隨(sui)著社會(hui)技術經濟水(shui)平(ping)的(de)(de)(de)發展(zhan)，建(jian)設(she)(she)工(gong)程業主的(de)(de)(de)需求也(ye)在(zai)不斷(duan)變(bian)化和發展(zhan)，總的(de)(de)(de)趨勢(shi)是希望簡化自身的(de)(de)(de)管理工(gong)作(zuo)，得到更(geng)全面、更(geng)高效率(lv)的(de)(de)(de)服務(wu)，更(geng)好地(di)實現建(jian)設(she)(she)工(gong)程預定的(de)(de)(de)目(mu)標。與此相適應，建(jian)設(she)(she)項目(mu)管理模式也(ye)在(zai)不斷(duan)發展(zhan)，目(mu)前主要有七種項目(mu)管理模式。

一、DBB模式

即設計－招標－建造（Design－
Bid－Build）模(mo)式(shi)，這是(shi)最(zui)(zui)傳統的(de)(de)一(yi)種工程(cheng)項(xiang)目(mu)(mu)管(guan)(guan)理模(mo)式(shi)。該管(guan)(guan)理模(mo)式(shi)在國(guo)(guo)際(ji)上最(zui)(zui)為(wei)通用(yong)，世(shi)行、亞行貸款項(xiang)目(mu)(mu)及以國(guo)(guo)際(ji)咨(zi)詢工程(cheng)師聯合會（FIDIC）合同條件為(wei)依據的(de)(de)項(xiang)目(mu)(mu)多采用(yong)這種模(mo)式(shi)。其最(zui)(zui)突出的(de)(de)特點是(shi)強調(diao)工程(cheng)項(xiang)目(mu)(mu)的(de)(de)實施必須(xu)按(an)照設(she)計(ji)－招(zhao)標－建造的(de)(de)順序方式(shi)進行，只有一(yi)個階段(duan)結(jie)束(shu)后另一(yi)個階段(duan)才能(neng)開始。我國(guo)(guo)第一(yi)個利用(yong)世(shi)行貸款項(xiang)目(mu)(mu)———魯布革水電站工程(cheng)實行的(de)(de)就是(shi)這種模(mo)式(shi)。

該模式的優點是通(tong)用(yong)性強，可自由選擇咨詢、設計(ji)、監理(li)方，各方均熟悉使用(yong)標(biao)準的合同文(wen)本，有利于合同管(guan)理(li)、風險(xian)管(guan)理(li)和減少投資。缺(que)點是工程項目要(yao)經過規劃、設計(ji)、施工三個(ge)環節之后才移(yi)交給(gei)業(ye)主，項目周期長；業(ye)主管(guan)理(li)費(fei)用(yong)較高，前期投入大；變(bian)更時容易引起較多索(suo)賠。

二、CM模式

即建設(she)(she)－管(guan)理（Construction－Man?agement）模(mo)(mo)式，又稱階(jie)(jie)段(duan)(duan)發(fa)包方(fang)式，就(jiu)是(shi)在采(cai)用快速路徑(jing)法(fa)進行(xing)施(shi)工(gong)(gong)時，從開始階(jie)(jie)段(duan)(duan)就(jiu)雇用具有(you)施(shi)工(gong)(gong)經驗的(de)CM單(dan)(dan)位(wei)參與到建設(she)(she)工(gong)(gong)程(cheng)實施(shi)過(guo)程(cheng)中來，以(yi)便(bian)為(wei)設(she)(she)計人(ren)員提供施(shi)工(gong)(gong)方(fang)面的(de)建議且(qie)隨后負(fu)責管(guan)理施(shi)工(gong)(gong)過(guo)程(cheng)。這種(zhong)模(mo)(mo)式改變了過(guo)去那種(zhong)設(she)(she)計完成后才進行(xing)招標的(de)傳統(tong)模(mo)(mo)式，采(cai)取(qu)分階(jie)(jie)段(duan)(duan)發(fa)包，由業主、CM單(dan)(dan)位(wei)和(he)設(she)(she)計單(dan)(dan)位(wei)組成一個聯合小組，共(gong)同負(fu)責組織和(he)管(guan)理工(gong)(gong)程(cheng)的(de)規劃、設(she)(she)計和(he)施(shi)工(gong)(gong)，CM單(dan)(dan)位(wei)負(fu)責工(gong)(gong)程(cheng)的(de)監(jian)(jian)督(du)、協調(diao)及管(guan)理工(gong)(gong)作，在施(shi)工(gong)(gong)階(jie)(jie)段(duan)(duan)定(ding)期(qi)與承(cheng)包商會晤，對(dui)成本(ben)、質量(liang)和(he)進度進行(xing)監(jian)(jian)督(du)，并預測(ce)和(he)監(jian)(jian)控成本(ben)和(he)進度的(de)變化。CM模(mo)(mo)式，于20世紀60年代(dai)發(fa)源于美國，進入80年代(dai)以(yi)來，在國外廣泛流行(xing)，它(ta)的(de)最大(da)優(you)點(dian)就(jiu)是(shi)可以(yi)縮短(duan)工(gong)(gong)程(cheng)從規劃、設(she)(she)計到竣工(gong)(gong)的(de)周期(qi)，節約建設(she)(she)投資，減(jian)少(shao)投資風(feng)險(xian)，可以(yi)比較早地取(qu)得收益。

三、DBM模式

即設(she)(she)計(ji)－建造(zao)(zao)模式（Design－BuildMethod），就是(shi)在項(xiang)目原(yuan)則確定后，業(ye)(ye)(ye)主(zhu)只選定唯(wei)一(yi)的(de)(de)(de)(de)(de)(de)實體負(fu)責項(xiang)目的(de)(de)(de)(de)(de)(de)設(she)(she)計(ji)與(yu)施(shi)(shi)工(gong)，設(she)(she)計(ji)─建造(zao)(zao)承(cheng)包(bao)(bao)商(shang)(shang)不(bu)但(dan)對(dui)設(she)(she)計(ji)階段的(de)(de)(de)(de)(de)(de)成(cheng)本(ben)負(fu)責，而(er)且可(ke)用(yong)競爭性招標的(de)(de)(de)(de)(de)(de)方(fang)(fang)式選擇分(fen)(fen)包(bao)(bao)商(shang)(shang)或(huo)(huo)使用(yong)本(ben)公(gong)(gong)司(si)的(de)(de)(de)(de)(de)(de)專(zhuan)(zhuan)業(ye)(ye)(ye)人員自行完(wan)成(cheng)工(gong)程，包(bao)(bao)括(kuo)設(she)(she)計(ji)和(he)施(shi)(shi)工(gong)等。唯(wei)一(yi)的(de)(de)(de)(de)(de)(de)實體負(fu)責項(xiang)目的(de)(de)(de)(de)(de)(de)設(she)(she)計(ji)與(yu)施(shi)(shi)工(gong)，設(she)(she)計(ji)─建造(zao)(zao)承(cheng)包(bao)(bao)商(shang)(shang)不(bu)但(dan)對(dui)設(she)(she)計(ji)階段的(de)(de)(de)(de)(de)(de)成(cheng)本(ben)負(fu)責，而(er)且可(ke)用(yong)競爭性招標的(de)(de)(de)(de)(de)(de)方(fang)(fang)式選擇分(fen)(fen)包(bao)(bao)商(shang)(shang)或(huo)(huo)使用(yong)本(ben)公(gong)(gong)司(si)的(de)(de)(de)(de)(de)(de)專(zhuan)(zhuan)業(ye)(ye)(ye)人員自行完(wan)成(cheng)工(gong)程，包(bao)(bao)括(kuo)設(she)(she)計(ji)和(he)施(shi)(shi)工(gong)等。在這種方(fang)(fang)式下，業(ye)(ye)(ye)主(zhu)首先選擇一(yi)家專(zhuan)(zhuan)業(ye)(ye)(ye)咨詢機構代替業(ye)(ye)(ye)主(zhu)研(yan)究、擬定擬建項(xiang)目的(de)(de)(de)(de)(de)(de)基本(ben)要求，授(shou)權一(yi)個(ge)具(ju)有足夠專(zhuan)(zhuan)業(ye)(ye)(ye)知(zhi)識和(he)管(guan)理(li)能力的(de)(de)(de)(de)(de)(de)人作為業(ye)(ye)(ye)主(zhu)代表，與(yu)設(she)(she)計(ji)─建造(zao)(zao)承(cheng)包(bao)(bao)商(shang)(shang)聯(lian)系。

四、BOT模式

即建(jian)(jian)(jian)造－運(yun)營(ying)－移交(jiao)（Build－Oper?ate－Transfer）模式(shi)(shi)。BOT模式(shi)(shi)是(shi)(shi)上世紀80年代(dai)在(zai)國(guo)外興起的(de)(de)(de)一(yi)種將政府基(ji)礎(chu)設施(shi)(shi)(shi)建(jian)(jian)(jian)設項(xiang)(xiang)目(mu)依(yi)靠私人(ren)資(zi)(zi)本的(de)(de)(de)一(yi)種融資(zi)(zi)、建(jian)(jian)(jian)造的(de)(de)(de)項(xiang)(xiang)目(mu)管理方式(shi)(shi)，或者說是(shi)(shi)基(ji)礎(chu)設施(shi)(shi)(shi)國(guo)有項(xiang)(xiang)目(mu)民營(ying)化(hua)。政府開放本國(guo)基(ji)礎(chu)設施(shi)(shi)(shi)建(jian)(jian)(jian)設和運(yun)營(ying)市場，授權項(xiang)(xiang)目(mu)公司(si)負(fu)責籌資(zi)(zi)和組織建(jian)(jian)(jian)設，建(jian)(jian)(jian)成后(hou)負(fu)責運(yun)營(ying)及償還貸款，協(xie)議(yi)期(qi)滿后(hou)，再(zai)無(wu)償移交(jiao)給(gei)政府。BOT方式(shi)(shi)不(bu)增加東道主(zhu)國(guo)家外債(zhai)負(fu)擔，又(you)可解決基(ji)礎(chu)設施(shi)(shi)(shi)不(bu)足和建(jian)(jian)(jian)設資(zi)(zi)金不(bu)足的(de)(de)(de)問題。項(xiang)(xiang)目(mu)發起人(ren)必須(xu)具備(bei)很強(qiang)的(de)(de)(de)經(jing)濟實(shi)力(li)（大財團），資(zi)(zi)格預審及招投標程(cheng)序復雜。

五、PMC模式

即項(xiang)目承(cheng)(cheng)包(bao)（ProjectManagementContractor）模式(shi)，就是業(ye)(ye)主(zhu)聘請專業(ye)(ye)的(de)(de)(de)項(xiang)目管(guan)理公(gong)司，代(dai)表業(ye)(ye)主(zhu)對工(gong)(gong)(gong)(gong)(gong)程(cheng)項(xiang)目的(de)(de)(de)組織實施(shi)進(jin)行(xing)全過程(cheng)或若干(gan)階(jie)(jie)段的(de)(de)(de)管(guan)理和(he)服務。由于PMC承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)在項(xiang)目的(de)(de)(de)設(she)計(ji)(ji)、采購、施(shi)工(gong)(gong)(gong)(gong)(gong)、調試等階(jie)(jie)段的(de)(de)(de)參與(yu)(yu)程(cheng)度和(he)職責范圍不(bu)同(tong)(tong)，因此PMC模式(shi)具有(you)較大的(de)(de)(de)靈(ling)活性。總體而言，PMC有(you)三(san)種基本應用模式(shi)：1、業(ye)(ye)主(zhu)選(xuan)擇(ze)設(she)計(ji)(ji)單(dan)位(wei)(wei)、施(shi)工(gong)(gong)(gong)(gong)(gong)承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)、供(gong)貨(huo)(huo)商(shang)(shang)(shang)(shang)(shang)，并(bing)與(yu)(yu)之(zhi)簽(qian)訂(ding)設(she)計(ji)(ji)合同(tong)(tong)、施(shi)工(gong)(gong)(gong)(gong)(gong)合同(tong)(tong)和(he)供(gong)貨(huo)(huo)合同(tong)(tong)，委托(tuo)PMC承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)進(jin)行(xing)工(gong)(gong)(gong)(gong)(gong)程(cheng)項(xiang)目管(guan)理。2、業(ye)(ye)主(zhu)與(yu)(yu)PMC承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)簽(qian)訂(ding)項(xiang)目管(guan)理合同(tong)(tong)，業(ye)(ye)主(zhu)通(tong)過指(zhi)定或招標(biao)方式(shi)選(xuan)擇(ze)設(she)計(ji)(ji)單(dan)位(wei)(wei)、施(shi)工(gong)(gong)(gong)(gong)(gong)承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)、供(gong)貨(huo)(huo)商(shang)(shang)(shang)(shang)(shang)（或其中的(de)(de)(de)部分(fen)），但不(bu)簽(qian)合同(tong)(tong)，由PMC承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)與(yu)(yu)之(zhi)分(fen)別簽(qian)訂(ding)設(she)計(ji)(ji)合同(tong)(tong)、施(shi)工(gong)(gong)(gong)(gong)(gong)合同(tong)(tong)和(he)供(gong)貨(huo)(huo)合同(tong)(tong)。3、業(ye)(ye)主(zhu)與(yu)(yu)PMC承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)簽(qian)訂(ding)項(xiang)目管(guan)理合同(tong)(tong)，由PMC承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)自主(zhu)選(xuan)擇(ze)施(shi)工(gong)(gong)(gong)(gong)(gong)承(cheng)(cheng)包(bao)商(shang)(shang)(shang)(shang)(shang)和(he)供(gong)貨(huo)(huo)商(shang)(shang)(shang)(shang)(shang)并(bing)簽(qian)訂(ding)施(shi)工(gong)(gong)(gong)(gong)(gong)合同(tong)(tong)和(he)供(gong)貨(huo)(huo)合同(tong)(tong)，但不(bu)負責設(she)計(ji)(ji)工(gong)(gong)(gong)(gong)(gong)作。

六、EPC模式

即設(she)(she)計(ji)－采(cai)購－建造（Engineering－Procurement－Construction）模式(shi)(shi)，在(zai)我國又稱之為“工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)總(zong)承(cheng)包(bao)(bao)(bao)”模式(shi)(shi)。在(zai)EPC模式(shi)(shi)中，Engineering不(bu)僅包(bao)(bao)(bao)括具體的(de)設(she)(she)計(ji)工(gong)(gong)(gong)(gong)(gong)作(zuo)，而(er)且可能包(bao)(bao)(bao)括整個建設(she)(she)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)內容的(de)總(zong)體策劃以及整個建設(she)(she)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)實(shi)施組織(zhi)管理(li)的(de)策劃和具體工(gong)(gong)(gong)(gong)(gong)作(zuo)。在(zai)EPC模式(shi)(shi)下，業(ye)(ye)主(zhu)(zhu)只要大致說明一下投資意(yi)圖和要求，其(qi)余工(gong)(gong)(gong)(gong)(gong)作(zuo)均(jun)由EPC承(cheng)包(bao)(bao)(bao)單(dan)位來(lai)完成；業(ye)(ye)主(zhu)(zhu)不(bu)聘請監理(li)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)師來(lai)管理(li)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)，而(er)是自己或委派(pai)業(ye)(ye)主(zhu)(zhu)代表來(lai)管理(li)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)；承(cheng)包(bao)(bao)(bao)商(shang)承(cheng)擔(dan)(dan)設(she)(she)計(ji)風(feng)(feng)險(xian)、自然力風(feng)(feng)險(xian)、不(bu)可預見的(de)困難等大部(bu)分風(feng)(feng)險(xian)；一般采(cai)用總(zong)價合(he)同。傳(chuan)統承(cheng)包(bao)(bao)(bao)模式(shi)(shi)中，材料(liao)與(yu)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)設(she)(she)備(bei)通常(chang)是由項目總(zong)承(cheng)包(bao)(bao)(bao)單(dan)位采(cai)購，但業(ye)(ye)主(zhu)(zhu)可保(bao)留對(dui)部(bu)分重要工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)設(she)(she)備(bei)和特(te)殊材料(liao)的(de)采(cai)購在(zai)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)實(shi)施過程(cheng)(cheng)(cheng)(cheng)中的(de)風(feng)(feng)險(xian)。在(zai)EPC標準合(he)同條(tiao)件中規定(ding)由承(cheng)包(bao)(bao)(bao)商(shang)負(fu)責(ze)全部(bu)設(she)(she)計(ji)，并(bing)承(cheng)擔(dan)(dan)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)全部(bu)責(ze)任(ren)，故業(ye)(ye)主(zhu)(zhu)不(bu)能過多地干預承(cheng)包(bao)(bao)(bao)商(shang)的(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)。EPC合(he)同條(tiao)件的(de)基本出發(fa)點(dian)是業(ye)(ye)主(zhu)(zhu)參與(yu)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)管理(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)很少(shao)，因承(cheng)包(bao)(bao)(bao)商(shang)已承(cheng)擔(dan)(dan)了(le)工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)(cheng)(cheng)建設(she)(she)的(de)大部(bu)分風(feng)(feng)險(xian)，業(ye)(ye)主(zhu)(zhu)重點(dian)進行竣(jun)工(gong)(gong)(gong)(gong)(gong)驗(yan)收。

七、Partnering模式

即合伙（Partnering）模式，是在充分考慮建設各方利益的基礎上確定建設工程共同目標的一種管理模式。它一般要求業主與參建各方在相互信任、資源共享的基礎上達成一種短期或長期的協議，通過建立工作小組相互合作，及時溝通以避免爭議和訴訟的產生，共同解決建設工程實施過程中出現的問題，共同分擔工程風險和有關費用，以保證參與各方目標和利益的實現。合伙協議并不僅僅是業主與施工單位雙方之間的協議，而需要建設工程參與各方共同簽署，包括業主、總包商、分包商、設計單位、咨詢單位、主要的材料設備供應單位等。合伙協議一般都是圍繞建設工程的三大目標以及工程變更管理、爭議和索賠管理、安全管理、信息溝通和管理、公共關系等問題做出相應的規定。·王尚·