工程项目管理手册(完整版)

工程部项目管理手册目录云南华侨城实业有限公司工程部项目管理手册···············································-1-1、管理人员和施工队伍管理······································································-1-2、总平面管理························································································-2-3、红线外的协调管理···············································································-2-4、分包队伍管理·····················································································-3-5、日常工作···························································································-3-6、计划管理···························································································-4-6.1工程进度计划的编制与修订································································-5-6.2工程进度计划的报批·········································································-5-6.3工程进度计划的执行与监督································································-5-6.4工程的延期管理···············································································-6-7、技术管理···························································································-7-7.1施工技术文件的编制和报批································································-7-7.2深化设计图纸的绘制和报批································································-8-7.3图纸会审························································································-8-7.4技术资料管理··················································································-9-8、现场签证管理·····················································································-9-8.1现场签证的范围···············································································-9-8.2现场签证的办理及要求·····································································-10-8.3办理流程·······················································································-10-9、质量管理·························································································-11-9.1材料、设备报批··············································································-11-9.2设备材料进场报验···········································································-12-9.3样板工程的施工和验收·····································································-13-9.4工程验收·······················································································-14-9.5质量问题（事故）处理·····································································-15-9.6每月例行检查·················································································-16-10、成品保护························································································-16-11、安全管理························································································-17-11.1、安全文明施工策划的目的······························································-17-11.2、安全文明施工目标·······································································-17-11.3、安全和文明施工管理体系······························································-17-11.4、现场安全管理制度········································································-20-工程部项目管理手册云南华侨城实业有限公司地址：云南省昆明市阳宗海电话：[phone]传真：[phone]、安全与文明施工专项措施·······························································-25-11.6、文明施工规划及管理·····································································-32-11.7、安全文明施工奖罚措施··································································-35-12、项目管理手册说明···········································································-41-13、云南华侨城实业有限公司工程部项目管理手册附表·································-42-工程部项目管理手册云南华侨城实业有限公司地址：云南省昆明市阳宗海电话：[phone]传真：[phone]-云南华侨城实业有限公司工程部项目管理手册云南华侨城实业有限公司开发的所有工程项目，所有参与工程建设的单位，包括设计院、监理公司（以下简称监理）、总承包商（以下简称总包）、业主指定分包商（以下简称业主指定分包）等均须遵守本办法。下文所述施工单位包含总包及各业主指定分包单位。1、管理人员和施工队伍管理1.1所有施工单位进场，必须提前3天以书面报业主、监理认可，不得擅自进场。1.2施工单位进场后，3天内分别向业主和监理提交项目管理架构表、管理人员简历、相关证书复印件、管理人员联系电话表，收发文资料员名单及项目联系邮箱。1.3施工单位进场后，7天内分别向业主和监理提交主要分包单位、主要材料供应商和试验、检验单位的营业执照、资质证书复印件。特殊情况时间需要顺延，施工单位需在规定时间内书面提交申请延期报告，征得监理、业主同意。1.4施工单位进场后，7天内向业主和监理提交劳动力进场计划，同时向监理提交所有进场的特殊工种人员和施工人员名单，内容包括姓名、身份证号、暂住证号、工种及特殊工种上岗证复印件。1.5经业主认定的项目管理班子，无特殊理由不得随意调整。如遇特工程部项目管理手册云南华侨城实业有限公司地址：云南省昆明市阳宗海电话：[phone]传真：[phone]-殊情况，个别人员需要调整，施工单位应提前7天以《工程联系函》的形式，说明理由，并提供两个以上的备选人员，供业主和监理审定后，方可实施；未经业主同意，处以1万元/人次的罚款。1.6施工前或施工过程中，业主有权根据其掌握的具体情况，在不必说明理由的情况下要求更换其中一个或多个管理人员。施工单位在接到业主指令5个工作日内应无条件完成人员更换，否则，逾期将处以每天500元/人的处罚。1.7项目经理和总工等主要管理人员如临时有事须离开工地1日以上，须书面通知监理和业主并指定代理人。如无故离开工地24小时以上，业主有权处以500元/人天的罚款。1.8施工单位进场主要设备必须提前3天报监理审核同意后方可进场，主要设备退场前需提前书面报告监理同意后方可退场。2、总平面管理2.1施工单位进场前根据图纸及场地条件拟定合理的施工总平面布置，提前7天报业主、监理审定后，方可组织实施。2.2在施工过程中，施工总平面由总包负责管理，总平面的调整、补充、修改，须经业主、监理审定，方可组织实施。2.3其它施工单位必须服从总包对总平面的管理。3、红线外的协调管理3.1施工单位应根据工程需要及时办理如夜间施工许可证、临时排水许可证、卫生许可证等各类证照，并将复印件提交监理、业主备查。工程部项目管理手册云南华侨城实业有限公司地址：云南省昆明市阳宗海电话：[phone]传真：[phone]施工单位必须指定专人负责应对政府管理部门的各种检查和工地周边单位、居民的协调工作，保证工作的顺利进行。该协调员姓名和联系电话进场3天内报业主备案。4、分包队伍管理4.1在签定的合同范围内总包和其他承包商均不得将本工程进行转包。4.2所有业主指分包必须服从总包的现场协调和管理，对无正当理由不服从管理者，业主有权视情况作出罚款或清退出场的处理。4.3总包根据工程需要进行专业分包，必须事先征得业主同意，并填写《分包单位资质报审表》（见建筑工程监理规程GB50319-2000附表（以下简称监理规范用表）A3），报监理审核并抄报业主，监理组织业主、总包对分包队伍的资质、技术、质量、综合实力等进行综合考察和评审，总监签