project control management 項(xiàng)目控制管理rev1

ProjectControlManagement

工程控制管理SectionNumber章節(jié)號(hào)：Revision版次：Name姓名Signature簽字Title職務(wù)Date日期PreparedBy編制人ReviewedBy審核人ChuMingExecutiveDirector-InternationalReviewedBy審核人MengFanliExecutiveDirector-InternationalApprovedBy批準(zhǔn)人JohnJonesExecutiveVP-Group

CEO-InternationalFinalApprover最終批準(zhǔn)ChuQinPresident-GroupTranslatedBy翻譯

TableofContent

目錄1 ProjectControlManagement工程控制管理 31.1 ScheduleManagementSystem進(jìn)度管理系統(tǒng) 31.2 ScheduleStatistics進(jìn)度統(tǒng)計(jì) 61.3 ScheduleAnalysis進(jìn)度分析 131.4 ScheduleAssurance進(jìn)度保證 141.5 ProjectCostControlSystem工程費(fèi)用控制系統(tǒng) 251.6 EmergencyManagement應(yīng)急管理 281.7 CashFlowManagement現(xiàn)金流管理 291.8 ReportingProcedures匯報(bào)程序 30

ProjectControlManagement

工程控制管理ScheduleManagementSystem

進(jìn)度管理系統(tǒng)Selectionofschedulemanagementsoftware

進(jìn)度管理軟件的選用OraclePrimaveraP6(mainsoftware)

主控用OraclePrimaveraP6PrimaveraP6ProjectScheduleManagementSoftware.Usedtopreparethetargetprojectschedule,scheduleimprovementandtracking&control.

采用PrimaveraP6工程進(jìn)度管理軟件，用于目標(biāo)工程方案編制、進(jìn)度優(yōu)化、跟蹤控制等。MicrosoftProject(Assistingsoftware)

輔助用MicrosoftProjectForinternalschedulecontrol.Withmoredetailsandmoredirectforexecutionteam.

內(nèi)控進(jìn)度方案要做得詳細(xì)，讓實(shí)施團(tuán)隊(duì)看得直觀。PrepareTargetSchedule

目標(biāo)進(jìn)度方案的制定WorkBreakdownSystemasperContractMilestoneSchedule

按照合同中的里程碑時(shí)間表進(jìn)行工作分解結(jié)構(gòu)Priortoestablishingdetailedschedule,theconstructionsuperintendentshouldcheckandconfirmtheWBSstructureandbreakdownwithProjectManagementDepartment.

施工主管的詳細(xì)方案編制前必須和工程部一起確認(rèn)WBS的結(jié)構(gòu)及分解層次；WBSstructureareasfollow:

WBS分解如下：ProjectDepartmentScheduleControlFlow

工程進(jìn)度控制流程ScheduleControl&Management

進(jìn)度控制管理ProjectControlTeam

進(jìn)度控制團(tuán)隊(duì)Member

成員WorkDescription

工作描述ProjectManager

工程經(jīng)理Projectsitecomprehensivecoordinationandmanagement

工程綜合協(xié)調(diào)與管理。ConstructionManager

施工經(jīng)理Responsibleforsitecoordination&overallmanagement

負(fù)責(zé)現(xiàn)場(chǎng)協(xié)調(diào)及綜合管理。ProjectControlManager

工程控制經(jīng)理Projectschedulecontrolteamhead,inchargeoftheprojectschedule.

工程進(jìn)度控制小組組長(zhǎng)，工程進(jìn)度負(fù)責(zé)人。HSEManager

平安經(jīng)理Responsibleforsafetyeducation&mobilizationtraining

負(fù)責(zé)平安教育及入場(chǎng)培訓(xùn)。QA&QCManager

質(zhì)量經(jīng)理Siteconstructionqualitycontrol.

負(fù)責(zé)現(xiàn)場(chǎng)施工的質(zhì)量控制。AreaManager

區(qū)域主管Siteareamanagement&coordination

現(xiàn)場(chǎng)區(qū)域管理與協(xié)調(diào)。DisciplineSuperintendent

專業(yè)主管Technology,qualityanddocumentationmanagement

技術(shù)、質(zhì)量、資料管理。ProcurementSuperintendent

采購(gòu)主管Procurementmanagement

采購(gòu)管理ScheduleController

進(jìn)度控制員Provideschedulereportandconductschedulecomparisonandetc.

提供進(jìn)度報(bào)告，進(jìn)行進(jìn)度比照等。ScheduleTracking

進(jìn)度跟蹤Thepurposeofthetrackingistoensuretheplannedactivitieshavebeenimplementedandcompliedwith.

跟蹤的目的，是將進(jìn)度方案落實(shí)到實(shí)踐中；Trackingshallinsuretheinformationofactualprogresscanbeobtained.

跟蹤是獲取工程真實(shí)進(jìn)展情況的有力保障；ScheduleUpdating進(jìn)度更新Theconstructionscheduleshouldbereviewedandcheckedperiodically.

施工進(jìn)度方案檢查應(yīng)采取定期檢查的方式進(jìn)行；Constructionschedulewillbegenerallyadjustedbasedonschedulereviewandinspectionresults.

施工進(jìn)度方案在實(shí)施總的調(diào)整時(shí)必須依據(jù)施工進(jìn)度方案檢查結(jié)果進(jìn)行；ScheduleMeetings

進(jìn)度會(huì)議Inordertoreinforcethescheduleplanexecution,Projectwillorganizemonthlyprojectmeeting,weeklyprojectmeetinganddailytoolboxmeeting.Inthemeetings,theprojectexecutionstatusandprogressaswellastheproblemswillbereviewed,taskforthenextstagewillbeassigned,relationsbetweenallpartieswillbecoordinatedtobalancetheresourcesutilization,toensuretheprojectscheduletargetwillbeachieved.

為了加強(qiáng)方案的執(zhí)行力度，工程部需組織月工程會(huì)議、周工程會(huì)議和日常晨會(huì)，總結(jié)評(píng)價(jià)階段性工程進(jìn)展情況和存在的問(wèn)題，布置下期工程任務(wù)，協(xié)調(diào)各方關(guān)系，平衡資源使用，確保實(shí)現(xiàn)工程按方案目標(biāo)完成。ConstructionSchedulePlan(P6Schedule)

施工進(jìn)度方案〔P6進(jìn)度方案〕SeeAttachmentXXX

詳見(jiàn)附件XXXScheduleStatistics

進(jìn)度統(tǒng)計(jì)Progressstatistics

進(jìn)展統(tǒng)計(jì)Theworkercrewsinallworkingareaswillreportprogressofalldisciplineworksdailyandsubmitthedailyreporttotheareasupervisor,whowilltransferthereporttoprojectschedulertocalculatetheactualprojectprogress.

各個(gè)區(qū)域的施工班組每天將各個(gè)專業(yè)的進(jìn)度進(jìn)行統(tǒng)計(jì)，以日?qǐng)?bào)的形式報(bào)給本區(qū)域主管匯總，由主管報(bào)給工程部方案員，進(jìn)行實(shí)際進(jìn)度匯總。ScheduleCurve

進(jìn)度曲線ProgressComparisonBarChart

進(jìn)度比照橫道圖Thepurposeoftheprogresscomparisonbarchartistohaveadirectandclearviewandcomparisonoftheactualconstructionschedulevstargetschedule,aswellasthefollow-upactivityestimatedperiod,andbemorepersuasivetoadjustthescheduleandbemorespecifictocontrolandanalyzethedeviation.

進(jìn)度比照橫道圖的作用是讓現(xiàn)場(chǎng)實(shí)際施工的進(jìn)度和目標(biāo)進(jìn)度有了更直觀、清晰的比照，以及后續(xù)工序的工期預(yù)估和進(jìn)度調(diào)整更有說(shuō)服力，使得控制和分析偏差更有針對(duì)性。Resourcesstatistics

資源統(tǒng)計(jì)Duringtheprojectdevelopment,projectplannershouldarrangethemobilizationofalltypesofresourcesasperthecontractscheduleandactualsiteneedsatdifferentprojectstagesandcollectinformationonallarrivedresources.

工程在開(kāi)展的過(guò)程中，工程方案人員在不同的時(shí)間段，按照合同方案和現(xiàn)場(chǎng)的實(shí)際需求，按排各種資源進(jìn)場(chǎng)，并對(duì)實(shí)際到場(chǎng)的資源進(jìn)行統(tǒng)計(jì)。HumanResourcesInformationCollection

人力資源的統(tǒng)計(jì)Humanresourcesisanimportantfactortocompletetheprojectsuccessfully.Ourcompanywillconductinformationcollection,overallcomparisonandcalculationonthemanpowerandproductivity,ensurethemanpowerwillbearrivedatsitepertheschedule.Theproductivitywillbeanalyzedperiodicallysothatwecantakecorrespondingmeasurestimelytoguaranteetheconstructionschedule.

工程的順利完工，人力是重要因素，我公司將對(duì)人數(shù)和效率有全面的比照統(tǒng)計(jì)計(jì)算，確保人員按方案到場(chǎng)，效率定期統(tǒng)計(jì)分析，以便我們及時(shí)采取相應(yīng)的措施，來(lái)保障施工進(jìn)度。EquipmentInformationCollection

機(jī)械設(shè)備的統(tǒng)計(jì)Theequipmenttypesandtimelymobilizationarealsocriticalfactorstoensuretheworkschedule.Ourcompanywillcompareandcollecttheinformationontheequipmenttypesperiodicallytoensuretheequipmentcanbemobilizedpertheschedule,sothatwecantakemeasurestimelyandaccordinglyandtheconstructionschedulecanbeguaranteed.

機(jī)械設(shè)備種類和按方案到場(chǎng)也是保障進(jìn)度的關(guān)鍵因素，我公司將對(duì)機(jī)械設(shè)備按期按種類進(jìn)行比照統(tǒng)計(jì)，保障機(jī)械設(shè)備按方案到場(chǎng)，以便我們及時(shí)采取相應(yīng)的措施，來(lái)保障施工進(jìn)度。MaterialInformationCollection

材料的統(tǒng)計(jì)Thematerialinformationwillbecollectedandcompared.Incomparisonoftheplannedandactualmaterials,theremainingworkquantitycanbeclearlyunderstood.Itcandirectlypushforwardthemanpower&equipmentassignmentaswellasthematerialprocurementinourworksinthefuture.Wewilltakebettermeasuresaccordinglytoensuretheconstructionschedule.

將對(duì)材料按種類進(jìn)行比照統(tǒng)計(jì)；在材料的方案與實(shí)際使用比照表中，能更加清楚的了解剩余工作量的多少，這對(duì)我們?cè)谖磥?lái)的工作中的人力和機(jī)械的調(diào)配和材料的采購(gòu)有直接推進(jìn)作用，使我們更好的采取相應(yīng)的措施，來(lái)保障施工進(jìn)度。ProductivityInformationCollection

效能的統(tǒng)計(jì)Throughcomparisonbetweenactualandplanman-hours,wecanhaveamoredirectunderstandingofthemanpower&equipmentproductivity,sothatwecanhaveadeepenedmanagementandcontroloverthemanpowerandequipment,whichwillhaveadirecteffecttoimprovetheconstructionschedule.

通過(guò)實(shí)際發(fā)生工時(shí)與方案贏得工時(shí)的比照，我們能更直觀的了解現(xiàn)場(chǎng)人力和機(jī)械的綜合效率，以便我們?cè)谌肆蜋C(jī)械方面更深一步的管理控制，對(duì)加快施工進(jìn)度有直接作用。ScheduleAnalysis

進(jìn)度分析Progressanalysis

進(jìn)展分析Inordertoassessthepossiblescheduleriskscorrectly,theschedulecontrolteamwillidentifythehigh,medium,lowriskoftheenvironment,construction,engineering,managementandchangestotheschedule.

為了準(zhǔn)確估計(jì)工程可能的進(jìn)度風(fēng)險(xiǎn)，進(jìn)度控制團(tuán)隊(duì)會(huì)對(duì)影響進(jìn)度的環(huán)境、施工、技術(shù)、管理以及變更等方面進(jìn)行高、中、低，風(fēng)險(xiǎn)識(shí)別。Resourcesanalysis

資源分析Resourceisanimportantfactorwhichmayimpacttheprojectschedule.Resourcesareadecisivefactortocompletetheschedule.Manpower,equipmentandmaterialarecloselyinter-related.Nomatterwhichonehasproblem,theschedulewillbeimpacted.Throughanalysisontheactuallyusedresourcestoanalyzeiftheresourcesareshortorover.

工程進(jìn)度的影響的重要因素就是資源，資源是決定進(jìn)度完成的關(guān)鍵，人力、機(jī)械和材料三者是唇齒相依，無(wú)論是哪個(gè)關(guān)口出現(xiàn)問(wèn)題，進(jìn)度都會(huì)受到牽制，通過(guò)資源實(shí)際使用統(tǒng)計(jì)，分析資源是否缺乏和過(guò)剩。DeviationAnalysis

偏差分析Earlierschedule.Wemustkeepthefollowingworkscanbefinishedpertheschedule.

領(lǐng)先的進(jìn)度，我們要繼續(xù)保持后續(xù)進(jìn)度。Whenthescheduleis5%behind,measuresandplanswillbemadeaccordinglytocontroltheschedule.

進(jìn)度當(dāng)落后5％時(shí)必須采取相應(yīng)措施和方案進(jìn)行控制。NegativeFactorAnalysis

不利因素的分析DesignChangeFactor

設(shè)計(jì)變更的因素Designchangeisunavoidableduringtheconstruction,andanydirectimpactontheschedulemustbereportedimmediately.

在施工過(guò)程中，出現(xiàn)設(shè)計(jì)變更是難免的：設(shè)計(jì)變更直接對(duì)進(jìn)度影響的立即上報(bào)；SocialEnvironmentFactor

社會(huì)環(huán)境的因素Weshallreportimmediately,iftemporarywatershutdown,powerfailure,roadclosure,importantpoliticalandsocialactivity,holidayandtrafficrestrictionetcwillcauseimpacttodurationorschedule.

如果臨時(shí)停水、停電、斷路、重大政治活動(dòng)、社會(huì)活動(dòng)、節(jié)假日、交通道路的限制等等對(duì)進(jìn)度或工期造成影響，我們將直接上報(bào)；NaturalEnvironmentFactor

自然環(huán)境因素Complicatedgeotechnicalconditions;unclearhydraandweatherconditions;buriedrelicsprotectionandtreatment;flood,earthquake,typhoonandforcemajeure;ifanyofthesefactorswillbeencountered,wewillreportitdirectlytoOwner.Accelerationschedulewillbepreparedthroughcoordinationwithvariousparties.Specificmeasureswillbemadeandexecuted.

復(fù)雜的地質(zhì)工程條件；不明的水文氣象條件；地下埋藏文物的保護(hù)、處理；洪水、地震、臺(tái)風(fēng)等不可抗力等，我們將直接上報(bào)；ScheduleAssurance

進(jìn)度保證Establishmentofinternalself-controlplan

內(nèi)部自控方案的制定Inordertoensurethefinalachievementofthescheduleplan,projectcontroldepartmentwillprepareheinternalcontrolplantocompressthescheduleinadvanceanddistributeittotheconstructionsupervisorstoperformaccordinglyandtouseresourcestothefullextentandarrangetheworksequencereasonably;focusonthecriticalworksandstrictlycontrolthesiteschedule.

為了確保方案的最終實(shí)現(xiàn)，工程控制部組織制定內(nèi)控方案，將工期提前進(jìn)行壓縮，發(fā)放施工主管對(duì)照?qǐng)?zhí)行，充分利用資源，合理安排工序，緊抓關(guān)鍵點(diǎn)，嚴(yán)格控制現(xiàn)場(chǎng)進(jìn)度。Periodicalschedulereviewmeeting

定期的進(jìn)度對(duì)照會(huì)議Projectmanagementdepartmentshallorganizeweeklyschedulereviewmeeting,inordertoreviewthecurrentprogress,evaluatetheschedulerisk,provideprecautionmeasures,adjustsiteresourcesimmediatelyandtoeffectivelycontrolsiteprogress.

工程部定期組織召開(kāi)進(jìn)度會(huì)議，對(duì)當(dāng)前進(jìn)度的對(duì)照和風(fēng)險(xiǎn)評(píng)估，提前對(duì)有可能滯后的進(jìn)度做好預(yù)防措施，及時(shí)調(diào)整現(xiàn)場(chǎng)資源，有效地控制現(xiàn)場(chǎng)進(jìn)度。Attendeesinclude:ProjectManager,SiteManager,ControlManager,HSEManager,QA/QCManager,technicalmanagerandDisciplineEngineersetc;

出席人員：工程經(jīng)理、現(xiàn)場(chǎng)經(jīng)理、控制經(jīng)理、平安經(jīng)理、質(zhì)量經(jīng)理、技術(shù)經(jīng)理、各專業(yè)主管等；Attendeeswillbeaskedtounderstandtheimportanceandnecessityofthemeetingsandmust

要求參加人員正確認(rèn)識(shí)會(huì)議的重要性和必要性，并做到：Attendthemeetingstimely

按時(shí)參加會(huì)議。 Reinforcethecommunicationbeforethemeetingtoensurethehighefficiencyandhighqualityofthemeeting.

會(huì)前要加強(qiáng)溝通，爭(zhēng)取會(huì)議的高效率和高質(zhì)量。Alldepartmentsmustprepareallrelatedmaterialsandhavethemdistributedtimelybeforethemeetingasperthearrangementofthemeeting.

各職能部門(mén)要按照會(huì)議的安排，在會(huì)前準(zhǔn)備好相關(guān)材料并及時(shí)下發(fā)。Theworkassignmentmustbeforeseeable,scientificandreasonable.

工作安排要有預(yù)見(jiàn)性，科學(xué)合理。Figureoutthereasonsfortheoutstandingtasksandtakenecessarymeasures

認(rèn)真落實(shí)解決沒(méi)有完成任務(wù)的原因和采取的措施。Resourcesallocationandreasonablearrangement

資源的落實(shí)及合理分配Manpowerassurancemeasures

勞動(dòng)力保證措施Manpoweriscriticalmeasurestoguaranteetheschedule.Therefore,onetheworkfrontisavailable,manpowerwillbeorganizedandassignedinorderimmediately,andcontrolledperthegeneralschedule.Backupmanpowerwillalsobeprepared.Duringtheconstructionpeaktime,equipmentandmanpowermustbeassignedasperthespecificworkrequirements.

勞動(dòng)力的投入是保證工期的關(guān)鍵，因此當(dāng)本工程的工作面一旦形成，立即按序調(diào)集勞動(dòng)力，并按總進(jìn)度的控制，做好后備勞動(dòng)力的調(diào)集工作；在施工頂峰時(shí)，視具體情況統(tǒng)一調(diào)度機(jī)械設(shè)備與勞動(dòng)力；Ourcompanyhassufficienthumanresources.Forthisproject,ourcompanypresidentwilldirectlyallocatethemanpowerandprovidetimelyadjustmentandassignmentofthemanpowerforthisproject.Thereisoneofourcompany’resourceadvantagetoguaranteetheschedule.

我公司有豐富的人力資源，針對(duì)該工程，有公司總裁直接分管，對(duì)該工程所需的人員能及適時(shí)進(jìn)行調(diào)配，這也是我公司的資源優(yōu)勢(shì)，能確保工期；Workinstructionswillbegivenondailybasis.Thefinishedworkswillbeevaluated.Incentiveandpunishmentprogramwillbepreparedtoimproveworker’sproductivitysothatthedailyschedulecanbecompletesuccessfully.

人員進(jìn)行每天任務(wù)下達(dá)、完成工作內(nèi)容考核，實(shí)施多勞多得的經(jīng)濟(jì)獎(jiǎng)罰措施，調(diào)動(dòng)職工積極性，從而確保每日進(jìn)度方案的完成；Designatedpersonwillfollowupthesitemanpowermobilizationstatusandpreparethereport;belowisasampleofthemanpowertrackingstatisticsreport.

安排專人對(duì)人員進(jìn)場(chǎng)狀態(tài)進(jìn)行跟蹤統(tǒng)計(jì)，并及時(shí)上報(bào)；下表是人員跟蹤統(tǒng)計(jì)表樣例；Machine&EquipmentAssuranceMeasures

機(jī)械設(shè)備保證措施Alltypesofequipmentmusthavedesignatedoperatorandshallbewellmaintainedatnormaloperatingconditionstoguaranteetheequipmentproductivityandmeettheactualconstructionneeds.

各類機(jī)械設(shè)備必須專人操作、精心維修，確保正常使用，保證設(shè)備的使用效率；以滿足施工進(jìn)度的實(shí)際需要；Designatedpersonwillperformthedailyinspection,maintenanceandrepairwork,makesurethemachine&equipmentareundergoodconditions.

由專人及時(shí)對(duì)機(jī)械設(shè)備進(jìn)行日常的檢查、維護(hù)保養(yǎng)和檢修工作，確保機(jī)械設(shè)備的完好率。Allequipmentwillbeunderunifiedmanagement.Thefollowingsampleoftablewillbeusedtotrackthemobilizationofequipmentanditwillbereported.

所有設(shè)備由專人統(tǒng)一負(fù)責(zé)管理，機(jī)械的進(jìn)場(chǎng)采用機(jī)械跟蹤統(tǒng)計(jì)表進(jìn)行跟蹤，并上報(bào)；下面是樣例；MaterialGuaranteeMeasures

材料保證措施Propermaterialsupplyplanwillbepreparedtimelyandwithforesight,asthematerialsupplyplanisverycriticaltotheprojectschedule,therefore,ourcompanyshallrequiretheprojectmanagementdepartmenttoexecutethepreparationandapprovalproceduresformaterialsupplyplan,tomakesurededicatedpersonshallbeavailabletomanageeachstageduringmaterialsupply.

及時(shí)準(zhǔn)確地提出供料方案且具有超前意識(shí)，關(guān)系到工程進(jìn)度的順利進(jìn)行；因此，我公司將要求工程部執(zhí)行方案編制、審核制度，做到供給工作的不同階段有不同的人員負(fù)責(zé)。DesignatedpersonwillbeinchargeofOwnersuppliedmaterials,whichwillbeclassifiedandstoredcorrectly,recordedandfiled.

甲供材料安排專人接洽，進(jìn)行分類擺放、登記造冊(cè)；Setupspecialstorage;preparespecialpersonsinchargeofit.Makeperiodicinspectiontothematerial,setupfull-timestoragekeeperandestablishcompletedrawingprocedure.Sotheequipmentsandmaterialwillnotbelostandwasted.

設(shè)置專門(mén)的倉(cāng)儲(chǔ)庫(kù)房，配備專人看管，對(duì)材料定期進(jìn)行檢查，建立專職保管員及完整的領(lǐng)用手續(xù)，保證供給的設(shè)備及材料不喪失，不浪費(fèi)。Theprojectmanagementteamshouldperformandimprovethisownreviewandapprovalprocessforprocurementplans,andalsothesubmittalandapprovalbytheOwnershouldbeenhanced.

工程部在做好自身方案審批工作的根底上，同時(shí)也做好對(duì)業(yè)主的報(bào)批工作；Getwellfamiliarwiththemanufacturerandothervendorbeforehand,makesurethegoodqualityandfavorableschedule.

提前做好對(duì)生產(chǎn)廠家及其他材料供給商的考察，保證質(zhì)量要求和進(jìn)度要求。Organizethematerialmobilizationtimelyaspertheconstructionschedule.ProcurementTrackingTablewillbeusedtofollowupalltheprocurementactivities.Pleaserefertothesamplebelow.

根據(jù)施工進(jìn)度方案，及時(shí)組織材料進(jìn)場(chǎng)，采用采購(gòu)跟蹤統(tǒng)計(jì)表進(jìn)行跟蹤，下表為樣例；TechnicalGuaranteeMeasures

技術(shù)保證措施Makeagoodjointcheckupontheblueprintsaheadoftime.Wherethereisquestiononthedrawing,timelymakecontactwithOwnerforsettlement,andavoidinfluencetowork.

提前做好圖紙會(huì)審工作，對(duì)圖紙中有疑問(wèn)的地方，及時(shí)與業(yè)主聯(lián)系解決，防止影響施工。OrganizerelativepersonnelforlearningRFP,technicalspeculations,masterthestandardandprocedurerequiredbyconstruction.Andprepareconstructionschemeandconductmaterialtestaheadoftime.

組織有關(guān)人員學(xué)習(xí)招標(biāo)文件、技術(shù)標(biāo)準(zhǔn)，掌握施工要求的標(biāo)準(zhǔn)與程序，提前做好各分項(xiàng)工程的施工方案與材料試驗(yàn)。Strengthentechnicalmanagementandworkingordermanagement,forbidinfluencetocommonconstructionscheduleduetoworkfailure.

加強(qiáng)技術(shù)管理和工序管理，杜絕因工作失誤造成返工而影響正常的施工進(jìn)度。Prepareoverallandsystematicplan,establishobjectivesforeachstageandeffectivelyshortenthecirculationtimebetweeneachconstructionsequence,sothattheconstructionprogresscanbeimproved;meanwhile,closeattentionshallbemadetothemanagementofcriticalworksequence,inordertoinsurethescheduleandqualityofthesecriticalworksequences.

做好工程的統(tǒng)籌、網(wǎng)絡(luò)方案工作，制定階段目標(biāo)，科學(xué)合理地縮短各施工工序的循環(huán)時(shí)間來(lái)提高施工進(jìn)度；同時(shí)緊抓關(guān)鍵工序的管理與施工，確保關(guān)鍵工序的工期與質(zhì)量。Establishpertinentandpracticableconstructionschemes,whichshouldbedetailedandcomprehensive,andshouldbesupplementedwithchartsordiagrams.

編制有針對(duì)性、可操作性的施工方案，內(nèi)容需全面、詳細(xì)，并配以圖表。Therearealotofconstructionactivitiesforthisprojectandconstructionscheduleisverytight,therefore,mechanizedconstructionlevelmustbeincreasedandinsteadthelaborintensitycanbereduced,sothattheconstructionprogresscanbeimprovedandconstructionqualityisguaranteed.

本工程施工作業(yè)面多，施工工期緊，因此必須提高機(jī)械化施工水平，降低勞動(dòng)強(qiáng)度，在保證工程質(zhì)量的前提下提高施工進(jìn)度。Incentive&PunishmentProgram

獎(jiǎng)懲制度Workercrewwhohasshortenedtheschedulewillberewarded.

對(duì)縮短工期的施工班組給予獎(jiǎng)勵(lì)；Basedonthepracticalexperiences,punishmentisnotagoodmethodtoguaranteetheschedule,whichisapassiveapproach.Butthecombinedincentiveandpunishmentapproachcanguidetheworkercrewfrompassiveintoactive.Sinceincentivehasgreatereffectthanpunishment,thecrewwhowantstocreategoodreputationwillnaturallyworkcloselywithProjecttocontroltheschedule.

根據(jù)實(shí)踐經(jīng)驗(yàn)，罰款并不能使進(jìn)度得到保證，采用罰的方法是比擬被動(dòng)的，而采取獎(jiǎng)罰結(jié)合的方法可以引導(dǎo)施工班組變被動(dòng)為主動(dòng)；由于獎(jiǎng)勵(lì)比懲罰的作用更大，爭(zhēng)創(chuàng)品牌的施工班組自然會(huì)積極配合工程部的進(jìn)度控制；SignificantAccelerationAwardforInvolvedCrews

對(duì)應(yīng)急趕工的班組給予優(yōu)厚的趕工獎(jiǎng)勵(lì)。Ourcompanywilloffersignificantaccelerationawardtothosecapableandeffectiveconstructioncrews,whichcanfinishtheirassignedtasksandatthesametimecanassignsomemanpowertofinishadditionalworks,suchasincreasedworkquantitiesbychangeandaccelerationtasks.

如能在規(guī)定工期內(nèi)完本錢(qián)職范圍內(nèi)的作業(yè)任務(wù)的同時(shí)還能抽調(diào)局部人力完成額外的作業(yè)任務(wù)，如變更增加的工程量、需趕工的作業(yè)任務(wù)等等，這些有能力有效率的施工班組我公司將給予優(yōu)厚的趕工獎(jiǎng)勵(lì)。ScheduleAdjustmentandAcceleration

進(jìn)度調(diào)整及趕工ScheduleAdjustment進(jìn)度調(diào)整Scheduleadjustmentsystemwillbeestablishedbythefollowingmethodsduringtheexecutionoftheproject:

本工程實(shí)施過(guò)程中，將按如下方式建立進(jìn)度調(diào)整系統(tǒng)：Analyzethereasonsforscheduledeviation

分析產(chǎn)生進(jìn)度偏差的原因；Analyzetheimpacttothefollowingworksandoverallschedulebythedeviation

分析偏差對(duì)后續(xù)工作和總工期的影響；Determinethelimitconditionstoaffectthefollowingworksandoverallschedule

確定影響后續(xù)工作和總工期的限制條件；Executetheadjustedscheduleplan

實(shí)施調(diào)整后的進(jìn)度方案；Changethelogicalrelationshipbetweensomeworks

改變某些工作間的邏輯關(guān)系；Reducethelastingtimesofsomeactivities

縮短某些工作的持續(xù)時(shí)間。AccelerationMethod趕工方法Solution:whentheactualscheduleis5%behindtheplanschedule,ourcompanywillputforwardmeasuresaccordinglyandtimelytomakeupthedelayedtimewithintheshortestperiodoftime.Thesolutionisasfollows:

處理方法：當(dāng)工程實(shí)際進(jìn)度比方案進(jìn)度滯后5%時(shí)，我公司將及時(shí)提出應(yīng)對(duì)措施，在最短時(shí)間內(nèi)把滯后的進(jìn)度趕上，其方法如下：CountermeasuretoScheduleDelay

進(jìn)度滯后的對(duì)策Therewillbesomeunforeseeablefactorsoccurduringtheconstructionandaffecttheschedule.Atthattime,itmustbestudiedimmediatelytofigureoutthereasonsandchecktheexecutionoftheaccelerationplan.Themaincountermeasuresinclude:

在施工過(guò)程中，有時(shí)可能會(huì)出現(xiàn)難以預(yù)見(jiàn)的因素，對(duì)工程進(jìn)度造成影響，此時(shí)應(yīng)立即研究，分析原因，并隨時(shí)檢查趕工方案的實(shí)施情況。主要方法有：Changetheworkprocessflow

改變作業(yè)流程；Increaseresources:manpowerandequipment

增加資源：人力和機(jī)具；Improvetheresourceefficiency

提高資源的效率；Checktheutilizationoftheresources

檢查資源的使用情況；Applyincentiveprogramtomotivateworkerstoworkovertime;

采用人員鼓勵(lì)的方法調(diào)發(fā)動(dòng)工加班的積極性；Increaseworkingshifts,suchaschangingoneshiftintotwoshifts

增加工作班數(shù)，如：由一班制變成二班制等。Uponcompletionofconstruction,thefollowingrequirementsshouldbecompliedwith:

施工完成后，應(yīng)做到：Immediatelyperformwalk-downandpunchlistsgeneratedfromwalk-downshouldbeclearedatonce.

及時(shí)進(jìn)行尾項(xiàng)檢查，查出的尾項(xiàng)要立即進(jìn)行處理；Immediatelyperformfinalinspectionandacceptance,andfinishallcompletiondocumentation.

及時(shí)進(jìn)行竣工驗(yàn)收并完成竣工資料；Periodicallycollectdocumentsabouttheconstructionscheduleandsetupthecorrespondingarchives.

定期整理有關(guān)施工進(jìn)度的資料，匯總編目，建立相應(yīng)的檔案；ProjectCostControlSystem

工程費(fèi)用控制系統(tǒng)Estimationofprojectcosts

方案費(fèi)用制定Plancostistheestimationoftheprojectcostbeforetheexecution

方案費(fèi)用是在實(shí)施前對(duì)工程費(fèi)用的估算；Theplannedcostistheworktarget

方案費(fèi)用的制定是工作的目標(biāo)；Theplannedcostmustbecompete,inlevelsandreasonable

方案費(fèi)用應(yīng)具備完整性、層次性、合理性；Thecashflowplanandcostmanagementrulesmustbepreparedfortheproject

需編排工程資金使用方案、本錢(qián)管理制度的制定Costscomparisonandanalysis

費(fèi)用比照、分析Thecostcontrolbasismustbetimelyandcorrectcost&scheduletrackingreport

費(fèi)用控制的依據(jù)是及時(shí)、準(zhǔn)確的本錢(qián)、進(jìn)度跟蹤報(bào)告；Departmentsmustreporttheirrespectiveactualcostsperiodicallyandthecostsinformationwillbecollectedbytheprojectcontroldepartment

各部門(mén)要定期上報(bào)各自的實(shí)際費(fèi)用，并由控制部統(tǒng)一統(tǒng)計(jì)；ProjectcontroldepartmentmustcomparetheplannedcostsandtheactualcostsandthecomparisonresultwillbereportedtotheProject.

工程控制部要對(duì)各工程方案費(fèi)用和實(shí)際費(fèi)用進(jìn)行比照，并報(bào)告工程部；Costcontrolmeasures

費(fèi)用控制措施OrganizationMeasures組織措施ProjectManageristhefirstresponsiblepersonfortheprojectcostmanagement,whoshallorganizetheoverallprojectcostmanagement,understandandanalyzethegain&lossstatusandtakerapid&effectivemeasuresaccordingly.

工程經(jīng)理是工程本錢(qián)管理的第一責(zé)任人，全面組織工程部的本錢(qián)管理工作，應(yīng)及時(shí)掌握和分析盈虧狀況，并迅速采取有效措施；ConstructionDepartmentistheresponsibledepartmentfortheentireprojectconstructiontechnologyandschedule,whoshoulduseadvancedtechnologytoreducetheprojectcostonthepre-conditionthattheworkcanbefinishedwithgoodqualityandasscheduled.

施工部是整個(gè)工程工程施工技術(shù)和進(jìn)度的負(fù)責(zé)部門(mén)，應(yīng)在保證質(zhì)量、按期完成任務(wù)的前提下盡可能采取先進(jìn)技術(shù)，以降低工程本錢(qián)；ProjectControlDepartmentmanagesthecontractexecutionandcontractadministration,whoisresponsiblefortheapplicationandexpeditingoftheprogresspaymentanddealwiththeclaims.

工程控制部主管合同實(shí)施和合同管理工作，負(fù)責(zé)工程進(jìn)度款的申報(bào)和催款工作，處理索賠問(wèn)題；ProcurementDepartmentwillinvestigatethemarkettoselectbestproductfromatleastthreesuppliersbutthepre-conditionisthatthequalitymustbeguaranteed.ProcurementDepartmentwillorganizethetransportationreasonablyandtrytopurchaselocallyandascloseaspossible.Trythemosteconomicaltransportationandreducethetransportationcost.Butthepre-conditionisthatthesafetyandschedulecanbeguaranteed.

采購(gòu)部在采購(gòu)時(shí)應(yīng)先對(duì)市場(chǎng)行情進(jìn)行調(diào)查，要做到貨比三家，在確保質(zhì)量的前提下，擇優(yōu)采購(gòu)；并合理組織運(yùn)輸，就近采購(gòu)，選用最經(jīng)濟(jì)的運(yùn)輸方式，以降低運(yùn)輸本錢(qián)，當(dāng)然前提是確保平安、進(jìn)度；FinancialDepartmentismanagingtheprojectfinance,whowillanalyzethedebitandcreditoftheprojectfinanceandassignthefundreasonably.

財(cái)務(wù)部主管工程工程的財(cái)務(wù)工作，應(yīng)隨時(shí)分析工程的財(cái)務(wù)收支情況，合理調(diào)度資金；Otherprojectdepartmentandthecrewsmustalsofocusontheorganizationtocontributetotheprojectsavings.

工程經(jīng)理部的其它部門(mén)和班組都應(yīng)精心組織，為增收節(jié)支盡心盡責(zé)；TechnicalMeasures技術(shù)措施Taketechnicalmeasurestocontroltheprojectcost;fullyutilizethetechnicalstaff’sproactivity;conductnecessarytechnical&economicreasoningonthemaintechnicalplans,tofindthecomparativelyeconomicalandreliableplans,toreducetheprojectcost,includingtheapplicationofnewtechnology,newprocessandnewequipment,etc

采取技術(shù)措施控制工程本錢(qián)：應(yīng)充分發(fā)揮技術(shù)人員的主觀能動(dòng)性，對(duì)主要技術(shù)方案做出必要的技術(shù)經(jīng)濟(jì)論證，以尋求較為經(jīng)濟(jì)可靠的方案，從而降低工程本錢(qián)，包括采用新技術(shù)、新工藝、新設(shè)備等；TechnicalManagerisalsoresponsiblefortheconstructionqualityandcostoftheentireproject,andbreakdowntheresponsibilityintoeachconstructionindividual,whowillberesponsibleforthequalityandcostoftheirrespectiveresponsibleworks.

技術(shù)負(fù)責(zé)人還應(yīng)對(duì)整個(gè)工程工程的施工質(zhì)量、本錢(qián)進(jìn)度負(fù)責(zé)，并把責(zé)任劃分到每個(gè)施工人員，施工人員對(duì)本人所轄單項(xiàng)工程質(zhì)量及本錢(qián)負(fù)責(zé)；Conclusively,technicalstaffshouldconductoverallcontrolthecostbyusingreasonabletechnology,saveworkinghoursandmaterials,improveequipmentproductivityandimproveworkquality.

總之，技術(shù)人員應(yīng)從合理角度對(duì)技術(shù)措施、工料節(jié)約、機(jī)械利用率、工序合理安排、工程質(zhì)量等方面進(jìn)行全面控制；Improvethequalitymanagementtocontrolthereworkrate;strictlycontrolthequalityduringtheconstruction;qualityinspectorsofdifferentlevelsmusthavedefinedpositionandresponsibilityandmanagethequalitythroughtheentirecourseoftheproject.

加強(qiáng)質(zhì)量管理控制返工率：在施工過(guò)程中要嚴(yán)把質(zhì)量關(guān)，各級(jí)質(zhì)量檢查人員定點(diǎn)、定崗、定責(zé)，使質(zhì)量管理工作貫穿于工程的全過(guò)程中；Thetargetistofinishtheworkinonetimewithacceptablequality.Preventreworksfromhappeningandavoidunnecessaryutilizationofmassmanpower,financeandmaterials,whichmayincreasetheprojectcost,sothattheprojectprofittargetcanbemet.

做到工程一次成型、一次合格，杜絕返工現(xiàn)象的發(fā)生，防止造成因不必要的人、財(cái)、物等大量的投人而加大工程本錢(qián)，到達(dá)了保證工程效益的目的；EconomicMeasures

經(jīng)濟(jì)措施Laborcostcontrol&management:themainworkistoimprovetheworkerorganizationandreducestandby&waste;implementationofreasonableincentive&punishmentprogram;emphasizetechnicaltrainingandworkingrules;reduceassistingworkersandcontroltheworkernumbersofeachworkercrew.

人工費(fèi)控制管理：主要是改善勞動(dòng)組織，減少窩工浪費(fèi)；實(shí)行合理的獎(jiǎng)懲制度；加強(qiáng)技術(shù)培訓(xùn)；加強(qiáng)勞動(dòng)紀(jì)律，壓縮輔助用工，嚴(yán)格控制各作業(yè)班組人數(shù)；Materialcostcontrol&management:themainworkistoimprovethematerialprocurement,transportation,receiving,issuingandstorage,reducewasteoneachstepsandsaveprocurementcosts;materialswillbestoredonsitereasonablytoavoidandreducemultiplehandling;strictlycontroltheinspectiononthemobilizedmaterialsandlimitedquantitytakenfromthewarehouse;prepareandimplementtechnicalmeasurestosavematerialsandusematerialsreasonably.Comprehensiveuseofallresources.

材料費(fèi)控制管理：主要是改良材料的采購(gòu)、運(yùn)輸、收發(fā)、保管等方面的工作，減少各個(gè)環(huán)節(jié)的損耗，節(jié)約采購(gòu)費(fèi)用；現(xiàn)場(chǎng)合理堆置現(xiàn)場(chǎng)材料，防止和減少二次搬運(yùn)；嚴(yán)格材料進(jìn)場(chǎng)驗(yàn)收和限額領(lǐng)料制度；制訂并貫徹節(jié)約材料的技術(shù)措施，合理使用材料，綜合利用一切資源；Equipmentcontrolandmanagement:themainworkistoselectanduseequipmentcorrectly;providegoodmaintenancetoequipment;improvetheequipmentcompleteness,utilizationandefficiency,toenhancetheconstructionscheduleandreducetheequipmentcost.

機(jī)械費(fèi)控制管理：主要是正確選配和合理利用機(jī)械設(shè)備，搞好機(jī)械設(shè)備的保養(yǎng)修理，提高機(jī)械的完好率、利用率和使用效率，從而加快施工進(jìn)度、降低機(jī)械使用費(fèi)；Indirectcostcontrol&management:themainworkistoreducethemanagementorganization;reasonablydefinethemanagementrangeandlevels;saveconstructionmanagementfeeandetc.

間接費(fèi)控制管理：主要是精減管理機(jī)構(gòu)，合理確定管理幅度與管理層次，節(jié)約施工管理費(fèi)等等；EmergencyManagement

應(yīng)急管理Emergencymanagementmeasuresforcostcontrol

費(fèi)用控制的應(yīng)急措施Duetounpredictablesituations,theprojectbudgethastobere-estimatedandrevisedduringprojectexecution.

不可預(yù)見(jiàn)的各種情況要求在工程實(shí)施過(guò)程中要重新對(duì)工程的費(fèi)用作出新的估計(jì)和修改。Costchangeplan:Duringprojectexecution,variouschangesmayoccur.

更改費(fèi)用方案：在工程的執(zhí)行過(guò)程中，會(huì)有各類變更出現(xiàn)；Aftertheprojectcontroldepartment(withprojectmanagerinvolved)andtheOwnerhavenegotiatedandsettleddownthecontractmodification,eachdepartmentshallprepareandsubmittheircostchangeplantoprojectmanager.

由工程控制部〔工程經(jīng)理要參與〕與業(yè)主談好合同變更后，由各部門(mén)提交變更所需的費(fèi)用方案交給工程經(jīng)理；Theprojectmanagershallreportthecostchangeplantotheheadoffice,andthenexecuteandfileupthecostchangeplanafterithasbeenapprovedbytheheadofficeinwritten.

經(jīng)工程經(jīng)理向公司申請(qǐng)，在得到公司確實(shí)認(rèn)函后，方可實(shí)施并做好存檔工作；CashFlowManagement

現(xiàn)金流管理Contentofcashflow

現(xiàn)金流的內(nèi)容Forprojects,cashflownormallyincludes

針對(duì)工程來(lái)說(shuō)，一般現(xiàn)金流應(yīng)包括：Payables

應(yīng)付出的資金Receivables

應(yīng)收回的資金Plannedactivityfund

有方案的活動(dòng)資金Importanceofcashflow

現(xiàn)金流的重要性Themainfunctionofthecashflowmanagementistoensurethesafetyftheprojectbusinessfund.

現(xiàn)金流量管理的主要作用是保證工程經(jīng)營(yíng)資金的平安；Goodcashflowmanagementisthefoundationandcoreoftheprojectsuccess.

良好的現(xiàn)金流管理是工程成功的根底、核心；Riskofcashflowandcontrol

現(xiàn)金流的風(fēng)險(xiǎn)及控制MaterialProcurementManagement:thematerialquantitymustbewellcontrolled;eachdepartmentofdifferentlevelmusthavestrictcontrolssothatthematerialswillnotbeoverstock,whichistheoverstockofthefund.

材料采購(gòu)的管理：材料的數(shù)量一定要控制，各部門(mén)要層層把關(guān)，不能造成材料積壓，從而積壓了資金；Procurementpaymentandsubcontractorpaymentmanagement:itisnotaslongeraspossibletohavelongpaymentperiodtosuppliersandsubcontractors.Ifitistoolateofthepayment,thecreditwillbelostandtheworkingrelationshipwithsupplierswillbedamaged,whichmayleadtothelossofpotentialdiscounts.

采購(gòu)付款及分包付款的管理：向供給商及分包商支付款項(xiàng)周期，并不是越長(zhǎng)越好，如果支付過(guò)遲，會(huì)喪失信用度，損害與供給商良好的合作關(guān)系，可能導(dǎo)致失去潛在的折扣優(yōu)惠