants of the construction project shall authorize and entrust the project management organization leader in written and implement the project leader responsibility system. 4.1.5 The project management organization leader shall fulfill the management responsibility according to the scope, period and content authorized by the corresponding legal representative. 4.1.6 The project management organization leader shall obtain corresponding qualifications and obtain safety production assessment certificate as per relevant requirements. 4.1.7 The project management organization leader shall perform his/her duties on his/her post according to relevant agreement, and carry out whole-process and overall management for the project. 4.2 Management of project stakeholders 4.2.1 Project stakeholders shall specify their work responsibilities and implement target management at their respective implementation stages and links to ensure the normal operation of the project. 4.2.2 The project management organization leader shall be subject to responsibility investigation and supervisory management of the relevant department according to the regulations. 4.2.3 Project management organization leader shall sign the Quality Commitment Letter before project commencement and submit it to the relevant project management organization for record. 4.2.4 The responsible parties of the project shall establish a collaborative working mechanism, for which regular meetings, disclosures and other communication modes should be adopted to avoid obstacles and conflicts during project operation. 4.2.5 The development unit shall establish a management responsibility investigation mechanism and perform verification evaluation of the management performance of all parties according to the project schedule and time nodes. 4.3 Project management organization 4.3.1 The project management organization shall undertake the management task for project implementation and the responsibility to achieve the targets. 4.3.2 The project management organization shall be in the charge of project management organization leader and shall receive the guidance, supervision, inspection, service and assessment of the functional departments of the organization, and be responsible for the rational use and dynamic management of the project resources. 4.3.3 The project management organization shall be established before the project is initiated and dissolved after completion of project or as contracted. 4.3.4 Establishment of the project management organization shall comply with the following requirements: 1 The structure shall meet the requirements of organization system and project implementation; 2 There shall be explicit management targets, operating procedures and accountability systems; 3 The organization members shall meet project management requirements and possess corresponding qualifications; 4 The division of labor in the organization shall be relatively stable and can be adjusted according to changes during project implementation; 5 The duties, authorities and interest of organization members and risks they are to undertake shall be identified. 4.3.5 The establishment of project management organization shall follow the following procedures: 1 specifying management tasks according to the Outline for Project Management Planning, Liability Statement of Project Management Target and contract requirements; 2 specifying the organization structure according to the decomposition and classification of management tasks; 3 determining job responsibilities, authorities and staffing according to the organization structure; 4 formulating the working procedure and management system; 5 reviewed and approved by the organization management. 4.3.6 The management activities of project management organization shall meet the following requirements: 1 The management system shall be implemented; 2 The management procedures shall be performed; 3 Plan management shall be implemented to ensure proper allocation and orderly flowing of resources; 4 Stress shall be placed on the guidance, supervision, assessment and evaluation of the project implementation process. Foreword ii 1 General Provisions 2 Terms 3 Basic Requirements 3.1 General Requirements 3.2 Project Scope Management 3.3 Project Management Process 3.4 Project Management System 3.5 Management of Project System 3.6 Management of Project Stakeholders 3.7 Continuous Improvement Project 4 System of Project Management Responsibility 4.1 General Requirements 4.2 Management of Project Stakeholders 4.3 Project Management Organization 4.4 Project Team Building 4.5 Liability Statement of Project Management Target 4.6 The Chief Duty, Authority, and Management of Project Management Organization Leader 5 Project Management Planning 5.1 General Requirements 5.2 Outline of Project Management Planning 5.3 Planning of Project Management Implementation 5.4 Supporting Planning for Project Management 6 Procurement and Tendering Management 6.1 General Requirements 6.2 Procurement Management 6.3 Tender Management 7 Contract Management 7.1 General Requirements 7.2 Contract Review 7.3 Contract Conclusion 7.4 Plan of the Contract Implementation 7.5 The Contract Implementation Control 7.6 Summary of Contract Management 8 Design and Technical Management 8.1 General Requirements 8.2 Design Management 8.3 Technical Management 9 Schedule Management 9.1 General Requirements 9.2 Schedule Plan 9.3 Schedule Control 9.4 Management of Schedule Modification 10 Quality Management 10.1 General Requirements 10.2 Quality Plan 10.3 Quality Control 10.4 Quality Inspection and Handling 10.5 Quality Improvement 11 Cost Management 11.1 General Requirements 11.2 Cost Plan 11.3 Cost Control 11.4 Cost Accounting 11.5 Cost Analysis 11.6 Cost Assessment 12 Construction Safety Management 12.1 General Requirements 12.2 Construction Safety Management Plan 12.3 Implementation and Inspection of Construction Safety Management 12.4 Emergency Action and Accident Handling of Construction Safety 12.5 Evaluation of Construction Safety Management 13 Green Construction and Environment Management 13.1 Basic Requirements 13.2 Green Construction 13.3 Environmental Management 14 Resources Management 14.1 General Requirements 14.2 Human Resources Management 14.3 Labor Management 14.4 Engineering Material and Equipment Management 14.5 Construction Machinery and Facilities Management 14.6 Project Cash Flow Management 15 Information and Knowledge Management 15.1 General Requirements 15.2 Information Management Plan 15.3 Information Process Management 15.4 Information Security Management 15.5 Documents and Archives Management 15.6 Information Technology Application Management. 15.7 Knowledge Management 16 Communication Management 16.1 General Requirements 16.2 Identification and Evaluation of Stakeholder’s Requirement 16.3 Communication Management Plan 16.4 Communication Procedures and Methods 16.5 Organization and Coordination 16.6 Conflict Management 17 Risk Management 17.1 General Requirements 17.2 Risk Management Plan 17.3 Risk Identification 17.4 Risk Assessment 17.5 Risk Response 17.6 Risk Control 18 Closing Stage Management 18.1 General Requirements 18.2 Completion Acceptance 18.3 Completion Settlement 18.4 Final Accounts 18.5 Maintenance Management 18.6 Project Management Review 19 Management Performance Evaluation 19.1 General Requirements 19.2 Management Performance Evaluation Process 19.3 Management Performance Evaluation Scope, Content and Index 19.4 Management Performance Evaluation Method Explanation of Wording in This Code 1 总 则 1.0.1 为规范建设工程项目管理程序和行为,提高工程项目管理水平,制定本规范。 1.0.2 本规范适用于建设工程有关各方的项目管理活动。 1.0.3 建设工程项目管理,除应符合本规范外,尚应符合国家现行有关标准的规定。 2 术 语 2.0.1建设工程项目 construction project 为完成依法立项的新建、扩建、改建工程而进行的、有起止日期的、达到规定要求的一组相互关联的受控活动,包括策划、勘察、设计、采购、施工、试运行、竣工验收和考核评价等阶段。简称为项目。 2.0.2建设工程项目管理construction project management 运用系统的理论和方法,对建设工程项目进行的计划、组织、指挥、协调和控制等专业化活动。简称为项目管理。 2.0.3组织organization 为实现其目标而具有职责、权限和关系等自身职能的个人或群体。 2.0.4项目管理机构project management organization 根据组织授权,直接实施项目管理的单位。可以是项目管理公司、项目部、工程监理部等。 2.0.5发包人employer 按招标文件或合同中约定,具有项目发包主体资格和支付合同价款能力的当事人或者取得该当事人资格的合法继承人。 2.0.6 承包人 contractor 按合同约定,被发包人接受的具有项目承包主体资格的当事人,以及取得该当事人资格的合法继承人。 2.0.7 分包人 suhcontractor 承担项目的部分工程或服务并具有相应资格的当事人。 2.0.8相关方stakeholder 能够影响决策或活动、受决策或活动影响,或感觉自身受到决策或活动影响的个人或组织。 2.0.9项目负责人(项目经理)project leader(project man-ager) 组织法定代表人在建设工程项目上的授权委托代理人。 2.0.10项目范围管理project stope management 对合同中约定的项目工作范围进行的定义、计划、控制和变更等活动。 2.0.11 项目管理责任制project management responsibility system 组织制定的、以项目负责人(项目经理)为主体,确保项目管理目标实现的责任制度。 2.0.12项目管理目标责任书 resppnsibility document of pro-ject management 组织的管理层与项目管理机构签订的,明确项目管理机构应达到的成本、质量、工期、安全和环境等管理目标及其承担的责任,并作为项目完成后考核评价依据的文件。 2.0.13项目管理策划project management planning 为达到项目管理目标,在调查、分析有关信息的基础上,遵循一定的程序,对未来(某项)工作进行全面的构思和安排,制定和选择合理可行的执行方案,并根据目标要求和环境变化对方案进行修改、调整的活动。 2.0.14采购管理procurement management 对项目的勘察、设计、施工、监理、供应等产品和服务的获得工作进行的计划、组织、指挥、协调和控制等活动。 2.0.15投标管理tendering management 为实现中标目的,按照招标文件规定的要求向招标人递交投标文件所进行的计划、组织、指挥、协调和控制等活动。 2.0.16 合同管理 contract management 对项目合同的编制、订立、履行、变更、索赔、争议处理和终止等管理活动。 2.0.17项目设计管理project design management 对项目设计工作进行的计划、组织、指挥、协调和控制等活动。 2.0.18项目技术管理project technical management 对项目技术工作进行的计划、组织、指挥、协调和控制等活动。 2.0.19进度管理 schedule management 为实现项目的进度目标而进行的计划、组织、指挥、协调和控制等活动。 2.0.20质量管理 quality management 为确保项目的质量特性满足要求而进行的计划、组织、指挥、协调和控制等活动。 2.0.11 成本管理cost management 为实现项目成本目标而进行的预测、计划、控制、核算、分析和考核活动。 2.0.22安全生产管理construction safety management 为使项目实施人员和相关人员规避伤害及影响健康的风险而进行的计划、组织、指挥、协调和控制等活动。 2.0.23绿色建造管理green construction management 为实施绿色设计、绿色施工、节能减排、保护环境而进行的计划、组织、指挥、协调和控制等活动。 2.0.24 资源管理 resources management 对项目所需人力、材料、机具、设备和资金等所进行的计划、组织、指挥、协调和控制等活动。 2.0.25 信息管理 information management 对项目信息的收集、整理、分析、处理、存储、传递和使用等活动。 2.0.26沟通管理communication management 对项目内外部关系的协调及信息交流所进行的策划、组织和控制等活动。 2.0.27风险管理risk management 对项目风险进行识别、分析、应对和监控的活动。 2.0.28收尾管理closing stage management 对项目的收尾、试运行、竣工结算、竣工决算、回访保修、项目总结等进行的计划、组织、协调和控制等活动。 2.0.29管理绩效评价management performance evaluation 对项目管理的成绩和效果进行评价,反映和确定项目管理优劣水平的活动。 3 基本规定 3.1 一般规定 3.1.1 组织应识别项目需求和项目范围,根据自身项目管理能力、相关方约定及项目目标之间的内在联系,确定项目管理目标。 3.1.2 组织应遵循策划、实施、检查、处置的动态管理原理,确定项目管理流程,建立项目管理制度,实施项目系统管理,持续改进管理绩效,提高相关方满意水平。确保实现项目管理目标。 3.2项目范围管理 3.2.且 组织应确定项目范围管理的工作职责和程序。 3.2.2 项目范围管理的过程应包括下列内容: 1 范围计划; 2 范围界定; 3 范围确认; 4范围变更控制。 3.2.3 组织应把项目范围管理贯穿于项目的全过程。 3.3项目管理流程 3.3.1 项目管理机构应按项目管理流程实施项目管理。项目管理流程应包括启动、策划、实施、监控和收尾过程,各个过程之间相对独立,又相互联系。 3.3.2 启动过程应明确项目概念,初步确定项目范围,识别影响项目最终结果的内外部相关方。 3.3.3 策划过程应明确项目范围,协调项目相关方期望,优化项目目标,为实现项目目标进行项目管理规划与项目管理配套策划。 3.3.4实施过程应按项目管理策划要求组织人员和资源,实施具体措施,完成项目管理策划中确定的工作。 3.3.5 监控过程应对照项目管理策划,监督项目活动,分析项目进展情况,识别必要的变更需求并实施变更。 3.3.6收尾过程应完成全部过程或阶段的所有活动,正式结束项目或阶段。 3.4项目管理制度 3.4.1 组织应建立项目管理制度。项目管理制度应包括下列内容: 1 规定工作内容、范围和工作程序、方式的规章制度; 2 规定工作职责、职权和利益的界定及其关系的责任制度。 3.4.2 组织应根据项目管理流程的特点,在满足合同和组织发展需求条件下,对项目管理制度进行总体策划。 3.4.3 组织应根据项目管理范围确定项目管理制度,在项目管理各个过程规定相关管理要求并形成文件。 3.4.4组织应实施项目管理制度,建立相应的评估与改进机制。必要时,应变更项目管理制度并修改相关文件。 3.5项目系统管理 3.5.1 组织应识别影响项目管理目标实现的所有过程,确定其相互关系和相互作用,集成项目寿命期阶段的各项因素。 3.5.2组织应确定项目系统管理方法。系统管理方法应包括下列方法: 1 系统分析; 2 系统设计; 3 系统实施; 4系统综合评价。 3.5.3 组织在项目管理过程中应用系统管理方法,应符合下列规定: 1 在综合分析项目质量、安全、环保、工期和成本之间内在联系的基础上,结合各个目标的优先级,分析和论证项目目标.在项目目标策划过程中兼顾各个目标的内在需求; 2 对项目投资决策、招投标、勘察、设计、采购、施工、试运行进行系统整合,在综合平衡项目各过程和专业之间关系的基础上,实施项目系统管理; 3对项目实施的变更风险进行管理,兼顾相关过程需求,平衡各种管理关系,确保项目偏差的系统性控制; 4对项目系统管理过程和结果进行监督和控制,评价项目系统管理绩效。 3.6项目相关方管理 3.6.1 组织应识别项目的所有相关方,了解其需求和期望,确保项目管理要求与相关方的期望相一致。 3.6.2组织的项目管理应使顾客满意,兼顾其他相关方的期望和要求。 3.6.3组织应通过实施下列项目管理活动使相关方满意: 1遵守国家有关法律和法规; 2确保履行工程合同要求; 3 保障健康和安全,减少或消除项目对环境造成的影响; 4 与相关方建立互利共赢的合作关系; 5 构建良好的组织内部环境; 6通过相关方满意度的测评,提升相关方管理水平。 3.7项目管理持续改进 3.7.1 组织应确保项目管理的持续改进,将外部需求与内部管理相互融合,以满足项目风险预防和组织的发展需求。 3.7.2组织应在内部采用下列项目管理持续改进的方法: 1 对已经发现的不合格采取措施予以纠正; 2针对不合格的原因采取纠正措施予以消除; 3 对潜在的不合格原因采取措施防止不合格的发生; 4针对项目管理的增值需求采取措施予以持续满足。 3.7.3组织应在过程实施前评审各项改进措施的风险,以保证改进措施的有效性和适宜性。 3.7.4组织应对员工在持续改进意识和方法方面进行培训,使持续改进成为员工的岗位目标。 3.7.5组织应对项目管理绩效的持续改进进行跟踪指导和监控。 4项目管理责任制度 4.1 一般规定 4.1.1 项目管理责任制度应作为项目管理的基本制度。 4.1.2项目管理机构负责人责任制应是项目管理责任制度的核心内容。 4.1.3建设工程项目各实施主体和参与方应建立项目管理责任制度,明确项目管理组织和人员分工,建立各方相互协调的管理机制。 4.1.4 建设工程项目各实施主体和参与方法定代表人应书面授权委托项目管理机构负责人,并实行项目负责人责任制。 4.1.5项目管理机构负责人应根据法定代表人的授权范围、期限和内容,履行管理职责。 4.1.6项目管理机构负责人应取得相应资格,并按规定取得安全生产考核合格证书。 4.1.7项目管理机构负责人应按相关约定在岗履职,对项目实施全过程及全面管理。 4.2项目建设相关责任方管理 4.2.1 项目建设相关责任方应在各自的实施阶段和环节,明确工作责任,实施目标管理,确保项目正常运行。 4.2.2项目管理机构负责人应按规定接受相关部门的责任追究和监督管理。 4.2.3项目管理机构负责人应在工程开工前签署质量承诺书,报相关工程管理机构备案。 4.2.4项目各相关责任方应建立协同工作机制,宜采用例会、交底及其他沟通方式,避免项目运行中的障碍和冲突。 4.2.5建设单位应建立管理责任排查机制,按项目进度和时间节点,对各方的管理绩效进行验证性评价。 4.3项目管理机构 4.3.1 项目管理机构应承担项目实施的管理任务和实现目标的责任。 4.3.2项目管理机构应由项目管理机构负责人领导,接受组织职能部门的指导、监督、检查、服务和考核,负责对项目资源进行合理使用和动态管理。 4.3.3项目管理机构应在项目启动前建立,在项目完成后或按合同约定解体。 4.3.4建立项目管理机构应遵循下列规定: 1结构应符合组织制度和项目实施要求; 2应有明确的管理目标、运行程序和责任制度; 3机构成员应满足项目管理要求及具备相应资格; 4组织分工应相对稳定并可根据项目实施变化进行调整; 5应确定机构成员的职责、权限、利益和需承担的风险。 4.3.5建立项目管理机构应遵循下列步骤: 1 根据项目管理规划大纲、项目管理目标责任书及合同要求明确管理任务; 2 根据管理任务分解和归类,明确组织结构; 3根据组织结构,确定岗位职责、权限以及人员配置; 4 制定工作程序和管理制度; 5 由组织管理层审核认定。 4.3.6 项目管理机构的管理活动应符合下列要求: 1 应执行管理制度; 2应履行管理程序; 3应实施计划管理,保证资源的合理配置和有序流动; 4 应注重项目实施过程的指导、监督、考核和评价。 4.4项目团队建设 4.4.1 项目建设相关责任方均应实施项目团队建设,明确团队管理原则,规范团队运行。 4.4.2项目建设相关责任方的项目管理团队之间应围绕项目目标协同工作并有效沟通。 4.4.3项目团队建设应符合下列规定: 1 建立团队管理机制和工作模式; 2各方步调一致,协同工作; 3 制定团队成员沟通制度,建立畅通的信息沟通渠道和各方共享的信息平台。 4.4.4项目管理机构负责人应对项目团队建设和管理负责,组织制定明确的团队目标、合理高效的运行程序和完善的工作制度,定期评价团队运作绩效。 4.4.5项目管理机构负责人应统一团队思想,增强集体观念,和谐团队氛围,提高团队运行效率。 4.4.6 项目团队建设应开展绩效管理,利用团队成员集体的协作成果。 4.5 项目管理目标责任书 4.5.1 项目管理目标责任书应在项目实施之前,由组织法定代表人或其授权人与项目管理机构负责人协商制定。 4.5.2 项目管理目标责任书应属于组织内部明确责任的系统性管理文件,其内容应符合组织制度要求和项目自身特点。 4.5.3编制项目管理目标责任书应依据下列信息: 1项目合同文件; 2组织管理制度; 3项目管理规划大纲; 4组织经营方针和目标; 5项目特点和实施条件与环境。 4.5.4项目管理目标责任书宜包括下列内容: 1项目管理实施目标; 2组织和项目管理机构职责、权限和利益的划分; 3项目现场质量、安全、环保、文明、职业健康和社会责任目标; 4项目设计、采购、施工、试运行管理的内容和要求; 5项目所需资源的获取和核算办法; 6 法定代表人向项目管理机构负责人委托的相关事项; 7项目管理机构负责人和项目管理机构应承担的风险; 8项目应急事项和突发事件处理的原则和方法; 9 项目管理效果和目标实现的评价原则、内容和方法; 10项目实施过程中相关责任和问题的认定和处理原则; 11 项目完成后对项目管理机构负责人的奖惩依据、标准和办法; 12项目管理机构负责人解职和项目管理机构解体的条件及办法; 13 缺陷责任期、质量保修期及之后对项目管理机构负责人的相关要求。 4.5.5 组织应对项目管理目标责任书的完成情况进行考核和认定,并根据考核结果和项目管理目标责任书的奖惩规定,对项目管理机构负责人和项目管理机构进行奖励或处罚。 4.5.6项目管理目标责任书应根据项目实施变化进行补充和完善。 4.6项目管理机构负责人职责、权限和管理 4.6.1项目管理机构负责人应履行下列职责: 1 项目管理目标责任书中规定的职责; 2 工程质量安全责任承诺书中应履行的职责; 3 组织或参与编制项目管理规划大纲、项目管理实施规划,对项目目标进行系统管理; 4 主持制定并落实质量、安全技术措施和专项方案,负责相关的组织协调工作; 5对各类资源进行质量监控和动态管理; 6 对进场的机械、设备、工器具的安全、质量和使用进行监控; 7建立各类专业管理制度,并组织实施; 8制定有效的安全、文明和环境保护措施并组织实施; 9组织或参与评价项目管理绩效; 10进行授权范围内的任务分解和利益分配; 11 按规定完善工程资料,规范工程档案文件,准备工程结算和竣工资料,参与工程竣工验收; 12接受审计,处理项目管理机构解体的善后工作; 13 协助和配合组织进行项目检查、鉴定和评奖申报; 14配合组织完善缺陷责任期的相关工作。 4.6.2项目管理机构负责人应具有下列权限: 1 参与项目招标、投标和合同签订; 2参与组建项目管理机构; 3参与组织对项目各阶段的重大决策; 4主持项目管理机构工作; 5 决定授权范围内的项目资源使用; 6在组织制度的框架下制定项目管理机构管理制度; 7参与选择并直接管理具有相应资质的分包人; 8参与选择大宗资源的供应单位; 9 在授权范围内与项目相关方进行直接沟通; 10法定代表人和组织授予的其他权利。 4.6.3项目管理机构负责人应接受法定代表人和组织机构的业务管理,组织有权对项目管理机构负责人给予奖励和处罚。 5项目管理策划 5.1 一般规定 5.1.1 项目管理策划应由项目管理规划策划和项目管理配套策划组成。项目管理规划应包括项目管理规划大纲和项目管理实施规划,项目管理配套策划应包括项目管理规划策划以外的所有项目管理策划内容。 5.1.2组织应建立项目管理策划的管理制度,确定项目管理策划的管理职责、实施程序和控制要求。 5.1.3项目管理策划应包括下列管理过程: 1 分析、确定项目管理的内容与范围; 2协调、研究、形成项目管理策划结果; 3检查、监督、评价项目管理策划过程; 4履行其他确保项目管理策划的规定责任。 5.1.4项目管理策划应遵循下列程序: 1识别项目管理范围; 2进行项目工作分解; 3确定项目的实施方法; 4规定项目需要的各种资源; 5测算项目成本; 6对各个项目管理过程进行策划。 5.1.5项目管理策划过程应符合下列规定: 1 项目管理范围应包括完成项目的全部内容,并与各相关方的工作协调一致; 2项目工作分解结构应根据项目管理范围,以可交付成果为对象实施;应根据项目实际情况与管理需要确定详细程度,确定工作分解结构; 3提供项目所需资源应按保证工程质量和降低项目成本的要求进行方案比较; 4项目进度安排应形成项目总进度计划,宜采用可视化图表表达; 5宜采用量价分离的方法,按照工程实体性消耗和非实体性消耗测算项目成本; 6应进行跟踪检查和必要的策划调整;项目结束后,宜编写项目管理策划的总结文件。 5.2项目管理规划大纲 5.2.1 项目管理规划大纲应是项目管理工作中具有战略性、全局性和宏观性的指导文件。 5.2.2编制项目管理规划大纲应遵循下列步骤: 1 明确项目需求和项目管理范围; 2确定项目管理目标; 3分析项目实施条件,进行项目工作结构分解; 4确定项目管理组织模式、组织结构和职责分工; 5规定项目管理措施; 6编制项目资源计划; 7 报送审批。 5.2.3 项目管理规划大纲编制依据应包括下列内容: 1 项目文件、相关法律法规和标准; 2类似项目经验资料; 3实施条件调查资料。 5.2.4项目管理规划大纲宜包括下列内容,组织也可根据需要在其中选定: 1 项目概况; 2项目范围管理; 3 项目管理目标; 4项目管理组织; 5项目采购与投标管理; 6项目进度管理; 7项目质量管理; 8项目成本管理; 9项目安全生产管理; 10绿色建造与环境管理; 11项目资源管理; 12项目信息管理; 13项目沟通与相关方管理; 14项目风险管理; 15项目收尾管理。 5.2.5项目管理规划大纲文件应具备下列内容: 1项目管理目标和职责规定; 2项目管理程序和方法要求; 3项目管理资源的提供和安排。 5.3项目管理实施规划 5.3.1 项目管理实施规划应对项目管理规划大纲的内容进行细化。 5.3.2编制项目管理实施规划应遵循下列步骤: 1 了解相关方的要求; 2分析项目具体特点和环境条件; 3熟悉相关的法规和文件; 4实施编制活动; 5履行报批手续。 5.3.3项目管理实施规划编制依据可包括下列内容: 1 适用的法律、法规和标准; 2项目合同及相关要求; 3项目管理规划大纲; 4项目设计文件; 5 工程情况与特点; 6项目资源和条件; 7有价值的历史数据; 8项目团队的能力和水平。 5.3.4项目管理实施规划应包括下列内容: 1 项目概况; 2项目总体工作安排; 3组织方案; 4设计与技术措施; 5进度计划; 6 质量计划; 7 成本计划; 8安全生产计划; 9绿色建造与环境管理计划; 10 资源需求与采购计划; 11信息管理计划; 12沟通管理计划; 13风险管理计划; 14项目收尾计划; 15项目现场平面布置图; 16项目目标控制计划; 17技术经济指标。 5.3.5项目管理实施规划文件应满足下列要求: 1 规划大纲内容应得到全面深化和具体化; 2 实施规划范围应满足实现项目目标的实际需要; 3实施项目管理规划的风险应处于可以接受的水平。 5.4项目管理配套策划 5.4.1 项目管理配套策划应是与项目管理规划相关联的项目管理策划过程。组织应将项目管理配套策划作为项目管理规划的支撑措施纳入项目管理策划过程。 5.4.2项目管理配套策划依据应包括下列内容: 1项目管理制度; 2项目管理规划; 3实施过程需求; 4相关风险程度。 5.4.3项目管理配套策划应包括下列内容: 1 确定项目管理规划的编制人员、方法选择、时间安排; 2安排项目管理规划各项规定的具体落实途径; 3明确可能影响项目管理实施绩效的风险应对措施。 5.4.4项目管理机构应确保项目管理配套策划过程满足项目管理的需求,并应符合下列规定: 1 界定项目管理配套策划的范围、内容、职责和权利; 2规定项目管理配套策划的授权、批准和监督范围; 3确定项目管理配套策划的风险应对措施; 4总结评价项目管理配套策划水平。 5.4.5组织应建立下列保证项目管理配套策划有效性的基础工作过程: 1 积累以往项目管理经验; 2制定有关消耗定额; 3编制项目基础设施配置参数; 4 建立工作说明书和实施操作标准; 5规定项目实施的专项条件; 6配置专用软件; 7建立项目信息数据库; 8进行项目团队建设。 6采购与投标管理 6.1 一般规定 6.1.1 组织应建立采购管理制度,确定采购管理流程和实施方式,规定管理与控制的程序和方法。 6.1.2 采购工作应符合有关合同、设计文件所规定的技术、质量和服务标准,符合进度、安全、环境和成本管理要求。招标采购应确保实施过程符合法律、法规和经营的要求。 6.1.3组织应建立投标管理制度,确定项目投标实施方式,规定管理与控制的流程和方法。 6.1.4投标工作应满足招标文件规定的要求。 6.1.5 项目采购和投标资料应真实、有效、完整,具有可追溯性。 6.2采购管理 6.2.1 组织应根据项目立项报告、工程合同、设计文件、项目管理实施规划和采购管理制度编制采购计划。采购计划应包括下列内容: 1 采购工作范围、内容及管理标准; 2 采购信息,包括产品或服务的数量、技术标准和质量规范; 3检验方式和标准; 4供方资质审查要求; 5采购控制目标及措施。 6.2.2 采购计划应经过相关部门审核,并经授权人批准后实施。必要时,采购计划应按规定进行变更。 6.2.3 采购过程应按法律、法规和规定程序,依据工程合同需求采用招标、询价或其他方式实施。符合公开招标规定的采购过程应按相关要求进行控制。 6.2.4组织应确保采购控制目标的实现,对供方下列条件进行有关技术和商务评审: 1 经营许可、企业资质; 2相关业绩与社会信誉; 3人员素质和技术管理能力; 4质量要求与价格水平。 6.2.5组织应制定供方选择、评审和重新评审的准则。评审记录应予以保存。 6.2.6组织应对特殊产品和服务的供方进行实地考察并采取措施进行重点监控,实地考察应包括下列内容: 1 生产或服务能力; 2现场控制结果; 3相关风险评估。 6.2.7 承压产品、有毒有害产品和重要设备采购前,组织应要求供方提供下列证明文件: 1 有效的安全资质; 2生产许可证; 3其他相关要求的证明文件。 6.2.8 组织应按工程合同的约定和需要,订立采购合同或规定相关要求。采购合同或相关要求应明确双方责任、权限、范围和风险,并经组织授权人员审核批准,确保采购合同或要求内容的合法性。 6.2.9组织应依据采购合同或相关要求对供方的下列生产和服务条件进行确认: 1 项目管理机构和相关人员的数量、资格; 2 主要材料、设备、构配件、生产机具与设施。 6.2.10 供方项目实施前,组织应对供方进行相关要求的沟通或交底,确认或审批供方编制的生产或服务方案。组织应对供方的下列生产或服务过程进行监督管理: 1 实施合同的履约和服务水平; 2重要技术措施、质量控制、人员变动、材料验收、安全条件、污染防治。 6.2.11 采购产品的验收与控制应符合下列条件: 1 项目采用的设备、材料应经检验合格,满足设计及相关标准的要求; 2检验产品使用的计量器具、产品的取样和抽验应符合标准要求; 3进口产品应确保验收结果符合合同规定的质量标准,并按规定办理报关和商检手续; 4采购产品在检验、运输、移交和保管过程中,应避免对职业健康安全和环境产生负面影响; 5采购过程应按规定对产品和服务进行检验或验收,对不合格品或不符合项依据合同和法规要求进行处置。 6.3投标管理 6.3.1 在招标信息收集阶段,组织应分析、评审相关项目风险,确认组织满足投标工程项目需求的能力。 6.3.2 项目投标前,组织应进行投标策划,确定投标目标,并编制投标计划。 6.3.3组织应识别和评审下列与投标项目有关的要求: 1 招标文件和发包方明示的要求; 2发包方未明示但应满足的要求; 3法律法规和标准规范要求; 4组织的相关要求。 6.3.4组织应根据投标项目需求进行分析,确定下列投标计划内容: 1 投标目标、范围、要求与准备工作安排; 2投标工作各过程及进度安排; 3投标所需要的文件和资料; 4与代理方以及合作方的协作; 5投标风险分析及信息沟通; 6投标策略与应急措施; 7投标监控要求。 6.3.5组织应依据规定程序形成投标计划,经过授权人批准后实施。 6.3.6 组织应根据招标和竞争需求编制包括下列内容的投标文件: 1 响应招标要求的各项商务规定; 2 有竞争力的技术措施和管理方案; 3有竞争力的报价。 6.3.7组织应保证投标文件符合发包方及相关要求,经过评审后投标,并保存投标文件评审的相关记录。评审应包括下列内容: 1 商务标满足招标要求的程度; 2技术标和实施方案的竞争力; 3投标报价的经济合理性; 4投标风险的分析与应对。 6.3.8组织应依法与发包方或其代表有效沟通,分析投标过程的变更信息,形成必要记录。 6.3.9组织应识别和评价投标过程风险。并采取相关措施以确保实现投标目标要求。 6.3.10 中标后,组织应根据相关规定办理有关手续。 |
联系我们
|
微信联系客服
![]() |
关于我们 | 联系我们 | 收费付款 |
服务热线:400-001-5431 | 电话:010-8572 5110 | 传真:010-8581 9515 | Email: bz@bzfyw.com | |
版权所有: 北京悦尔信息技术有限公司 2008-2020 京ICP备17065875号-1 51La |
本页关键词: |
GB/T 50326-2017, GB 50326-2017, GBT 50326-2017, GB/T50326-2017, GB/T 50326, GB/T50326, GB50326-2017, GB 50326, GB50326, GBT50326-2017, GBT 50326, GBT50326 |