中建项目全面管理实施手册(1-4章).doc

'项目管理实施手册（第一版）中国建筑第？工程局有限公司2010年12月1 目录发布令··························································································································1前总言··························································································································3则··························································································································5123456第一篇项目管理方针································································································5适用范围········································································································5相关文件········································································································5项目管理机构································································································6项目管理基本流程图····················································································7手册的使用及修订························································································8营销与合同管理··························································································9第一章1.11.21.31.4第二章2.12.22.32.42.52.62.7项目启动与投标管理···········································································9信息跟踪····························································································9项目启动····························································································9投标总结····························································································9授权管理··························································································10合同管理····························································································16合同评审··························································································16合同谈判··························································································16合同签订··························································································16合同交底··························································································17 合同变更··························································································17合同争议··························································································17合同管理流程图···············································································18第二篇组织与人事管理························································································25第三章3.13.23.33.4项目组织管理····················································································25工程规模划分··················································································25项目部组建与审批···········································································25组织机构与岗位职责·······································································26项目岗位培训··················································································271 第四章4.14.24.34.4第五章5.15.2项目公章管理····················································································40刻制、启用与领取···········································································40使用权限及程序···············································································40保管与监管······················································································41回收与销毁······················································································41项目薪酬管理····················································································45管理岗位职级划分···········································································45薪酬分配··························································································45第三篇项目策划与实施························································································47第六章6.16.26.36.4第七章7.17.27.37.4第八章8.18.28.38.48.58.68.78.88.9第九章9.19.2项目策划综述····················································································47策划目的··························································································47策划组织··························································································47策划书编制······················································································48策划实施··························································································49商务管理····························································································50项目商务策划··················································································50成本管理··························································································52专业分包··························································································54工程结算··························································································56工期管理····························································································68项目工期策划··················································································68施工准备及开工管理·······································································69施工进度控制··················································································69总平面管理及协调···········································································70施工（工区）作业面管理及每日情况报告···································71工期签证管理··················································································71 进度检查与考核···············································································71施工影像管理··················································································72生产统计管理··················································································72劳务管理····························································································76项目劳务策划··················································································76劳务分包商选择···············································································762 9.39.49.59.69.79.8第十章劳务分包合同管理···········································································77劳务分包商进场···············································································77劳务分包商管理···············································································77劳务分包结算与支付·······································································78劳务分包商退场···············································································78劳务分包商考核···············································································79材料管理····························································································8110.110.210.310.410.510.610.710.810.910.1010.11第十一章11.111.211.311.411.511.611.711.811.9第十二章12.112.2第十三章项目材料策划·················································································81供应商管理····················································································81材料需用计划·················································································82材料采购························································································83材料进场验收检验与出场·····························································83材料储存与保管·············································································84材料使用与控制·············································································85业主提供材料的管理·····································································85对分包商材料的管理·····································································85周转料具管理···············································································86材料核算······················································································86设备管理························································································94项目设备策划·················································································94供应商与安拆单位管理·································································94设备计划························································································95设备调配与租赁·············································································95设备进、出场管理·········································································96设备安装（拆卸）及检验·····························································97设备使用························································································97对分包商设备的管理·····································································97设备成本管理·················································································98资金管理······················································································106项目资金策划···············································································106 项目资金策划的实施···································································107质量管理······················································································1133 13.113.213.313.413.513.6第十四章14.114.214.314.4第十五章15.115.215.315.415.5第十六章16.116.216.316.416.516.616.7第十七章17.117.217.317.417.517.6项目质量策划···············································································113质量控制······················································································113检验与试验··················································································115质量分析与改进···········································································115质量验收······················································································116质量创优······················································································116职业健康安全管理·······································································124项目职业健康安全策划·······························································124安全生产管理运行控制·······························································125安全生产监督检查·······································································127应急管理和事故报告···································································127环境管理······················································································133项目环境策划···············································································133环境监察与检测···········································································133环境应急准备与应急措施···························································134卫生防疫······················································································134项目节能减排···············································································134项目收尾管理···············································································136收尾工作计划···············································································136现场清理······················································································136工程移交······················································································137工程资料归档及移交···································································137项目管理总结与项目部撤离·······················································137工程保修与回访···········································································138项目部撤消··················································································138项目目标责任管理·······································································148责任书编制··················································································148责任书评审··················································································148责任书签订··················································································149责任书调整··················································································150风险抵押······················································································150过程兑现······················································································1514 第四篇技术管理··································································································160第十八章18.118.218.318.418.518.618.718.818.918.1018.11项目施工技术管理·······································································160项目技术策划···············································································160图纸会审······················································································160项目深化设计···············································································161施工组织设计（方案）编制与实施管理···································164技术交底······················································································167设计变更、洽商记录···································································168技术标准······················································································169科技推广示范工程·······································································169科技创效······················································································170科技创新研发·············································································171技术资料····················································································173第五篇财务管理··································································································179第十九章19.119.219.319.419.5项目财务管理···············································································179项目保函及保证金管理·······························································179项目银行账户及印鉴管理···························································180项目现金及备用金管理·······························································180项目成本及收入核算···································································181项目税务管理···············································································182第六篇信息化管理······························································································185第二十章20.120.220.320.4项目信息化管理···········································································185管理要求······················································································185项目信息内容···············································································185综合项目管理系统·······································································185信息安全······················································································186第七篇法务管理··································································································188第二十一章项目法律事务管理···································································18821.121.221.321.4风险评估······················································································188实施计划······················································································188普法培训······················································································189工程保险······················································································189 5 21.521.621.721.8基础管理······················································································189签证索赔······················································································190纠纷处理······················································································190记录总结······················································································190第八篇党群工作··································································································199第二十二章项目党建工作···········································································19922.122.222.322.422.522.6党组织设置··················································································199工作主要内容···············································································199项目劳务队伍党员的管理···························································200主题活动管理···············································································200党建工作基础资料·······································································201考核······························································································201第二十三章项目文化管理···········································································20223.123.223.3项目文化策划与实施···································································202项目文化管理的要求···································································203工作目标······················································································204第二十四章项目工会工作···········································································20524.124.224.3工会组织设置···············································································205主要工作内容···············································································205项目工会工作基础资料·······························································205第二十五章共青团工作···············································································20725.125.2项目共青团组织设置···································································207主要工作内容···············································································207第九篇项目考核与兑现······················································································209第二十六章第二十七章项目管理能力考核···································································209项目绩效考核与项目兑现·······················································21027.127.227.327.4项目管理绩效考核·······································································210项目预兑现··················································································210项目最终考核兑现·······································································211最终考核兑现争议处理·······························································2136 总则11.11.21.3项目管理方针法人管项目：统一项目基础管理模式，强化企业的项目策划及资源集中调控，规范企业层面对项目的服务、监督行为，确定企业、项目部层次的责任及相互关系，促进项目管理体系有效运行；系统化管理：规范项目管理基本流程和方法，以项目管理责任目标为中心，确定企业和项目部工作职责，提高企业行政效率，促进项目部执行效率。持续改进：总结、提炼成功经验，改进项目管理制度，优化项目管理体系，建全项目管理考核，提高项目管理绩效。1.4相关方满意：以技术先进、成本节约、安全文明、过程环保等手段建设完美工程，为客户提供优质服务，提高员工职业发展自豪感和幸福指数。加强与优秀供应商、分包商的合作与信任，展现中建企业形象及管理水平。2适用范围本手册适用于局各有限公司（简称为局）范围内房屋建筑工程项目。海外房屋工程项目、装饰项目、钢结构项目可按所在地区和所属专业的特点，在执行本《手册》时适当修改。局所属企业可根据情况制订相应的细则、办法、程序、规定等可控文件作为执行本手册的配套文件。33.13.23.33.43.53.6相关文件中建股份有限公司《工程项目管理规范》、《项目管理手册》及有关项目管理制度；《建设工程项目管理规范》（GB/T50326）；《建设项目工程总承包管理规范》（GB/T50358）；《工程建设施工企业质量管理规范》（GB/T50430）、《环境管理体系规范及使用指南》（GB/T24001）、《职业健康安全管理体系规范》（GB/T28001）；局及所属单位质量体系、安全及职业健康管理体系、环境管理体系文件；局及所属单位现行《项目管理手册》及相关制度文件；5 3.744.1建筑行业有关法律、法规。项目管理机构企业层级项目管理委员会：局、公司（分公司）建立跨部门的项目管理机构，负责协调综合性项目管理职能，确定并贯彻企业项目管理方针与目标。项目管理职能部门：负责项目管理工作的计划、组织、协调、信息、检查、考核、指导等日常工作。项目管理资源支持性部门：包括工程测量、施工技术、检验与试验、工料分析、工程造价、成本管理、分包管理、财务资金、建筑劳务、材料采购、机械设备、后勤保障、治安保卫、行政事务等职能，上述职能可单设或归入某个部门。4.2项目部企业建立的一次性组织机构，代表企业进行合同履约，并根据各项管理目标的完成情况接受考核及兑现。项目部组织机构建立：工程中标后，企业根据项目规模、项目特点、营销策划、合同要求，进行项目策划并组建项目部，项目部组织机构参照第三章《项目组织管理》。项目部人员配备：企业按照《项目策划》的安排，并根据项目实施各阶段的实际情况，为项目部配备具有资格的合适人员。有关组织机构及人员配备详见第三章《项目组织管理》。项目分包队伍的引进与使用：企业通过“集中招标”为项目部组织现场各种劳务分包和专业分包队伍，也可按照直营施工队的方式组建专业作业队或综合性作业队，无论是综合性或专业性的作业队或分包企业，都应该保持企业集中管理、建制齐全、管理规范、人员稳定、信誉良好、实力充分、服从指挥。6 5项目管理基本流程图7 66.1手册的使用及修订使用本手册发至各企业层级领导、项目管理部门、相关职能部门，各项目部领导及主要人员。本手册为企业内部文件，受控级别等同于三大管理体系文件。6.2修订本手册的修订由局项目管理委员会负责。8 第一篇第一章营销与合同管理项目启动及投标管理1.11.1.11.1.21.1.31.21.2.11.2.21.2.31.3.1.3.11.3.2信息跟踪公司（分公司）市场营销部收集工程信息，对其进行评估并报主管领导审批，确定继续跟踪工程信息。公司（分公司）市场营销部对跟踪工程信息实施营销策划，编制营销策划书，并严格遵循《局营销策划书示范文本》格式。营销策划书编制完成后，实施分级上报、评审、审批，审批完成后的策划书作为工程信息过程跟踪管理的指导性文件，相关单位按照策划书要求和责任范围执行。项目启动收到工程招标文件，公司（分公司）组织招标文件评审，经评审决定参与投标后，填写《项目启动表（招标文件内容）》（YB-101），由经营决策人或其委托人签发，并开展相应服务及管理，直到项目终止。凡符合局文件规定必须报局评审的，各单位三日内将招标文件报送局市场营销部，并提出评审时间和方式报主管领导审定。审批范围以外不报局评审的，由各单位自行组织评审，作好评审记录。评审前三天，各单位将投标方案初稿、项目启动表（招标文件内容）》（YB-101）、《项目投标评审表》（YB-102）交局市场营销部。局股份公司投标评审由审批权限领导主持。详见《局有限公司工程投标管理办法》。投标总结不论工程中标与否，公司（分公司）市场营销部收集汇总开标信息，分析总结项目投标情况，建立并完善投标信息数据库，填写《项目投标总结表》（YB-103）。未中标的项目即行终止，中标项目则转入项目策划管理阶段。9《 1.41.4.11授权管理营销策划授权管理工程造价在2-5亿元（专业工程在1-3亿元），营销策划书由公司审核批准，报局市场营销部备案。2造价在5亿元（专业工程在3亿元）及以上，营销策划书由局市场营销部审核，局主管领导批准。3在区域办事处（分局）所辖范围内的，以局股份名义投标项目的营销策划书同时上报区域办事处。1.4.21投标授权管理在中心城市，授权所在区域办事处（分局）对5亿元以下项目信息、投标统一管理。5亿元以上由局市场营销部统一管理。2在中心城市以外，授权所在区域分局（办事处）对2亿元以下项目统一管理；2亿元以上项目信息、投标由局市场营销部统一管理。3存在垫资情况、月进度付款比例低于80%、国际和省部级重点工程或特殊构筑物、BT和BOT方式或其他具有融投资性质的建设工程、其他具有新型、复杂、特殊技术难度和疑难交易行为的工程、进入新领域的工程以及局认为有必要评审的项目信息、投标由局市场营销部统一管理。详见《局有限公司区域营销授权管理办法》。10 1.5项目启动与投标管理流程图11 项目启动表（招标文件内容）（YB-101）投标单位：（章）12时间：年月日工程名称地点业主单位设计单位工程规模（层数、面积等）招标范围交标时间承包方式招标工期要求及奖罚招标质量要求及奖罚计价依据清单报价主材供应方式、材料价差是否可调工程资金来源、到位情况预付款、工程款支付时间、比例投标保函（额度或比例、现金或银行保函）履约保函（额度或比例、现金或银行保函）招标文件中的其它条款评分办法项目启动期限起：止：共：天启动期间的主要任务序号工作内容责任部门完成期限备注1项目编码2项目立项3提名项目班子及项目部组成人员4项目投标安排5项目现金流分析6项目投标策划7项目投标成本测算8投标、履约保函办理9其它有关事项制表人时间审核时间启动要求命令签署人：时间： 项目投标评审表（投标文件内容）（YB-102）投标单位：（章）13时间：年月日投标书主要内容成本价（万元）投标报价（万元）投标工期投标质量项目经理部主要人员名单项目经理：项目副经理：技术负责人：其它承诺（含中标后的优惠条件、垫资）投标单位实施能力及评审意见市场营销部商务标书的符合性和招标文件中合同条款进行全方位评审评审人：商务管理部对工程计价原则、项目单项分析和组成、成本测算等评审人：科技部技术标书的符合性，重点是施工方案、技术措施、组织机构、总平面布置、总包管理等评审人：工程部对工期和质量目标、劳务队伍、材料和机械设备等能否满足；总平面布置、总包管理是否合理评审人：人资部对拟投入项目班子及主要管理人员是否满足招标文件要求等评审人：财务部业主的资金和财务状况、工程款的支付方式、资金承受能力和资金返还风险、保函保险及违约责任评审人： 14安监部安全与环境管理是否满足要求评审人：法律事务部招标投标程序的合法性、业主方资信审查、工程款给付及工程垫资、担保的法律风险等评审人：以上信息，我公司确保真实公司意见局股份公司（或办事处、分局）评审意见市场营销部商务管理部科技部工程部人资部财务部安监部法律事务部主管领导意见 项目投标总结表（YB-103）15工程名称项目地址建设单位建筑面积结构类型/层数质量要求工期要求是否中标开标日期参加投标单位投标总价（万元）工期承诺质量承诺备注合计经济标排名技术标排名中标/未中标原因分析制表审核批准时间时间时间 第二章合同管理2.12.1.12.1.22.1.32.22.2.12.2.22.2.32.32.3.12.3.22.3.3合同评审工程中标后，公司（分公司）市场营销部组织相关部门对合同进行评审：如果招标文件附有合同条件，投标阶段已进行过评审，仅评审差异条款；如果招标文件不附有合同条件，需全面评审合同条款。评审完成后填写《合同风险评审表》（YB-201）。提交局评审的合同范围如下：以股份公司名义承接的工程、超过5亿元的所有工程、垫资工程、国家和省部级重点工程、BT和BOT等融资工程、新型、复杂、特殊技术难度和疑难交易行为的工程、进入新领域的工程等。局区域授权范围内合同由办事处（分局）市场营销部组织相关部门评审后报局评审、审批。凡需提交局评审的合同，由局市场营销部组织相关部门完成评审工作，并将评审意见以书面形式在两个工作日内反馈给上报单位。合同谈判根据项目规模和实际情况，组织成立合同谈判小组，根据合同评审意见并结合投标情况制订谈判方案和谈判策略。谈判人员要尽可能按照评审结果向发包方争取有利合同条件，特别是合同中的工期、质量、价格、付款、违约等主要条款，谈判人员不得随意更改和承诺。合同谈判中未能化解的风险，转入项目商务策划，制定风险化解措施并分解落实。合同签订合同谈判完成后，公司（分公司）市场营销部组织相关部门审核合同初稿，报公司领导审批。施工总承包合同原则上按国家、行业或上级主管单位统一示范文本格式签订。合同由法定代表人或授权委托人签署，加盖单位合同专用章或行政公章。任何未具有法人资格的单位不得擅自加盖本单位合同专用章或行政章。以局名义承接的总承包合同办理合同盖章时，须提供局评审意见、公司评审意16 见、经局有关部门批准的《合同风险评审表》（YB-201）以及审批权限领导批准的《合同用印申请表》（YB-202）。2.42.4.12.4.22.4.32.4.42.52.5.12.5.22.5.32.62.6.1合同交底公司（分公司）在合同签订后五日内组织向具体执行合同的单位和人员进行合同交底。交底分为一级交底和二级交底，履行合同的单位负责人是合同交底的第一责任人。合同一级交底：公司（分公司）市场营销部牵头组织向有关部门、项目部进行交底，充分理解合同条款内容，做好合同交底记录。合同二级交底：项目经理根据项目部人员的具体分工，在接受一级交底的基础上再次全面研究合同，组织对项目部合同二级交底，填写《项目履行时限分析表》（YB-203）。合同交底属商业秘密，公司（分公司）、项目部应严格做好保密工作，任何人不得泄露。合同变更合同履行过程中需要进行内容、主体等变更或解除的，须按合同分级授权管理规定进行审核和审批。一般应由原审核部门进行审核，原批准人进行审批。合同变更补充协议签订后，公司（分公司）合同审核部门对相关部门进行合同补充协议交底。项目部对合同变更、设计变更、经济洽商、签证和索赔等资料及时做好台帐和书面记录，并在合同约定时间内报发包人审批，审批意见作为施工和工程最终结算依据。合同争议项目部负责合同履行中各类争议的协商处理，涉及工期、质量、安全、经济等重大争议事项，如不能解决应及时向上级汇报，并配合上级单位进行协商处理。2.6.2合同争议经协商不能解决、发生法律纠纷时，移交法务部门按照有关规定处理。17 2.7合同管理流程图18 合同风险评审表（YB-201）中标单位：（公章）年月日19工程名称工程规模合同主要条款承包范围工程造价及计价方式工期及违约责任质量安全及违约责任1、工程款支付方式及额度；2、履约担保方式及额度与招标文件差异条款 20部门评审意见市场营销部对合同主体是否具备相应资质和履行能力，对工程承包范围的明确性，合同的可行性、全面性作全面审核，对进度款支付的合理性及违约责任及奖罚等合同条款进行全方位评审评审人：20年月日商务管理部工程计价原则、成本测算、结算方式的合理性、违约责任及奖罚、预期利润等评审人：20年月日科技部施工方案是否具备可行性、先进性评审人：20年月日工程部工期和质量目标是否合理，材料和机械设备采购供应，违约责任及奖罚评审人：20年月日人力资源部投入的人力资源及业绩是否满足合同文件要求评审人：20年月日财务部业主资信、资金状况；工程款支付方式、资金承受能力和资金返还风险，保函、保险情况，违约责任及奖罚；工程垫资的额度、支付担保方式评审人：20年月日法律事务部合同的合法性、风险大小，违约责任及奖罚评审人：20年月日 合同用印申请表（YB-202）年月日经办人：21联系电话：项目名称工程地点投资规模万元资金来源付款方式资金到位情况建筑面积规模（高/层）结构类型业主资信情况申请事由：申请单位（公章）：单位负责人（签字）：局市场营销部（办事处（分局）市场部）意见：部门负责人（签字）：股份公司（办事处（分局））意见：股份公司按照规定权限的主管领导（签字）： 22项目履行时限分析表（YB-203）时限至少提前7天不发生更换效力，原委派代表签字和指令有效，新委派代表签字和指令无效如未书面通知，新委派代表又实施履行职权，我方必须取得对方书面确认（通知或会议纪要），且时间必须记录为其委托开展工作之时超期后果注意事项或补救措施责任部门序号项目实施主体工作内容1发包人监理发包人工程师、总监更换授权提前7天不发生委派效力，其签字和指令无效2发包人监理发包人工程师、总监代表和委派（撤回）如未书面授权（撤回通知），受委托人又（仍）实际履行职权，我方必须取得对方确认或书面授权（撤回通知），且时间必须记录为其授权开展（停止）工作之时或之前未按合同约定及时提供所需指令造成工期延误，发包人应当承担造成的追加合同价款，并赔偿我方有关损失，顺延延误的工期3发包人监理书面指令经签发人签字交项目经理，项目经理在回执上签署姓名和时间后生效48小时内予以书面确认24小时内提出修改报告验收前48小时不得隐蔽和继续施工遵照执行或按指令者24小时内作出的指示执行验收前24小时可自行组织验收，发包人承认验收记录视为已经认可验收记录，承包人可以进行隐蔽或继续施工验收后24小时224指令发包人监理口头指令承包人于7天内提出书面确认要求，指令人48小时内予以答复。否则视为口头指令已被确认1）必须取得口头指令的书面确认，否则因发包人、监理指令错误产生的索赔无法进行！2）必须在7天内要求确认，否则，发包人、监理可以不予以确认因指令错误增加的费用及给承包人造成的损失由发包人承担，工期顺延。注意书面通知应包括验收内容、时间、地点等基本内容，并由发包人现场代表、总监理工程师或其委派代表签署姓名和时间发包人延期不能超过48小时5承包人认为指令不合理6承包人隐蔽和中间验收的通知7质量验收发包人监理不能按照验收的通知8发包人监理验收记录签字 23序号发生后14天内收到通知后14天内不予确认也不提出修改意见，签证单由发包人现场代表、总监理工程师或其视为已经同意该项调整委派代表签署姓名和时间发包人、监理可以不予确认注意及时办理此项签证工作项目实施主体工作内容时限超期后果注意事项或补救措施责任部门承包人书面通知9合同价款调整发包人监理确认10工程量确认发包人监理已完进度工程量核实确认收到报告后7天内，并在核实工作前24小时通知承包人7天内未进行核实工作，从第8天起承包人开列的工程量视为被确认，作为进度款依据；未通知承包人的，审核结果无效；承包人收到通知后不参加核实工作，审核结果有效不得采购、使用注意工期和经济索赔发包人可不予认可承包人可以不予执行注意按照发包人的书面变更通知及有关要求进行施工。口头变更应要求发包人书面确认后再进行施工注意此类签证工作的及时办理注意正当理由和非正当理由的区别11收到计划后20天到货前24小时提前14天承包人材料计划的报送使用前50天12材料设备采购发包人变更确定后14天内收到报告后14天内承包人提交竣工报告后30天内收到报告后28天内视为该项变更不涉及合同价款的变更无正当理由不确认时，视为已被确认发包人可以不组织验收、不办理结算，承包人不得要求索赔视为竣工报告已被认可，从第29天起承担工程保管及一切意外责任23材料计划的认可13承包人通知清点、检验14发包人监理发包人设计变更的通知15工程设计变更承包人变更价款报告的提出16发包人监理变更价款报告的确认1718竣工验收与交付承包人竣工资料的提交发包人监理组织验收 24序号验收后14天内不提出修改意见视为竣工报告已被认可项目实施主体工作内容时限超期后果注意事项或补救措施责任部门19承包人监理验收报告的认可和意见20承包人报告及资料的提交竣工验收报告认可后28天内竣工结算合同约定天数如超过竣工验收1年以上仍未确认，则承担未按期支付结算款的违约责任发包人要求交付工程，承包人应当交付，并承担因未验收使用发生事故的责任；发包人不要求交付工程的，承包人承担保管责任及费用注意及时提交竣工验收报告，避免工期违约和便于发包人及时组织验收21发包人监理报告及资料的确认如超过竣工验收4个月仍未确认，应发出书面催办催款函，并在催告后一个月后，竣工日6个月内，向法院要求确认优先受偿，将工程折价或拍卖受偿22承包人经济索赔意向通知发包人可不予确认收到意向通知后28天内发包人可以不予确认收到报告及资料后28天内发生后14天发包人可以不予确认不予答复也不进一步要求补充理由和证据，视为该项索赔已被认可收到索赔报告14天内视为同意顺延24索赔事件发生后28天内1、注意及时办理此项签证工作；2、签证单由发包人现场代表、总监工程师或其委派代表签署姓名和时间报告应包括要求延长工期和补偿经济损失的内容并附证明资料复印件23承包人经济索赔报告及资料24索赔发包人监理经济索赔报告的答复25承包人项目经理工期索赔具体工期索赔情况，即工期顺延情况详见合同通用条款及专用条款相关约定注意索赔报告的签收：1、签字人为发包人现场代表、总监工程师或其委派的代表；2、签署时间必须在索赔事件发生后14天内时间：26发包人监理工期索赔确认制表人： 第二篇第三章组织与人事管理项目组织管理3.1工程规模划分根据工程的规模和特点，一般将工程划分为四个等级：特大型、大型、中型和小型。工程规模划分具体标准见表（YB-301）。3.23.2.13.2.23.2.33.2.43.2.53.2.63.2.73.2.83.2.9项目部组建与审批项目班子主要成员应根据工程的规模，在项目投标策划时确定，项目经理应参与项目的投标策划期间的相关工作。项目经理必须符合法定建造师等级要求，项目班子成员应满足《项目部主要管理人员岗位任职基本资格要求》（YB-302）。项目班子成员可采取内部招聘和选聘的方式产生。项目部应按照“合理配置、精干高效、动态管理”原则进行组织机构设置和人员配置。项目部党群机构按局党群组织管理有关规定执行。根据项目规模、项目特点、投标策划和合同要求，公司人力资源部门拟定项目组织结构和项目班子，上报《项目部主要管理人员审批表》（YB-303），经局人力资源部门组织工程、技术、商务、安监等相关部门评审，局主管领导审批后行文（LC-301）。如需更换项目经理，在征得建设方同意后按上述流程报局审批。以公司名义承接的工程，项目部审批流程参照上述要求执行。以中建股份公司名义承接的工程，项目部审批流程按中建股份公司规定执行。项目部在工程合同履约完成和企业下达的责任目标完成后按照相应程序及时撤消，按照本手册第十六章《项目收尾管理》规定执行。25 3.33.3.13.3.23.3.33.3.43.3.5组织机构与岗位职责项目部的组织形式根据施工项目的规模、合同范围、专业特点、人员素质和地域范围确定。大型、特大型项目或业主有明确总承包管理要求的其他项目应设置项目总承包管理机构，项目部组织机构参见典型组织结构图（YB-304）；中型及以下项目可参考典型组织结构图（YB-305）。项目总承包机构的岗位及人员定编参照投标策划及合同要求确定，组织结构中土建团队的岗位设置可以参照典型项目岗位设置表（YB-306）进行，项目部岗位设置可根据工程实际情况调整。中型及以下项目岗位设置可以参照典型项目岗位设置表（YB-306）进行，项目部岗位设置可根据工程实际情况调整。项目部人员定编可按照项目部定员参考标准（YB-307）进行，在人员精简职责不减的情况下，岗位设置可一专多能，一岗多责。兼职人员数量不得超过人员定编的30%。企业层级承担的项目管理职能见（YB-308）。26 3.3.63.3.73.43.4.13.4.23.4.3项目部应承担的管理职能见（YB-309）。项目部应编制项目所有岗位《项目岗位说明书》（YB-310），明确项目岗位职能、任务、相互关系和考核指标。项目岗位培训公司（分公司）负责编制项目人员的职业发展计划，规划项目人员的职业发展通道。项目部应调查项目人员的培训需求，制定培训计划，结合项目实际，开展有针对性的各业务系统的培训，举办技能竞赛，快速提升项目员工的业务能力。项目部应遵照有关规定对作业工人进行技术交底，对作业人员进行上岗前培训，提高作业工人的技能水平。27 工程规模划分标准（YB-301）28特大型工程合同总额在10亿元以上或建筑面积在35万平方米以上的单体房屋建筑或总建筑面积在45万平方米以上的建筑群或结构层数在100层以上或建筑高度350米以上或构筑高度在400米以上的施工总承包工程合同总额1.5亿美元以上的海外施工总承包工程单项合同额1.5亿元以上的机电安装工程单项合同额1.5亿元以上的建筑装饰工程单项合同额8亿元以上的市政、路桥工程合同额在8亿元以上或构件总重量在8万吨以上或建筑高度350米以上或构筑高度400米以上的钢结构工程大型工程合同总额在5亿元以上或建筑面积在25万平方米以上的单体房屋建筑或总建筑面积在30万平方米以上的建筑群或结构层数在60层以上或建筑高度200米以上或构筑高度在300米以上的施工总承包工程合同总额8000万美元以上的海外施工总承包工程单项合同额8000万元以上的机电安装工程单项合同额8000万元以上的建筑装饰工程单项合同额4亿元以上的市政、路桥工程合同额在4亿元以上或构件总重量在4万吨以上或建筑高度200米以上或构筑高度300米以上的钢结构工程中型工程合同总额在1.5亿元以上或建筑面积在10万平方米以上的单体房屋建筑或总建筑面积在15万平方米以上的建筑群或结构层数在35层以上或建筑高度120米以上或构筑高度在200米以上的施工总承包工程合同总额3000万美元以上的海外施工总承包工程单项合同额4000万元以上的机电安装工程单项合同额4000万元以上的建筑装饰工程单项合同额1.2亿元以上的市政、路桥工程合同额在1.2亿元以上或构件总重量在1.2万吨以上或建筑高度120米以上或构筑高度200米以上的钢结构工程小型工程达不到中型工程标准者 29项目部主要管理人员岗位任职基本资格要求（YB-302）执业资格及技能要求工作经验业务知识与能力要求岗位项目经理根据工程规模符合执业资格等级要求、具备工程师及以上职称担任过一个项目副经理、具有三年以上从事项目管理工作经历符合岗位说明书要求项目生产经理原则上应具备二级以上建造师资格、工程师及以上职称担任过项目现场责任工程师或项目现场专业负责人、现场工作三年以上符合岗位说明书要求项目商务经理大型以上工程原则上具备注册造价工程师资格完整经历过一个项目的合约商务管理、两年以上项目现场施工经验符合岗位说明书要求项目总工程师大型及以上工程原则上具备高级工程师职称担任过一个项目的技术负责人、三年以上现场施工经验符合岗位说明书要求29项目质量总监大型以上工程原则上具备工程师以上职称从事项目施工质量管理三年以上符合岗位说明书要求项目安全总监大型以上工程原则上具备注册安全工程师资格从事项目施工安全管理三年以上符合岗位说明书要求 项目部主要管理人员审批表（YB-303）30工程名称及编号工程建设地址建设单位设计单位合同开工日期合同竣工日期工程基本情况及专业分包情况（单位：万元）承建合同额总建筑面积2（m）2专业分包（m、T）土建机电装饰钢结构招标文件、合同及建设方关于项目部主要人员的要求1、对项目经理的要求：2、对项目总工程师的要求：3、其它：有关说明事项：（可附件）投标时拟定项目主要人员序号岗位姓名性别年龄员工号参加工作时间建造师级别1项目经理2项目总工程师中标后拟聘项目人员情况表序号岗位姓名性别年龄员工号参加工作时间执业资格专（兼）职1项目经理2项目执行经理3项目总工程师4项目副经理（生产）5项目副经理（商务）6项目安全总监7项目质量总监8其他分公司意见：公司意见：局意见： 项目部主要成员简历表31姓名拟任职务工程名称及编号专业技术职称评定时间职称证书编号执业资格名称等级执业资格证书编号学历专业毕业时间担任大型项目以上项目名称及职务身份证号码从事本岗位年限工作简历及主要业绩： 32典型项目部组织机构图（YB-304）32注：大型以上项目参照本图建立项目部组织机构时，项目部的职能部门可依实际情况适当调整，根据工作需要项目部可设立项目执行经理、其他项目副经理、项目经理助理岗位。 33典型项目部组织机构图（YB-305）33注：中型及以下项目参照本图建立项目部组织机构时，项目部的职能部门可依实际情况适当调整，根据工作需要项目部可设立项目执行经理、其他项目副经理、项目经理助理岗位。 典型项目部岗位设置参照表（YB-306）34序号部门岗位名称人员配置标准主要职责1项目领导班子项目经理1全面负责2项目党组织书记1党群工作3项目副经理（商务）1合约、采购、成本4项目总工程师1技术5项目副经理（生产）1工程施工组织及控制6项目副经理（机电）1机电工程施工7专业职能人员质量总监1质量监督8安全总监1安全生产监督9商务部合约工程师2或按需要配置合同管理10成本工程师1或按需要配置成本管理12器材部材料工程师2或按需要配置物资验收、计量、仓储、零星采购13机械工程师1机械设备管理14综合部后勤保卫主管1后勤及现场保安15信息管理工程师1信息管理16文秘1党务、工会及其它事务17公共关系主管1公共关系18劳资员1劳资管理19技术部内业技术工程师2或按需要配置内业技术20测量工程师1工程测量21资料员1工程资料22试验工程师1工程试验23工程部钢筋工程师1或按需配置钢筋翻样24模板工程师1模板设计25混凝土工程师1砼级配、计划、调度26装修工程师1工程装修27计划管理工程师1现场计划、平面面置、与调度28劳务管理工程师1现场劳务管理29机电部给排水工程师1给排水工程30电气工程师1电气工程31设备工程师1工程设备安装32暖通工程师1暖通工程33弱电工程师1弱电工程34质量部质量工程师按法律规定配备质量检验35安全环保部安全环保工程师按法律规定配备安全监督36财务部会计1会计工作37出纳1出纳工作其他说明：1、公司可根据工区或工段设置承担现场施工综合管理职能的工区（或工段）工程师；2、根据工作需要及有关规定，项目部可设立项目执行经理、项目副经理、项目经理助理、项目法律顾问等岗位。3、工作职责由公司（分公司）人力资源部门根据实际情况制定岗位说明书。 项目部人员定编参考标准（YB-307）35一、总承包管理部定员参考标准（单位：人）职务项目规模经理（执行经理）副经理总工程师安全总监质量总监特大型12-4111大型11-2111二、项目部定员参考标准（单位：人）项目类型特大型大型中型小型土建类36-4828-4022-2810-22安装类16-2414-1810-144-10基础设施类36-4828-4022-2810-22钢结构类24-3620-2816-208-18装饰类12-2410-186-122-10 企业层级应承担的项目管理职能（包括但不限于以下工作）（YB-308）36序号工作职能必要工作事项时间期限责任牵头部门1投标项目启动企业决定项目投标后市场营销部门项目管理授权项目启动时市场营销部门项目营销策划项目启动时市场营销部门项目情况调查工程投标前市场营销部门项目现金流分析工程投标前资金部门项目风险评估工程投标前市场营销部门投标总结工程投标后市场营销部门2合同合同谈判及签署工程开工前市场营销部门履约保函或保证金合同规定时间财务资金部门合同评审合同签订前及签订后市场营销部门项目目标成本估算合同签订后商务管理部门合同交底项目部组建后市场营销部门客户关系管理项目部组建后市场营销部门项目策划书项目启动后各责任管理部门项目管理责任书与项目策划书同步商务管理部门4组织任命项目经理启动时定人选中标后任命人力资源部门建立项目部工程合同签约后人力资源部门按规定建立党群组织项目部建立时党群部门制定项目人员职务说明书工程开工前人力资源部门确定项目薪酬制度工程开工前人力资源部门5服务材料招标及采购配合施工进度要求器材管理部门分包招标及进场备案配合施工进度要求商务管理部门、劳务管理部门机械设备租赁或调配配合施工进度要求器材管理部门资金调配配合项目资金收支情况资金管理部门项目备用金及财务设账工程开工前财务管理部门项目技术标准及方案论证工程开工前技术管理部门项目法律事务工程开工前法务部门6控制成本管理目标控制及预警配合工程进度商务管理部门进度管理目标控制及预警配合工程进度工程管理部门职业健康安全目标控制及预警配合工程进度安全管理部门环境管理目标控制及预警配合工程进度环境管理部门质量管理目标控制及预警配合工程进度工程管理部门资金管理目标控制及预警配合工程进度资金管理部门项目履约控制按合同规定工程管理部门项目经理月度报告月度工程管理部门项目商务经理月度报告月度商务管理部门项目每日情况日报告每个工作日历天工程管理部门 37序号工作职能必要工作事项时间期限责任牵头部门7监督日常考核月、季、年相关部门项目最终考核工程竣工交付后审计监察部门项目审计与监察施工过程中及完工后审计监察部门8项目制度建设建立标准化表格及格式文本工程开工前有关部门建立项目管理数据库工程开工前及完工后相关部门建立项目管理信息系统工程开工前信息管理部门9项目保修工程保修支持保修期内工程管理部门工程技术服务工程设计使用年限内工程管理部门 项目部应承担的管理职能（包括但不限于以下工作）（YB-309）38序号工作事项项目应承担的管理职能1合同管理建立合同管理台帐，对合同责任进行分解，定期对签证索赔进行统计分析，负责合同履行中各类争议的协商处理。2组织管理建立项目组织机构，明确各部门、岗位职责，编制项目岗位说明书，签订《岗位管理目标责任书》。项目公章指定专人保管，建立项目公章使用台帐。按照上级要求全面实施项目薪酬管理，做好日常考勤记录。开展项目人员培训。3资金管理制定项目资金收支计划，动态统计项目实际资金收支情况，对项目资金策划执行情况进行分析，及时调整并上报分公司。4技术管理根据项目总体策划，落实细化技术策划的措施，明确日常技术管理目标，组织实施。编制项目施工组织设计及单项施工方案。负责组织项目的图纸会审、设计交底、技术交底、设计变更、洽商等工作。负责项目施工技术总结、工法编制等工作。负责项目检验与试验，工程测量及工程技术资料的收集、整理与归档。5物资管理编制项目材料需用计划，负责材料的进场验收、贮存、发放、回收工作，对项目材料核算分析，编制项目材料报表。按公司（分公司）授权进行项目材料采购。6设备管理参与外租设备考察、租赁招标，负责项目设备进场验收和设备的退场交接工作，负责项目设备的安全使用管理，负责项目设备的租赁费的结算和成本核算。7分包管理参与劳务分包、专业分包招标、合同洽谈与合同评审签订等工作；负责项目劳务分包合同、专业分包合同的履约管理工作。负责项目劳务分包、专业分包工程结算及考核；负责落实项目劳务实名制管理工作。8进度管理实施项目生产与工期管理各项计划目标，细化和分解工期目标，优化生产要素配置方案并实行动态管理。组织对项目生产情况、工期节点目标巡查，调整偏差。定期召开生产例会，解决施工过程中存在的问题。执行定期汇报制度、生产统计报表制度，解决施工过程中存在的进度问题。管理施工影像图片管理，整理归档。9成本管理定期召开成本分析会，编制成本分析报告、商务月度报告并报送上级主管部门。编制、核对项目进度报量，审核分包结算并考核评价分包商。负责中间结算、竣工结算的编制、核对等工作。10质量管理建立项目质量管理体系，明确岗位职责。对施工过程中的施工工艺、施工各要素质量进行有效控制；实施过程“三检制”，重点监控质量风险点及关键控制点。对建筑材料、建筑构配件和设备进行检验、试验。参与工程的质量验收工作。发现、记录、报告不合格品（不合格项），确认其处置结果，制定纠正（预防）措施，并进行实施效果的验证；参与质量事故处理。开展质量培训、竞赛、会议、QC等质量管理活动。11安全与职业健康管理负责具体组织和实施各项安全生产管理工作；落实项目安全生产管理制度、进行日常和定期的安全检查，监督分包队伍安全管理，签订总分包安全生产协议；建立项目部应急救援组织，及时报告生产安全事故。12环保管理负责具体组织和实施各项环境管理工作。落实各项环境管理工作；建立并完善项目部环境管理责任制度和自我监督考核体系，监督、控制分包队伍执行环境管理规定；实施总承包环境管理；13收尾管理负责编制《收尾工作计划》，组织完工前工程量清理，参与办理竣工验收相关手续，做好工程交接的各项工作，移交工程技术资料、项目管理资料，提交项目完工总结报告。14信息与沟通管理负责本项目信息化管理的策划，现场网络系统的建设，综合项目管理系统和专业工具软件的应用。 项目部岗位职务说明书（样表）（YB-310）分析人：领导审定：39人力资源部核准：任职人签字：项目名称及编码一、基本资料1.岗位名称2.所属部门3.直接主管4.所辖人数5.定员人数6.岗位系列二、岗位职责概述（目标、职责、权限）三、组织结构分析：1.组织结构（描绘该岗位的直接上级及直接下级）：2.分析状况（根据组织机构的实际情况进行分析）：直接下属人数：全部管辖人数：直接下属岗位类别：[例如：执行经理（）人、生产经理（）人、商务经理（）人、总工程师（）人、助理经理（）人]四、任职资格：1.学历与专业所需最低学历所需专业首选：高中中专大专本科硕士博士其次：其他：2.工作经验与执业资格：3.专业知识：4.相关业务知识：五、沟通关系：内部外部职责范围负责程度衡量标准按重要顺序依次列出每项职责及其目标全责部分支持数量/质量12345 第四章项目公章管理4.14.1.14.1.24.1.34.1.44.24.2.14.2.212刻制、启用与领取以工程局名义承建的工程，项目公章的刻制由公司提出书面申请，报局审批，与《项目部主要管理人员审批表》（参照本手册第三章）同步申报。各公司在申报前应对项目公章的名称进行核准，公章名称应与业主及相关方沟通一致，由“法人单位全称或规范化简称+工程名称全称或规范化简称+项目部”组成。在局批准成立项目部及项目班子任命后，由局办公室负责刻制公章，并配套下发启用公章的红头文件，文件中明确项目部公章使用的权限、时限及范围，附启用公章印模。印章启用后，不得随意更改其名称。项目公章启用通知在局平台发布后，由各公司办公室人员到局办公室领取公章，并及时通知分公司（项目部）领取。局、公司、分公司办公室均应建立《项目印章档案表》（YB-501），作为印章发放、领取、回收的有效凭证。《项目印章档案表》作为印章的登记台帐应长久留存。使用权限及程序项目部公章仅限用于：项目部与业主、监理单位、施工配合单位等相关单位的工作联系及项目部施工技术、内业资料、上报或下发日常文书资料等。用印程序用印人填写《项目印章使用申请表》（YB-502）。按照审批权限，先由项目部门负责人审核，再根据项目经理、书记、副经理、总工程师各自分工及权限进行签字审批。3用印人在《项目印章使用登记表》（YB-503）上做好用印登记记录，公章保管人做好监督，确保登记完整。4办公室印章保管人审核《项目印章使用申请表》无误后，亲自在需用印文件上盖章。严禁在空白的信笺、介绍信、合同上用印。5公章保管人对《项目印章使用登记表》和《项目印章使用申请表》同时进行编40 号，两号必须一致，以便备查。4.34.3.14.3.24.3.34.3.44.3.54.4保管与监管项目经理为项目公章保管的责任人。项目经理可指定1名专职人员进行保管，公章保管人必须为企业正式员工。公章保管人对公章安全负责并妥善保管。公章保管人岗位变动或离职时必须进行书面移交。项目公章原则上不得带出项目办公室。确因工作需要将公章带出使用的，在办理相关用印手续，并经审批同意后，由公章保管人携章随往。项目公章管理纳入年度项目管理综合检查的范筹，并公布抽查结果。各公司每年必须全面检查一次项目公章的日常使用及管理情况，并对已完工项目公章的回收情况进行统计，形成检查通报，上报局办公室。回收与销毁4.4.1项目部在工程移交（本手册第十六章）后一个月内，项目经理必须将公章及《项目印章使用申请表》、《项目印章使用登记表》一并交回分公司（公司）办公室保管；项目部撤消后，项目公章交回公司办公室或公司档案室。移交过程中，均必须办理书面移交手续。4.4.24.4.34.4.4已移交的项目公章需再次用印时，项目部仍必须严格履行用印登记审批程序，按印章审批程序办理。因各种原因发生项目名称变更，由项目所属公司提出书面变更申请，报局审批。在完成变更手续并启用新项目名称的印章后，公司办公室在领取新公章时将原公章交回局办公室，由局办公室负责封存或销毁。公章的销毁由公司档案室按规定办理，销毁时应有两人见证、签字并做好登记。销毁情况报局办公室。41 项目公章档案表（YB-501）编号：42时间：印章申请单位印章名称印章刻制请示印章启用批文印章有关情况尺寸材质形状发放印模发放人及日期领取人及日期回收印模归还人及日期接收人及日期 项目印章使用申请表（YB-502）项目名称：43日期：申请事由：印章名称：办理事项清单：项目审批人：项目部门负责人：经办人： 项目印章使用登记表（YB-503）44编号时间使用部门内容摘要批准人经办人盖章 '