广州西塔联合体总承包管理研究

发布时间：2018-05-03 13:00

本文选题：广州西塔 + 总承包联合体　；参考：《西安建筑科技大学》2014年硕士论文

【摘要】：随着建筑工程项目的规模日益扩大,技术难度的加速提高,以及经济一体化的加深,为规避投资风险以及优化社会资源配置,大型建筑企业在承接大型或特大型工程项目时,越来越偏向选择联合体总承包管理模式对建筑项目进行经营。本文以广州西塔项目为研究对象,通过分析该项目的工程特点、难点等,作出了联合体总承包管理模式的选择,确定了联合体的工作模式,组成了联合体总承包项目部,制定了项目部的运行机制及管理体系;通过该项目在质量管理、进度管理以及成本管理三方面阐述分析了该工程项目在施工准备阶段、施工进行阶段,总承包项目部对该项目作出的具体要求以及总承包项目部下设的各职能部门,在《管理纲要》以及总承包项目部的指挥下,执行的一系列项目管理措施,促进广州西塔项目的顺利安全进行;通过建立合同体系,合理分类合同,同时,制定项目合同的标准化管理流程,使有关的合同从草拟、评审、会签审批、签订、传递、交底、变更、保管等重大合同管理方面有据可依,规范化的合同管理,有效促使广州西塔项目工程的施工有序进行。总之,广州西塔项目在联合体总承包管理模式下,对项目实行有效的项目管理,达到了项目建设的总目标,降低了联合体成员投资成本及分散了投资风险。
[Abstract]:With the increasing scale of construction projects, the acceleration of technical difficulties, and the deepening of economic integration, in order to avoid investment risks and optimize the allocation of social resources, large construction enterprises undertake large or super large engineering projects. More and more inclined to choose the general contract management mode of the consortium construction project management. This paper takes the Xita project in Guangzhou as the research object, through analyzing the engineering characteristics and difficulties of the project, makes the choice of the general contract management mode of the association, determines the working mode of the association, and forms the general contracting project department of the association. The operation mechanism and management system of the project department are established, and the construction preparation stage and construction stage are analyzed through the project in three aspects: quality management, schedule management and cost management. The specific requirements made by the General Contracting Project Department for the project and a series of project management measures implemented by the functional departments under the General Contracting Project Department under the guidance of the "outline of Management" and the General Contracting Project Department, To promote the smooth and safe conduct of the Xita project in Guangzhou; to establish a contract system, reasonably classify the contract, and at the same time, to formulate a standardized management process for the project contract, so that the relevant contracts can be drafted, evaluated, countersigned, approved, signed, transmitted and handed over. Change, custody and other important contract management, standardized contract management, effectively promote the construction of the West Tower Project in Guangzhou orderly. In a word, under the mode of general contract management, the project of Guangzhou Xita has been managed effectively, which has achieved the overall goal of the project construction, reduced the investment cost of the members of the association and dispersed the investment risk.
【学位授予单位】：西安建筑科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.92

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