Some standard content:
National Standard of the People's Republic of China
GB/T50326—2001
Code of Construction Project Management
The code of construction project management by enterprises of construction industry2002—01—10 Issued
2002—05—01
Ministry of Construction of the People's Republic of China
General Administration of Quality Supervision, Inspection and Quarantine
Jointly issued
Page 1, a total of 70 pages
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Code of Construction Project Management
Data number:
50326--2001
National Standard of the People's Republic of China
Code of Construction Project Management
The code of construction project management by enterprises of construction industryGB/T50326—2001
Article Explanation
Editor Department: Ministry of Construction of the People's Republic of ChinaApproval Department: Ministry of Construction of the People's Republic of ChinaEffective Date: May 1, 2002
China Construction Information Network
2002 Beijing
Page 2, a total of 70 pages
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《Construction Project Management Code》
Data No.:
50326-
The guiding ideology of compiling this article explanation is: to meet the requirements of users: to explain the articles in the code that are not easy to understand clearly; to refine some articles in the code. The personnel who provided materials for this article explanation are: Cong Peijing, Wu Tao, Lin Zhiyan, Cheng Hu, Jia Hongjun, Luo Dalin, Wang Ruizhi, Zhang Xianna, Li Qiming, Lu Huimin, Ma Xiaoliang, Wang Mingsan, Tong Fuwen, Huang Rufu. Lin Zhiyan and Cong Peijing systematically organized the full text. Page 3, total 70 pages
"Construction Project Management Specification"
Data number:
50326-
Project management content and procedures,
Project management planning
General provisions,
Project management planning outline
Project management implementation plan
5 Project manager responsibility system.
General provisions
Project manager.
Responsibilities, rights and interests of the project manager
6 Project Management Department
General provisions,
Establishment of the Project Management Department
6.3 Operation of the Project Management Department
Project schedule control
General provisions,
Construction schedule
Implementation of the construction schedule
Inspection and adjustment of the construction schedule
Project quality control
General provisions
Quality plan
Quality control in the construction preparation phase
Quality control in the construction phase| |tt||Quality control in the completion acceptance stage
Continuous quality improvement
Inspection and verification
Page 4 of 70 pages
"Code for Management of Construction Engineering Projects"
Document No.:
50326-
Project safety control
General provisions
Safety assurance plan
Implementation of safety assurance plan
Safety inspection
Handling of safety hazards and safety accidents
Project cost control
General provisions
Cost plan.
Cost control operation,
Cost accounting
Cost analysis and assessment
Project site management
-General provisions.
Project contract management
General provisions
Construction project bidding
Contract conclusion
Performance of contract documents
Contract changes
Breach of contract, claims, disputes
Contract termination and evaluation..www.bzxz.net
Project information management
General provisions Determine,
Content of project information
Project information management system
Project production factor management:
General provisions
Project human resource management.
Project material management
Project machinery and equipment management
Page 5, total 70 pages
"Construction Project Management Specifications
Data number:
50326-
14.5 Project technical management
Project capital management
15 Project organization and coordination
General provisions
Organization and coordination of internal relations,
Organization and coordination of near and far external relations Management of project completion acceptance stage
General provisions
Preparation for completion acceptance
Completion data
Completion acceptance management
Completion settlement
Project assessment and evaluation
General provisions
Assessment and evaluation practices
Assessment and evaluation indicators
18 Project Follow-up and Maintenance Management
General Provisions
Page 6, Total 70 Pages
《Construction Project Management Specifications
Data Number:
50326-
1 General Provisions
1.0.1 "To improve the level of construction project management, promote the scientific, standardized and legalized management of construction projects, adapt to the needs of market economic development, and align with international practices" is both the purpose and guiding ideology of formulating this specification.
"Scientific" means that the compilation of this specification respects the laws of construction project management and regards construction project management as a discipline.
"Standardization" means standardization, and its essence is to unify the construction project management behavior across the country. "Legalization" means that the formulation of this specification implements national laws and regulations and conducts construction project management in accordance with the law. "Adapting to the needs of market economic development" means that the construction market needs project management. Project management is a scientific management method that has been generated and developed under market economic conditions and can promote the development of construction productivity. my country should promote project management in the development of the construction market. "In line with international practices" means that project management is an international practice. In order to make my country's construction market in line with the international construction market, construction project management should be promoted; the basic principles, content and methods of project management should be combined with my country's actual needs and in line with international practices.
1.0.2 The scope of application of this specification is "construction project management of new construction, expansion, reconstruction and other construction projects". The main body of project management is domestic construction enterprises and foreign-funded construction enterprises in China. When foreign construction enterprises contract projects in my country, they shall implement this specification on a voluntary basis. The role of this specification is:
First, "standardize the construction project management behavior of construction projects". After 15 years of practice of promoting the reform of the construction project management system in Chinese enterprises, this specification has been formulated on the basis of summarizing experience. Therefore, this specification can be used as a standard for standardizing the construction project management behavior of construction projects. Second, "clarify the responsibilities and related working relationships of various levels and personnel of the enterprise". The management level of an enterprise is divided into two levels: one is the enterprise management level composed of enterprise leaders and functional departments; the other is the project management level headed by the project manager.
Third, as the "basic basis for assessing and evaluating project managers and project management departments". Project managers should be assessed and evaluated based on the performance of project management work, with the aim of motivating managers, increasing their enthusiasm for improving and strengthening project management, summarizing the experience and lessons of project management, and continuously improving the level of project management. 1.0.3 Project management implements two key systems: one is the project manager responsibility system, and the other is the project cost accounting system. The purpose of implementing the project manager responsibility system is to establish a project management organizational mechanism and incentive mechanism; the purpose of implementing the project cost accounting system is to establish a project management benefit mechanism and constraint mechanism. The implementation of these two systems is the implementation of the project 1.0.4 The national laws that construction project management should follow mainly include the "Construction Law", "Contract Law" and "Bidding Law". The national regulations that construction project management should follow are mainly the "Construction Project Quality Management Regulations". sinoaec.
"Mandatory standards" refer to engineering construction projects that are directly related to engineering quality, safety, health and environmental protection. Construction project management should also follow the relevant department regulations issued by the national construction administrative department. The prerequisite for project management is also the key content of good project management. Mandatory provisions of construction standards.
"Construction Project Management Specifications")
Data number:
50326-
Page 8, a total of 70 pages
2 Terms
2.0.1 "Construction project" is a project completed by a construction enterprise. It may be a process output of a construction project, or it may be a single project or unit project in the output. The starting point of the process is bidding, and the end point is the expiration of the warranty period. In addition to the characteristics of general projects, construction projects also have their own characteristics: 1 It is the construction activity process of a construction project or a single project or unit project therein. 2 The construction enterprise is the management subject.
3The scope of the project is defined by the construction contract4The product is characterized by diversity, fixedness and large volume. Only the construction activities of unit projects, single projects and construction projects can be called construction projects, because they are the final products of construction enterprises. Since sub-projects and sub-projects are not the final products of construction enterprises, their activities cannot be called construction projects, but are components of construction projects. 2.0.2 "Construction project management" is a branch of project management. It has the common functions of "management", namely planning, organization, command, control and coordination. 2.0.3 "Project contractor" is one of the parties to the construction contract. It is a party to the contract who obtains the project contractor qualification through an agreement or other complete procedures, recognizes all contract terms, and is able and willing to perform contract obligations (mainly the ability to pay the project fee). It can be a state agency, public institution, state-owned enterprise, collective enterprise, private enterprise, economic association and social group with legal person status, or a partner or individual operator registered in accordance with the law. Units that merge with the contractor, units that merge with the contractor, units and personnel that purchase the contractor's contract and accept the contractor's transfer (i.e. the contractor's legal successor) can all become contractors. The contractor can be either a construction unit or a general contractor that has obtained the general contracting qualification for the construction project. 2.0.4 "Project contractor" is a party to the construction contract and is a construction unit with legal person status and corresponding qualification level. As a contractor, it must first have the qualification of a contracting entity, that is, a legal person with the ability to contract, and secondly, be accepted by the contractor. The vast majority of projects are accepted through engineering bidding, and special projects can also be directly determined by the contractor. The successful bidder must sign a construction contract with the contractor within the specified time and become a party to the construction contract. The project management department is a component of the contractor. The labor operation team does not belong to the contractor.
2.0.5 "Project subcontractor" is a party to the construction subcontract contract. It is a contractor who subcontracts part of its contracted construction tasks to a party with corresponding qualifications according to the agreement of the construction contract and the approval of the contractor. Subcontractors shall have the corresponding qualifications and undertake non-major parts of the project or special professional projects. Subcontractors shall not subcontract the contracted project. During the construction process, the subcontractor shall be responsible to the contractor. In this specification, the subcontractor is the title of the subcontractor when the contractor acts as the general contractor during the general subcontracting construction. 2.0.6 "Project manager" is a job position set up by the construction administrative department for the construction industry enterprises to enter the market in terms of qualification personality, which belongs to the category of professional qualification management. He is the authorized agent of the legal representative of the enterprise on the contracted construction project, not the legal representative, nor the "technical title", let alone the "professional qualification".
2.0.7 "Project Management Department" is a construction project management organization established and led by the project manager. It is responsible for the management of the entire process of the construction project from the start to the completion, and is also the main organization for fulfilling the construction contract. As a project management organization, the project management department should have functions such as planning, organization, control, command, and coordination, and should be a one-time organization, established with the start of the project and dismantled with the completion of the project. 2.0.8 "Matrix project management organization" has the following characteristics: 1 The junction between the project organization and the enterprise's functional departments is basically the same as the number of functional departments. The junction between multiple projects and functional departments is in a matrix shape.
2 Combining the functional principle with the object principle, it not only gives play to the vertical advantages of the functional department, but also gives play to the horizontal advantages of the project organization.
3 The functional department is a permanent organization of the enterprise, while the project organization is a one-time organization. The leaders of the functional departments of the enterprise have the responsibility for organizing and deploying, business guidance and management inspection of the personnel involved in the project organization. The project manager effectively organizes the functional personnel of the project organization horizontally and leads them to work together to achieve the project goals. This type of organization is flexible and has strong adaptability. 4 Each member or department in the matrix should accept the dual leadership of the functional department and the project manager, but when the project manager and the head of the functional department disagree, the project manager's opinion shall be obeyed. The scope of application of the matrix organization is: enterprises that undertake multiple project management tasks at the same time: large and complex construction projects. 2.0.9 Various positions in the "linear functional project management organization" are arranged in a straight line, and there are functional departments or functional personnel. The project manager conducts vertical leadership in a straight line, and one subordinate has only one leader. The main advantages of this organizational form are: simple organization, centralized power, unified command, clear responsibilities, quick decision-making, clear affiliation, high efficiency, and supporting professional management capabilities. 2.0.10 "Divisional project management organization" has the following characteristics 1 The project manager department is equivalent to a functional department in the enterprise and has independent operating capabilities externally. 2 It is conducive to extending the business functions of the enterprise.
3 It can quickly adapt to changes in the environment.
4 It is applicable when an enterprise has a long-term market in a region or an enterprise has multiple professional construction capabilities. Page 10, total 70 pages
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《Construction Engineering Project Management Code》
Data number:
50326-
2.0.11 The system structure of the "Project Manager Responsibility System" includes: the position of the project manager in the enterprise; the management position of the project management department in the enterprise: the conditions that the project manager should have; the management and operation mechanism of the project management department; the responsibilities, authority and interest positioning of the project manager, and the content of the project management target responsibility letter. The enterprise should stipulate the above items in the "Project Management System". 2.0.12 The content of the "Project Management Target Responsibility Letter" is stipulated in 5.3.2 of this Code. For a specific project, its "Project Management Target Responsibility Letter" is formulated according to the enterprise's project management system, construction contract and business management target requirements.
2.0.13 "Project Management Planning Outline" is a document that the enterprise prepares for obtaining the right to contract a project and for guiding the project management department to prepare the "Project Management Implementation Plan" after obtaining the right to contract a project, that is, it has both external and internal duality. 2.0.14 "Project Management Implementation Plan" is the continuation and deepening of the "Project Management Planning Outline". It is not a planning document, but it must be planned before it can be compiled; it is not a plan document, but it is more comprehensive and more instructive than a plan; it cannot be replaced by a "quality plan" and is not equivalent to a construction organization design. Under the current circumstances, if it is replaced by a construction organization design, the construction organization design must meet the requirements of the project management plan. 2.0.15 The purpose of "Project Target Control" is to ensure that the planned goals are achieved. The types of project target control mainly include: ex ante control, in-process control, ex post control; active control and passive control, etc. The project target control measures mainly include: organizational measures, technical measures, economic measures, contract measures, etc. 2.0.16 "Project Risk". There are a lot of risk factors in the process of business operation and project construction, such as natural risk, political risk, economic risk, technical risk, social risk, international risk, internal decision-making and management risk, etc. Risk has the characteristics of objective existence, uncertainty, predictability, and duality of results. Engineering contracting is a risky business. Contractors and project managers face a series of risks and must make decisions in the face of risks. Whether the decision is correct or not is closely related to the contractor's ability to judge and analyze risks.17 "Project risk management" is an important management process of enterprise project management. It includes risk prediction, identification, analysis, judgment, evaluation and corresponding countermeasures, such as risk avoidance, control, separation, dispersion, transfer, retention and utilization. These activities are crucial to the successful operation of the project and may even determine the success or failure of the project. The level of risk management is an important criterion for measuring the quality of an enterprise, and the ability to control risk is an important basis for judging the vitality of project managers. Therefore, project managers must establish a risk management system and method system. The goals of risk management can be summarized as: maintaining survival; stabilizing the situation; reducing costs and increasing profits; stabilizing income; avoiding business interruption; continuously developing and expanding; establishing credibility and expanding influence; dealing with special accidents, etc. The responsibilities of risk management generally include: determining and evaluating risks, identifying potential loss factors and estimating the size of losses; formulating financial countermeasures for risks; taking coping measures; formulating protection measures and proposing protection plans; implementing safety measures; managing claims; being responsible for insurance accounting, allocating premiums, and statistically calculating losses; completing the budget for risk management, etc. Page 11, Total 70 Pages
sinoaec.com
《Construction Project Management Specifications》
Data No.:
50326--2001
2.0.18 "Project cost accounting system" is an important system of project management. Its importance is reflected in two aspects: on the one hand, it is an important source of information required for cost forecasting, cost planning and cost control of construction projects; on the other hand, it is the basic basis for cost settlement, cost analysis and cost assessment of construction projects. Cost forecasting is the basis of cost planning, and cost planning is the concretization of cost targets determined by cost forecasting. Cost control is an activity to ensure the realization of cost plan targets. Cost accounting verifies whether cost targets are achieved. Cost accounting of construction projects is the most basic function of cost management of construction projects. Without cost accounting, there is no cost management. Project cost accounting system treats cost accounting as a system of project management, which fully affirms its importance and high requirements.
2.0.19 "Production factors" in "project production factor management" can include personnel, materials, machinery, equipment, technology, funds, etc. They are all factors that are invested in the "process" and ultimately form products. Therefore, production factor management plays an important role in construction project management. The purpose of production factor management is to optimize configuration, combination and dynamic management, and to achieve the best effect of project products with the least resources and their combination. 2.0.20 "Project contract management" is an important part of construction project management and the basis and premise of other activities in construction project management. This definition stipulates the seven links of project contract management and is specifically regulated in Chapter 12 of this specification.
2.0.21 "Project information management". There is a lot of information in the construction project and its management process. Project information management should be managed by information management personnel in the process of construction project implementation, including information collection, organization, processing, storage, transmission and application, etc., based on modern information technology, network and communication technology, computer technology, etc. It is an important content, basis and premise of construction project management. 2.0.22 The "construction site" in "project site management" includes both the building land and construction land occupied within the red line, and the temporary construction land occupied outside the red line with approval. Construction site management mainly includes site layout, site appearance management, civilized construction, safe construction, environmental protection, sanitation and epidemic prevention, fire prevention and security, etc. Construction site management is directly related to the brand and image of the enterprise. 2.0.23 "Project completion acceptance". The acceptance of construction projects refers to the process in which the main body of the construction (contractor) completes all construction tasks according to the construction contract and the construction items meet the completion conditions, and submits the project completion report to the acceptance subject (i.e. the contractor), and the contractor or the supervision engineer organizes the contractor and the designer to conduct the acceptance inspection at the agreed time and place. The completion acceptance work is carried out in accordance with the "Construction Law", "Contract Law", "Construction Project Quality Management Regulations", "Construction Quality Acceptance Standards", construction contracts, etc. After the acceptance is qualified, a "Project Acceptance Report" is formed, and the contractor can go through the project handover procedures with the contractor. 2.0.24 "Project Follow-up Warranty". The contractor should first sign a "Project Quality Warranty" with the contractor in accordance with the "Construction Project Quality Management Regulations" and other regulations before the completion acceptance of the project. In the "Project Quality Warranty" page 12, a total of 70 pages
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"Construction Project Management Specifications)
Data number:
50326--2001
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