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7.3项目总承包管理措施
7.3.1实行项目经理负责制
工程总承包部受公司法人委托进行工程总承包管理，是企业法人在项目上的代表，履行合约责任和义务，工程项目管理以项目经理负责制为核心，对工程进行全过程、全方位的管理。
7.3.2健全各项规章制度
一、若有幸中标，我公司将承担实现工程综合管理目标和完成对雇主的合同履约的总协调和总控制的责任。为此我们将制定高标准的管理目标（即“以规范化、标准化、科学化、程序化的管理方法，高效优质地完成与雇主签订的合同”），项目总承包部根据项目管理目标和工程特点编制施工组织设计和主要施工方案，根据目标分阶段编制符合项目运行规律的《质量设计》和《安全设计》，明确各种情况下的处理方法、要求、标准及责任。
二、按照经济合同法，结合集团总承包管理手册，与所有的配属作业队签订相应的经济合同，与所有的分包商签定总包管理协议，以合约方式规范、约束相关各方的经济及管理行为。
三、针对本工程项目特点，我们将编制发布经雇主备案、监理批准的统一实施的现场管理文件，对自有施工队伍、指定分包商和雇主直接发包的其他分包商，制定《分包队伍管理手册》，以此作为项目全过程的管理依据和标准，严格实行“凡事有人负责，凡事有章可循，凡事有据可查，凡事有人监督”的管理原则。
7.3.3以计划管理为主线，实现工程总体进度目标
一、综合配套计划的制定：工程项目严格按控制计划进行管理，与雇主、设计、监理以及各分包商共同制定一整套严密精细的工程配套计划。在计划编制说明中，明确阐述计划完成所需的施工条件和要求，并予以落实。通过计划，找出工程的关键环节和主导线路，从而为工程管理提供科学的依据，确保工程各阶段目标按期实现。
二、对计划进行及时合理调整：项目对于工期的控制实行滚动跟踪制度，在编制下一个季度、月份以及工作周的计划之前，进行上个工作期的计划完成情况跟踪，分析工程阶段工期的偏差原因，找出可能对后续施工造成的影响，并及时调整后续计划以及关键线路。
7.3.4重视施工组织设计和施工方案的主导作用
一、项目建立以总承包编制的施工组织总设计为龙头、各项施工方案为保障、施工技术措施为补充的技术管理保障体系，施工前编制分项施工组织设计和施工方案，按照施工组织设计和施工方案制定技术措施。
二、严格实行“三级技术交底制”：方案和图纸完成后，必须确实传递到操作层，尤其是关键技术文件以及特殊节点技术要求、操作程序工艺、质量控制要点等必须及时准确地传达到操作层，技术交底要具备针对性和可操作性，减少不必要的返工和质量问题的发生。标书翻译
7.3.5建立例会制度，集中处理现场协调难点问题。
建立周工程例会制度，协调各专业施工工序和作业条件，确定周各专业工作内容及进度、质量要求、各单位需要相关专业提供的施工配合条件、工程验收移交的时间、内容和方式。
每周召开有雇主、设计、监理和总承包以及各施工分包、主要材料和设备供应商参加的例会，解决可能影响施工进度的问题，定出时间和责任单位，进行落实。
7.4总承包与雇主、监理、设计、政府部门及周边单位配合协调
7.4.1与雇主的关系处理
总承包与雇主的关系是合同关系，总承包按照合同约定，对雇主负责。
一、项目总承包全体人员要确立“雇主是顾客”的服务观念，把工期目标和工程质量目标作为核心，建造一流的建筑产品，让雇主满意。
二、总承包站在工程全局的角度，认真履行合同条款中规定的义务，积极主动地为雇主服务，接受雇主的领导，落实雇主的各项指令、决策，解决工程实施过程中遇到的问题。协助雇主处理好与设计、政府监督部门、政府职能部门等的联系、沟通工作。
三、总承包要科学、合理的组织工程施工，完成任务，实现雇主要求的各项目标。
四、定期向雇主提供工程进度报告，如实反应工程进展和需要雇主协调解决的问题，并积极配合雇主进行解决。
7.4.2与监理工程师的工作配合
监理单位受雇主委托，在国家和地方的各项法律法规框架下客观、公正地对工程进行监理。监理单位在开工前向总承包进行监理交底，制定监理规划并下发总承包。总承包从以下几个方面配合好监理工程师的工作：
一、为监理单位在项目现场提供良好的工作条件，为其顺利开展工作提供保障。
二、开工前将施工组织设计、施工总进度计划报送监理工程师审批，书面报告施工准备情况，获监理批准后方可开工。
三、严格按照监理规程及时全面地提供物资进场验收、分包报验、工程验收检查等书面资料，使监理单位及时充分地了解工程的各项进展，对工程实施全面有效的监理。
四、各类检测设备和重要机电设备的进场情况向监理申报，并附上年检合格证明或设备完好证明。
五、对有见证取样要求的材料,现场取样送检时有监理或雇主代表见证。
六、若监理对某些工程质量有疑问，要求复测时，总承包项目部将给予积极配合，并对检测仪器的使用提供方便。
七、及时向监理报送分部分项工程质量检验资料及有关材质试验、材质证明文件。现场验收申请、审批资料的申报要提前提交监理，为监理正常的验收和审批留出足够的时间。
八、积极组织总承包各部门、分包单位参加监理例会，听取监理对工程施工的意见，认真落实监理对总承包提出的要求。
九、对监理提出的现场问题要及时进行总结整改，避免同类问题的再次发生；要求全体员工，包括总承包、分包单位人员，尊重监理人员，积极配合监理的工作，响应监理的指示和要求。
十、若发现质量事故，及时报告监理和雇主，并严格按照设计、监理或雇主审批的方案进行处理。
十一、工程全部完工后，经认真自检，再向监理工程师提交验收申请，经监理复验认可后，转报雇主，组织正式竣工验收。
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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