目錄
Contents
第一篇 BOT模式總承包項目概述
Part 1 Overview of General Contracting Project in BOT Mode
第一章 BOT項目施工總承包概述 3
Chapter 1 Overview of General Construction Contract for BOT Project 3
1.1 施工總承包法規(guī)政策背景 3
1.1 Regulation and policy background of general construction contract 3
1.1.1 BOT項目定義 3
1.1.1 Definition of BOT project 3
1.1.2 BOT項目施工總承包定義 4
1.1.2 Definition of general construction contract in BOT mode 4
1.1.3 BOT項目施工總承包政策合規(guī)性分析 4
1.1.3 Policy compliance analysis of general construction contract in BOT mode 4
1.2 施工總承包市場分析 5
1.2 Market analysis of general construction contract 5
1.2.1 BOT高速公路總承包項目市場分析 5
1.2.1 Market analysis of general contracting project of expressway in BOT mode 5
1.2.2 BOT項目施工總承包主體確立 5
1.2.2 Establishment of the main contractor of BOT project 5
第二章 施工總承包建設模式分析 7
Chapter 2 Analysis of General Construction Contract Mode 7
2.1 BOT項目施工總承包建設模式 7
2.1 General construction contract mode of BOT project 7
2.1.1 施工總承包職責和主要管理內(nèi)容 7
2.1.1 General contracting duties and main management contents 7
2.1.2 施工總承包單位與監(jiān)理單位的職責關系 7
2.1.2 Duties relationship between the general construction contractor and the supervisor 7
2.1.3 施工總承包單位與參建各方的關系 8
2.1.3 Relationship between the general construction contractor and the parties involved in the construction 8
2.2 施工總承包建設管理優(yōu)勢分析 8
2.2 Advantage analysis of general construction contracting management 8
2.2.1 從純投資性的社會資本方的角度分析 8
2.2.1 Analysis from the perspective of the social investor for pure investment 8
2.2.2 從項目總承包人的角度分析 9
2.2.2 Analysis from the perspective of the general contractor 9
2.2.3 從項目業(yè)主實施項目管理的角度分析 9
2.2.3 Analysis from the perspective of the project proprietor 9
2.2.4 從政府行業(yè)主管部門的角度分析 11
2.2.4 Analysis from the perspective of the government department 11
2.3 施工總承包管理的必要性 11
2.3 The necessity of general contracting management 11
2.3.1 提升項目建設管理價值的必要性 12
2.3.1 The necessity of improving the value of project construction management 12
2.3.2 施工總承包企業(yè)轉(zhuǎn)型升級的必要性 12
2.3.2 The necessity of transforming and upgrading of general contracting enterprises 12
2.3.3 施工總承包企業(yè)實現(xiàn)產(chǎn)業(yè)鏈拉動的必要性 12
2.3.3 The necessity of realizing the industrial chain pulling for general contracting enterprises 12
2.3.4 施工總承包企業(yè)提升管理能力的必要性 13
2.3.4 The necessity of improving management capacity for general contracting enterprises 13
2.3.5 規(guī)避或降低項目建設風險的必要性 13
2.3.5 The necessity of circumventing or reducing project construction risks 13
2.4 施工總承包建設管理的意義 13
2.4 Significance of general contracting management 13
第二篇 項目啟動準備階段管理
Part 2 Management in Project Start-up Preparation Stage
第三章 建設項目實施籌備工作 17
Chapter 3 Implementation Preparations of Construction Projects 17
3.1 法人治理結(jié)構(gòu)和項目公司組建 17
3.1 Corporate governance structure and project company formation 17
3.1.1 法人治理結(jié)構(gòu) 17
3.1.1 Corporate governance structure 17
3.1.2 項目公司組建 18
3.1.2 Project company formation 18
3.2 BOT項目管理的目標和任務 20
3.2 Objectives and tasks of BOT project management 20
3.3 BOT項目前期溝通和商洽 22
3.3 Early communication and negotiation of BOT project 22
3.3.1 與行業(yè)主管部門溝通 22
3.3.1 Communication with industry authority 22
3.3.2 與牽頭政府溝通 22
3.3.2 Communication with the lead government 22
3.3.3 與實施機構(gòu)溝通 22
3.3.3 Communication with the implementing agency 22
3.3.4 特許權協(xié)議商洽及經(jīng)營重點 23
3.3.4 Concession agreement negotiation and management focus 23
3.4 項目核準及融資管理 23
3.4 Project approval and financing management 23
3.4.1 項目立項或核準 23
3.4.1 Project approval 23
3.4.2 融資商洽及合同簽訂 24
3.4.2 Financing negotiation and contract signing 24
3.5 業(yè)主方招標管理 24
3.5 Proprietor's bidding management 24
3.5.1 招標代理機構(gòu)比選 25
3.5.1 Comparison of bidding agencies 25
3.5.2 開展設計招標工作 26
3.5.2 Carrying out design bidding work 26
3.5.3 設計咨詢比選 28
3.5.3 Comparison of design consultation 28
3.5.4 監(jiān)理和試驗檢測單位招標 29
3.5.4 The bidding of supervising and testing organization 29
3.5.5 施工總承包單位選擇 32
3.5.5 Selection of general construction contractor 32
3.5.6 征地拆遷協(xié)議組成及商洽 33
3.5.6 Composition and negotiation of the agreements on land acquisition and demolition 33
3.6 施工總承包方招標管理 34
3.6 Bidding management of general construction contractor 34
3.6.1 施工分包方招標選擇 34
3.6.1 Bidding selection of construction subcontractors 34
3.6.2 檢測單位比選 35
3.6.2 Comparison and selection of testing organizations 35
3.6.3 保險單位比選 36
3.6.3 Comparison and selection of insurance organizations 36
3.6.4 法律顧問的比選聘用 38
3.6.4 Comparison and selection of legal counsels 38
3.6.5 技術專家聘用 39
3.6.5 Hiring of technical experts 39
3.7 建設相關方管理 39
3.7 Management of the relevant construction parties 39
3.7.1 總承包單位管理 39
3.7.1 Mangement of general construction contractor 39
3.7.2 設計管理 42
3.7.2 Mangement of design organization 42
3.7.3 咨詢管理 43
3.7.3 Mangement of consulting organization 43
3.7.4 監(jiān)理管理 44
3.7.4 Mangement of supervision organization 44
3.7.5 拆遷協(xié)調(diào)管理 45
3.7.5 Management of land acquisition and demolition coordination 45
3.8 質(zhì)量監(jiān)督及施工許可 47
3.8 Quality supervision and construction permission 47
3.8.1 質(zhì)量監(jiān)督備案 47
3.8.1 Registration of quality supervision 47
3.8.2 施工許可辦理 48
3.8.2 Application for construction permission processing 48
第四章 建設項目施工準備 50
Chapter 4 Preparation for Construction Project 50
4.1 業(yè)主方施工準備 50
4.1 Proprietor's preparation 50
4.1.1 項目管理規(guī)劃編制 50
4.1.1 Preparation of project management planning 50
4.1.2 外出經(jīng)營稅務報備 51
4.1.2 Tax reporting for outbound business 51
4.1.3 項目投資計劃編制 52
4.1.3 Preparation of project investment planning 52
4.1.4 項目資金需求計劃編制 52
4.1.4 Preparation of project funding requirment planning 52
4.1.5 項目管理制度匯編 52
4.1.5 Compilation of project management rules 52
4.1.6 項目紅線界面交樁 53
4.1.6 Confirmation of project land interface 53
4.1.7 項目用地拆遷開展 53
4.1.7 Acquisition and demolition of project land 53
4.1.8 設計技術交底 55
4.1.8 Introduction to key of points of design technology 55
4.1.9 路產(chǎn)占用及界面協(xié)調(diào) 56
4.1.9 Occupation of road property and coordination of engineering interface 56
4.1.10 甲供物資和設備的采購 56
4.1.10 Procurement of materials and equipment by porprietor 56
4.2 施工總承包方施工準備 57
4.2 General Construction contractor's preparation 57
4.2.1 項目管理實施規(guī)劃編制 57
4.2.1 Preparation of implementation planning for project management 57
4.2.2 稅務管理 59
4.2.2 Tax administration 59
4.2.3 項目總體施工計劃編制 60
4.2.3 Preparation of the overall construction plan of the project 60
4.2.4 施工組織設計編制 60
4.2.4 Compilation of construction organization design 60
4.2.5 總體施工方案及開工報告報批 61
4.2.5 Overall construction plan and approval of start-up report 61
4.2.6 臨時工程建設 61
4.2.6 Temporary project construction 61
4.2.7 甲控物資聯(lián)采招標 62
4.2.7 Bidding for joint procurement of materials and equipment 62
4.2.8 管理制度編制 63
4.2.8 Establishment of management system 63
4.2.9 標準化管理策劃 64
4.2.9 Standardized management planning 64
4.2.10 合同學習和交底 65
4.2.10 Contract learning and explaining 65
4.2.11 中心試驗室建設 66
4.2.11 Construction of the central laboratory 66
4.2.12 專業(yè)工程作業(yè)指導書編寫 70
4.2.12 Compilation of construction guide for professional engineering 70
4.2.13 信息化管理策劃 71
4.2.13 Information management planning 71
4.3 分包方施工準備 73
4.3 Subcontractor's preparation 73
4.3.1 組織結(jié)構(gòu)設置 73
4.3.1 Organization structure setting 73
4.3.2 臨時工程建設 73
4.3.2 Temporary project construction 73
4.3.3 配合征地拆遷 74
4.3.3 Cooperation with land acquisition and demolition 74
4.3.4 制度建設和資源準備 75
4.3.4 System building and resource preparation 75
4.3.5 實施性施工組織設計及方案審批 75
4.3.5 The approval of feasible construction organization design and construction plan 75
第三篇 項目施工階段建設管理
Part 3 Management in project Construction Stage
第五章 建設項目施工建設管理 79
Chapter 5 Construction Management of Construction Projects 79
5.1 業(yè)主方建設管理 79
5.1 Proprietor's construction management 79
5.1.1 工程進度管理 79
5.1.1 Project schedule management 79
5.1.2 安全質(zhì)量管理 83
5.1.2 Safety and quality management 83
5.1.3 施工技術管理 88
5.1.3 Construction technology management 88
5.1.4 征地拆遷管理 89
5.1.4 Land acquisition and demolition management 89
5.1.5 項目投資控制 90
5.1.5 Investment management 90
5.1.6 資金管理 97
5.1.6 Fund management 97
5.1.7 合同管理 98
5.1.7 Contract management 98
5.1.8 信息管理 99
5.1.8 Information management 99
5.2 施工總承包方建設管理 101
5.2 General contractor's construction management 101
5.2.1 目標策劃 101
5.2.1 Target planning 101
5.2.2 管理方針 105
5.2.2 Administrative policy 105
5.2.3 施工組織管理 107
5.2.3 Construction organization management 107
5.2.4 合同管理 107
5.2.4 Contract management 107
5.2.5 進度控制 112
5.2.5 Progress control 112
5.2.6 投資控制 115
5.2.6 Investment control 115
5.2.7 成本控制 117
5.2.7 Cost control 117
5.2.8 質(zhì)量控制 118
5.2.8 Quality control 118
5.2.9 安全管理 122
5.2.9 Security management 122
5.2.10 物資設備管理 127
5.2.10 Management of materials and equipment 127
5.2.11 組織協(xié)調(diào) 129
5.2.11 Organization and coordination 129
5.2.12 資金管理 131
5.2.12 Fund management 131
5.2.13 信息管理 132
5.2.13 Information management 132
5.2.14 環(huán)水保管理 133
5.2.14 Environmental management 133
5.2.15 農(nóng)民工工資權益管理 138
5.2.15 Management of migrant workers' rights and interests 138
5.2.16 標準化管理 142
5.2.16 Standardized management 142
5.3 分包方建設管理 145
5.3 Subcontractor's construction management 145
5.3.1 進度控制 145
5.3.1 Progress control 145
5.3.2 質(zhì)量控制 148
5.3.2 Quality control 148
5.3.3 安全控制 150
5.3.3 Security control 150
5.3.4 施工成本控制 155
5.3.4 Cost control 155
5.3.5 稅務籌劃管理 157
5.3.5 Management of tax planning 157
5.3.6 物資設備管理 158
5.3.6 Management of materials and equipment 158
第六章 總承包風險管理 160
Chapter 6 Risk Management of General Construction Contract 160
6.1 風險識別 160
6.1 Risk identification 160
6.1.1 風險、風險量、風險等級的內(nèi)涵 160
6.1.1 The connotation of risk，risk amount and risk level 160
6.1.2 風險的識別 160
6.1.2 Risk identification 160
6.2 風險評估 161
6.2 Risk assessment 161
6.3 風險應對 161
6.3 Risk response 161
6.4 總承包風險類別及應對措施 162
6.4 Risk categories and countermeasures 162
6.4.1 合同資金類風險 162
6.4.1 Risks of contract and fund 162
6.4.2 生產(chǎn)管理類風險 170
6.4.2 Risks of production and management 170
6.4.3 不可抗力類風險 178
6.4.3 Risks of force majeure 178
第四篇 項目運營前準備階段管理
Part 4 Management in Project Preoperation Stage
第七章 交竣工驗收管理 185
Chapter 7 Management of Completion and Acceptance 185
7.1 業(yè)主方的工作 185
7.1 Proprietor's work 185
7.1.1 公路工程交竣工驗收的依據(jù)、程序、內(nèi)容 185
7.1.1 Basis，procedure and content of completion and acceptance of expressway project 185
7.1.2 監(jiān)理方工程質(zhì)量評定 189
7.1.2 Supervisor's project quality assessment 189
7.1.3 交工驗收工程質(zhì)量檢測 189
7.1.3 Quality inspection of project completion and acceptance 189
7.1.4 設計符合性審查 192
7.1.4 Review of design compliance 192
7.1.5 業(yè)主方組織交工驗收 192
7.1.5 Proprietor's acceptance inspection 192
7.1.6 工程交竣工決算編制 193
7.1.6 Settlement of project completion and acceptance 193
7.1.7 施工合同價交工清算 197
7.1.7 Liquidation of project contract price 197
7.2 施工總承包方的工作 198
7.2 General contractor's work 198
7.2.1 預交驗及缺陷整改 198
7.2.1 Pre-acceptance and defect rectification 198
7.2.2 質(zhì)量評定 200
7.2.2 Quality assessment 200
7.2.3 竣工資料驗收 200
7.2.3 Acceptance of project completion data 200
7.2.4 環(huán)水保驗收 203
7.2.4 Acceptance of environmental and water conservation 203
7.2.5 線外工程驗收 203
7.2.5 Acceptance of off-line engineering 203
7.2.6 施工總結(jié) 204
7.2.6 Construction summary 204
7.2.7 交工驗收申請 204
7.2.7 Application for project completion and acceptance 204
7.3 分包方的工作 205
7.3 Subcontractor's work 205
7.3.1 自檢驗收和缺陷整治 205
7.3.1 Self-inspection and defect remediation 205
7.3.2 交工申請 205
7.3.2 Application for project completion and acceptance 205
7.3.3 竣工資料組卷注意事項 205
7.3.3 Notes for completion data compilation 205
7.3.4 環(huán)水保交工驗收 206
7.3.4 Acceptance of environmental and water conservation 206
7.3.5 線外工程交驗 206
7.3.5 Acceptance of off-line engineering 206
7.3.6 工程質(zhì)量排查及修復 207
7.3.6 Project quality inspection and repair 207
7.3.7 工程施工管理總結(jié) 207
7.3.7 Summary of project construction management 207
第五篇 總承包管理創(chuàng)新及黨建工作策劃
Part 5 Innovation of General Contracting Management and Planning of Party Construction
第八章 創(chuàng)新型總承包管理思路 211
Chapter 8 Thinking of Innovative General Contracting Management 211
8.1 總承包管理模式創(chuàng)新 211
8.1 Mode innovation of general contracting management 211
8.2 總承包管理定位創(chuàng)新 213
8.2 Positioning innovation of general contracting management 213
8.3 總承包管理目標創(chuàng)新 215
8.3 Goal innovation of general contracting management 215
8.4 總承包管理優(yōu)勢創(chuàng)新 217
8.4 Advantage innovation of general contracting management 217
第九章 文化體系策劃 219
Chapter 9 Cultural System Planning 219
9.1 項目制度文化策劃 219
9.1 Institutional culture planning of project 219
9.1.1 制度文化的特征 219
9.1.1 Characteristics of institutional culture 219
9.1.2 建設工程總承包項目制度文化策劃的著手點 220
9.1.2 Starting points of institutional culture planning for the general contracting project 220
9.2 項目物質(zhì)文化策劃 221
9.2 Material culture planning of project 221
9.2.1 項目物質(zhì)文化的內(nèi)容 221
9.2.1 Contents of material culture 221
9.2.2 項目物質(zhì)文化建設策劃 222
9.2.2 Construction planning of material culture 222
9.3 項目精神文化策劃 222
9.3 Spiritual culture planning of project 222
9.3.1 項目精神文化的內(nèi)容 223
9.3.1 Contents of spiritual culture 223
9.3.2 項目精神文化的實施思路 223
9.3.2 Implementation ideas of material culture 223
第十章 專利技術成果策劃 225
Chapter 10 Patent and Technique Achievement Planning 225
10.1 專利成果策劃 225
10.1 Patent achievement planning 225
10.2 技術成果策劃 226
10.2 Technique achievement planning 226
第十一章 工程項目創(chuàng)優(yōu)策劃 227
Chapter 11 Excellence Planning of Project 227
11.1 社會榮譽策劃 227
11.1 Socials honor planning 227
11.1.1 社會榮譽的內(nèi)容 227
11.1.1 Content of social honor 227
11.1.2 社會榮譽爭創(chuàng)措施 227
11.1.2 Measures of striving for social honor 227
11.2 工程評優(yōu)策劃 228
11.2 Appraising planning of project 228
11.2.1 工程優(yōu)質(zhì)獎類別 229
11.2.1 Categories of project quality award 229
11.2.2 申報實施策劃 231
11.2.2 Application planning 231
第十二章 施工總承包黨建工作創(chuàng)新 233
Chapter 12 Party Construction Innovation of General Contracting Manggement 233
12.1 總承包項目黨建工作的必要性 233
12.1 The necessity of Party construction of general contracting project 233
12.2 總承包項目基層黨建工作面臨的新挑戰(zhàn) 236
12.2 New challenges faced by Party construction of general contracting project 236
12.3 黨建工作促管理提升的具體對策 237
12.3 Specific countermeasures for Party construction to improve management 237
參考文獻 241
Reference 241
附錄 243
Appendix 243