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7.3項目總承包管理措施
7.3.1實行項目經理負責制
工程總承包部受公司法人委托進行工程總承包管理，是企業法人在項目上的代表，履行合約責任和義務，工程項目管理以項目經理負責制為核心，對工程進行全過程、全方位的管理。
7.3.2健全各項規章制度
一、若有幸中標，我公司將承擔實現工程綜合管理目標和完成對雇主的合同履約的總協調和總控制的責任。為此我們將制定高標準的管理目標（即“以規范化、標準化、科學化、程序化的管理方法，高效優質地完成與雇主簽訂的合同”），項目總承包部根據項目管理目標和工程特點編制施工組織設計和主要施工方案，根據目標分階段編制符合項目運行規律的《質量設計》和《安全設計》，明確各種情況下的處理方法、要求、標準及責任。
二、按照經濟合同法，結合集團總承包管理手冊，與所有的配屬作業隊簽訂相應的經濟合同，與所有的分包商簽定總包管理協議，以合約方式規范、約束相關各方的經濟及管理行為。
三、針對本工程項目特點，我們將編制發布經雇主備案、監理批準的統一實施的現場管理文件，對自有施工隊伍、指定分包商和雇主直接發包的其他分包商，制定《分包隊伍管理手冊》，以此作為項目全過程的管理依據和標準，嚴格實行“凡事有人負責，凡事有章可循，凡事有據可查，凡事有人監督”的管理原則。
7.3.3以計劃管理為主線，實現工程總體進度目標
一、綜合配套計劃的制定：工程項目嚴格按控制計劃進行管理，與雇主、設計、監理以及各分包商共同制定一整套嚴密精細的工程配套計劃。在計劃編制說明中，明確闡述計劃完成所需的施工條件和要求，并予以落實。通過計劃，找出工程的關鍵環節和主導線路，從而為工程管理提供科學的依據，確保工程各階段目標按期實現。
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二、對計劃進行及時合理調整：項目對于工期的控制實行滾動跟蹤制度，在編制下一個季度、月份以及工作周的計劃之前，進行上個工作期的計劃完成情況跟蹤，分析工程階段工期的偏差原因，找出可能對后續施工造成的影響，并及時調整后續計劃以及關鍵線路。
7.3.4重視施工組織設計和施工方案的主導作用
一、項目建立以總承包編制的施工組織總設計為龍頭、各項施工方案為保障、施工技術措施為補充的技術管理保障體系，施工前編制分項施工組織設計和施工方案，按照施工組織設計和施工方案制定技術措施。
二、嚴格實行“三級技術交底制”：方案和圖紙完成后，必須確實傳遞到操作層，尤其是關鍵技術文件以及特殊節點技術要求、操作程序工藝、質量控制要點等必須及時準確地傳達到操作層，技術交底要具備針對性和可操作性，減少不必要的返工和質量問題的發生。標書翻譯
7.3.5建立例會制度，集中處理現場協調難點問題。
建立周工程例會制度，協調各專業施工工序和作業條件，確定周各專業工作內容及進度、質量要求、各單位需要相關專業提供的施工配合條件、工程驗收移交的時間、內容和方式。
每周召開有雇主、設計、監理和總承包以及各施工分包、主要材料和設備供應商參加的例會，解決可能影響施工進度的問題，定出時間和責任單位，進行落實。
7.4總承包與雇主、監理、設計、政府部門及周邊單位配合協調
7.4.1與雇主的關系處理
總承包與雇主的關系是合同關系，總承包按照合同約定，對雇主負責。
一、項目總承包全體人員要確立“雇主是顧客”的服務觀念，把工期目標和工程質量目標作為核心，建造一流的建筑產品，讓雇主滿意。
二、總承包站在工程全局的角度，認真履行合同條款中規定的義務，積極主動地為雇主服務，接受雇主的領導，落實雇主的各項指令、決策，解決工程實施過程中遇到的問題。協助雇主處理好與設計、政府監督部門、政府職能部門等的聯系、溝通工作。
三、總承包要科學、合理的組織工程施工，完成任務，實現雇主要求的各項目標。
四、定期向雇主提供工程進度報告，如實反應工程進展和需要雇主協調解決的問題，并積極配合雇主進行解決。
7.4.2與監理工程師的工作配合
監理單位受雇主委托，在國家和地方的各項法律法規框架下客觀、公正地對工程進行監理。監理單位在開工前向總承包進行監理交底，制定監理規劃并下發總承包。總承包從以下幾個方面配合好監理工程師的工作：
一、為監理單位在項目現場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計、施工總進度計劃報送監理工程師審批，書面報告施工準備情況，獲監理批準后方可開工。
三、嚴格按照監理規程及時全面地提供物資進場驗收、分包報驗、工程驗收檢查等書面資料，使監理單位及時充分地了解工程的各項進展，對工程實施全面有效的監理。
四、各類檢測設備和重要機電設備的進場情況向監理申報，并附上年檢合格證明或設備完好證明。
五、對有見證取樣要求的材料,現場取樣送檢時有監理或雇主代表見證。
六、若監理對某些工程質量有疑問，要求復測時，總承包項目部將給予積極配合，并對檢測儀器的使用提供方便。
七、及時向監理報送分部分項工程質量檢驗資料及有關材質試驗、材質證明文件。現場驗收申請、審批資料的申報要提前提交監理，為監理正常的驗收和審批留出足夠的時間。
八、積極組織總承包各部門、分包單位參加監理例會，聽取監理對工程施工的意見，認真落實監理對總承包提出的要求。
九、對監理提出的現場問題要及時進行總結整改，避免同類問題的再次發生；要求全體員工，包括總承包、分包單位人員，尊重監理人員，積極配合監理的工作，響應監理的指示和要求。
十、若發現質量事故，及時報告監理和雇主，并嚴格按照設計、監理或雇主審批的方案進行處理。
十一、工程全部完工后，經認真自檢，再向監理工程師提交驗收申請，經監理復驗認可后，轉報雇主，組織正式竣工驗收。
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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