The Code for Management of Construction Projects was compiled by the Ministry of Construction in 2006 in conjunction with relevant departments, and was subsequently approved as a national standard. To some extent, the Code for Construction Project Management has absorbed the general standards of international quality management and the ideas and concepts of international project management, combined with the practical experience of project management system reform in China's construction industry in the past 20 years, and is a concrete and professional embodiment of project management in the field of construction engineering, with strong practicability and operability; It is the management standard of project management process and content of construction projects in China; It is a code of conduct promulgated according to national standards according to China's national conditions, the level of construction enterprises and corresponding policies and regulations. Its operating mechanism is: macro-control of enterprise headquarters, entrusted management of projects, guarantee of professional construction and coordination of social forces; The organization is: three-level relationship-the relationship between project layer and enterprise layer, the relationship between project manager and enterprise legal representative, and the relationship between project management department and labor operation layer; The main body of implementation is "two systems construction and three promotion"-project manager responsibility system and project cost accounting system, technical progress, scientific management improvement, general contracting management ability improvement, knowledge structure and capital operation improvement; The basic content is "four controls, three pipes and one coordination"-schedule, quality, cost and safety control, site, information and contract management, organization and coordination.
Chapter * * * of Code for Management of Construction Projects 18: 1, general provisions; 2. Terminology; 3. Project scope management; 4. Project management planning; 5. Project management organization; 6, the project manager responsibility system; 7. Project contract management. Project procurement management; 9. Project schedule management; 10, project quality management; 1 1, occupational health and safety management of the project; 12, project environmental management; 13, project cost management; 14, project resource management; 15, project information management; 16, project risk management; 17, project communication management; 18, project closing management.
2, project quality management analysis
(1) project quality indicators The object of project quality management is mainly project quality. It is a comprehensive index, including the following aspects: the availability of the project, the use effect and output benefit, the safety and stability of the operation; Safety and reliability of engineering structure construction; The quality of materials, equipment, processes and structures used and their influence on the durability and life of the project; Other aspects of the project, such as appearance modeling, coordination with the environment, project operating cost level, maintainability and inspectability, etc.
(2) the composition of engineering quality control benchmark
The complete concept of project construction quality includes three aspects: project quality, process quality and work quality. Engineering quality refers to the quality of buildings, structures, design materials and semi-finished products. The project construction conforms to the technical standards such as design documents, relevant standards, regulations and specifications of national industries or enterprises, and meets the requirements of users; Process quality refers to the quality of work links or process activities; Work quality refers to the degree to which the work related to the project quality guarantees the project quality, and is the basis to ensure the project quality and process quality. Only paying attention to the project quality is a passive "after-the-fact control" method, which can't actively guarantee the quality. Only by comprehensively grasping the connotation of quality, paying attention to the unity of three aspects and focusing on the quality of work can quality control be proactive, preventive and guaranteed.
The quality control of engineering project construction is all technical and management activities needed to ensure and improve the quality in the whole process of engineering project construction, and establishing the quality control benchmark of engineering project construction is the first step of quality control. The control benchmark of project construction is to measure and ensure whether the project quality, process quality and work quality are qualified or meet the quality standards stipulated in the contract. Because construction and installation projects are generally products under contract environment, the quality standards of engineering construction are mostly under contract environment.
The two benchmark series of quality control are technical control benchmark and management quality control benchmark. Technical quality control benchmark refers to the quality technical standards selected and legally adopted in the contract, including project design requirements, design specifications, design documents, equipment and material specifications, construction specifications, quality evaluation standards, debugging and other technical specifications. The management quality control benchmark is the quality management standard-the project quality system, which is established to ensure that the quality meets the technical standards stipulated in the contract documents, that is, the quality monitoring system and quality assurance system established to ensure the realization of the project construction quality objectives. Quality technical standards and quality management standards exist to ensure the realization of project quality objectives, and both belong to quality standards. However, the former mainly reflects the applicability requirements of products, emphasizes the qualification of results, is the basic basis for quality formation and quality inspection, is mandatory and absolute, must meet the requirements and is the "hardware" in quality control. The latter mainly reflects the ability and mechanism to ensure the realization of quality objectives, emphasizing the procedural, planned and controllable process. It not only serves the quality technical standards, but also ensures the implementation of the quality technical standards in the whole construction process, and regulates the selection, formulation and application of the quality technical standards, which can be said to be the "software" in quality control. The two promote each other, complement each other and cannot replace each other.
(3) Control of project quality
In order to achieve the goal of engineering construction project and obtain high-quality project, strict quality control must be implemented for the whole project.
① Project quality process control
Because the project is a gradual process, problems in any link will inevitably affect the later quality control, and then affect the quality objectives of the project, so we should emphasize the process control.
(2) Quality control of all production factors in the project.
Engineering construction, through labor, materials, equipment, methods, that is, construction technology to achieve sub-projects, and then complete sub-projects, unit projects, single projects, so that the whole project. Quality control must focus on the construction of various elements and sub-projects and go deep into the whole process of material procurement, supply, storage and use.
③ Control of producers and managers at all levels.
Engineering construction is carried out through the participation of various project participants, and quality control must attach importance to the control of people and their work. This is because the participants in the project are all temporary soil teams organized through engineering construction, and each has its own economic interests and goals, which will affect management ability and enthusiasm for quality.
(4) Several influencing factors of engineering quality control.
There are five Machine factors that affect the engineering quality in the construction stage, namely the so-called four 4 Mies: Men, materials, methods and Environment. Specifically, although there are many reasons for engineering quality accidents, they can be summarized as follows: there are serious errors in the engineering project design drawings provided by the owner or the project. The project construction procedure violates the basic construction standard procedure; Violation of the objective laws of engineering construction activities; Due to engineering geological survey or foundation treatment errors, the wrong foundation scheme is adopted, or improper foundation treatment leads to uneven settlement of foundation or instability of buildings, leading to major quality accidents; Engineering construction or management is out of control; The use of unqualified materials, semi-finished products, components or Jian 'an products leads to engineering quality accidents or hidden dangers; Improper operation after commissioning or delivery; Other problems, such as unfavorable natural conditions or unforeseen problems such as policies and laws, have an impact on the quality of the project.
(5) Engineering quality control There are thousands of construction processes in an engineering project, and almost every process needs quality inspection and control. But if you grab your eyebrows and beard, regardless of priorities, you can only get twice the result with half the effort. Therefore, in the early stage of construction, the overall quality objectives of the project should be formulated according to the contract, and decomposed into units and divisions step by step, and finally implemented in the sub-projects for timely quality inspection and evaluation. According to the importance of the construction process, graded quality control can achieve twice the result with half the effort.
Setting hierarchical quality control points means that all quality control points are divided into three levels: A, B and C according to their importance. Generally, the key processes that have a significant impact on the project quality and need to be inspected by the owner's quality engineer or a third party are classified as Grade A, such as concealed works and pressure testing. Will have a greater impact on the quality of the project, the project quality engineer intends to check the process for B, such as pipeline flaw detection and appearance inspection; The general process is classified as Grade C. If the self-inspection is completed, it will be checked by the construction team. Adhere to the system of self-inspection, special inspection and handover inspection.
The quality control points of engineering projects should be divided into different levels according to WBS. Firstly, it is divided into procurement quality control points, construction quality control points and trial operation quality control points according to work links. Secondly, the division of unit projects in each work link, such as civil engineering, equipment engineering, pipeline engineering, electrical instrument engineering, anti-corrosion and thermal insulation engineering, steel structure engineering and other quality control points; Third, divide the quality control points according to the division and subdivisional work in each unit project; Finally, set quality control points for key processes, special processes and other important processes.
The results of the division of quality control points are reflected in the project planning and construction organization design by the project management department in the form of quality control point list.
3, the preparation of project quality management planning
(1) planning purpose of project quality management
As a programmatic document guiding the project quality management, the project quality management plan should determine the objectives, basis, content, organization, gas source, methods, procedures and control measures of the project quality management.
(2) The principles of the project quality management planning system include:
(1) Clear objectives. Clear goals are the basic elements of organizational management. Only by setting clear goals can the organization and its members concentrate, give full play to their subjective initiative and achieve efficient management.
② The organization is scientific and reasonable. The management organization should be flat, the organizational form of the division should be implemented, and the responsibilities should be in place, so that all organizational departments can accumulate information and sum up experience at ordinary times, and once tasks are assigned, they can quickly enter the state to ensure the correctness and timeliness of the project management plan.
③ Suitable for enterprises. The overall management system, corporate culture, personnel knowledge, work characteristics and technical equipment of each enterprise are different, and should not be the same. It is necessary to establish a management system with its own characteristics in light of the actual situation of the enterprise.
④ Establish the concept of system management. The content of project management planning covers a wide range. If it is only regarded as the work of the project department or some other department, or as the work of a certain period, then the project management planning is either a mere formality, ineffective guidance or mistakes. We must establish the idea of systematic management, and make all departments coordinate and make overall arrangements from the technical content, management mode, inspection, revision, summary and improvement of the plan, so as to formulate a scientific and complete project management plan that can really play a guiding and supervising role.
⑤ Ensure the active participation of relevant departments to give full play to the overall advantages of the enterprise. Construction project management planning involves enterprise management, system operation, technology, safety, quality, progress, cost, information, environment and other factors, and requires the active participation of relevant departments to give full play to their respective advantages.
⑥ Ensure the formulation, implementation, inspection and continuous improvement of the plan. The sustainable development of enterprises and the maintenance of core competitiveness need the continuous improvement of management system. Therefore, the management system of earthwork construction project management plan should not only ensure the scientific formulation of the plan, but also ensure the smooth implementation of the plan, establish an inspection system, correct it in time, and constantly improve and improve it.
(3) Target planning of project quality management
The objective planning of project quality management is to meet the requirements of various contracts. Therefore, the project management department should establish a contract management system, and set up a specialized agency or personnel to be responsible for contract management. Participate in the work including contract signing, execution, control and comprehensive evaluation. First of all, the project contract review should be carried out before the contract is signed, mainly to review, identify and evaluate the bidding documents and contract conditions and the project management objective responsibility letter signed with the company, including: the legality review of the bidding content and contract, the legality and integrity review of the bidding documents and contract terms, and the determination of the responsibilities, rights and interests of both parties to the contract and the scope of the project? Review of product or process related requirements. The contract risk assessment should also study the contract documents and materials provided by the employer to ensure that the contract requirements can be realized, clarify the problems found with the employer in time, and determine the ability to complete the contract requirements in writing. Then make the project contract implementation plan, which should include the overall arrangement of contract implementation, subcontracting plan and the establishment of contract implementation guarantee system. The contract execution guarantee system should be coordinated with other management systems; And communication mode; The coding system and file system of contract documents shall be established. At the same time, the project manager department will make overall coordination arrangements for the contracts undertaken by it; The subcontract signed by the project management department and the distribution of responsibilities for completing the work by itself shall cover all the responsibilities of the main contract and meet the requirements of the main contract in terms of price, schedule and organization; At the same time, the necessary contract execution procedures should be stipulated. Project contract implementation control includes: contract disclosure, contract tracking diagnosis, contract change management and claim management. Before the implementation of the contract, the project management department should make a contract disclosure, including the main contents of the contract, the main risks of the contract implementation, the special problems in the process of signing the contract, the contract implementation plan and the distribution of the contract implementation responsibilities, etc. In the goal planning of project management, it should also stipulate the follow-up diagnosis in the process of achieving the goal, that is, comprehensively collect and analyze the contract execution information, compare and analyze the contract execution situation with the contract execution plan, find out the deviation, cause analysis, responsibility analysis and execution trend prediction of the contract execution difference, report the implementation situation and existing problems in time, put forward relevant opinions and suggestions, and take corresponding measures. For the change of the target, the negotiation, handling procedure, formulation and merger, actual change measures, modification of change-related information and result inspection, claim management and counterclaim management should be stipulated. Finally, the project contract termination and post-evaluation planning, including: contract signing evaluation, contract execution evaluation, contract management evaluation, contract terms evaluation that have a significant impact on the quality of this project and other experiences and lessons.
(4) Project quality management organization planning
The organization planning of project quality management should first determine the principles that should be followed when the organization is established: scientific and reasonable organizational structure, clear management objectives and responsibility system, organization members with corresponding professional qualifications, relatively stable and adjusted according to actual needs, organizations should determine the responsibilities, authorities, interests and risks of relevant project management organizations, and organization management should coordinate and comprehensively manage projects according to project management objectives. Secondly, formulate the project management system, strengthen the plan management, ensure the rational allocation and orderly flow of resources, guide, supervise, inspect, assess and serve the project management, accept the guidance, supervision, inspection, service and assessment of the functional departments of the organization, and be responsible for the rational use and dynamic management of project resources. This paper describes how to determine the management tasks and organizational structure of the project management department according to the project management planning outline, divide the objectives and responsibilities according to the project management objective responsibility book, determine the organizational setting of the project management department, determine the responsibilities, division of labor and authority of personnel, and formulate the working system, assessment system and reward and punishment system. Plan the construction of the project team, set up a harmonious and efficient project team around the project objectives, establish a management mechanism and working mode for collaborative work, and establish a smooth information communication channel and information work platform for all parties to ensure accurate, timely and effective information transmission. The construction of project team should pay attention to management performance, give full play to the enthusiasm of individual members and make full use of the cooperative achievements of members.
(5) Project quality management process planning
The project quality management process planning should define the quality objectives, meet the requirements of the owner and other interested parties, as well as the technical standards and product quality requirements of the construction project; According to "Regulations on Quality Management of Construction Projects" and GB/T 19000 quality management system family standards, establish a continuous improvement quality management system, and set up full-time management departments or full-time personnel; Adhere to the principle of prevention first, and carry out systematic operation in a circular way of planning, implementation, inspection and disposal. Project quality management planning first carries out quality planning, determines quality objectives and prepares quality plans, and then determines quality management organizations and their responsibilities, required processes, documents and resources. And the evaluation, verification, confirmation, monitoring, inspection and test activities and acceptance criteria required by the product (or process). The project quality management plan should reflect the application of dynamic control principle in quality management, and its control is mainly reflected in the input, control points and output of the process, as well as the quality control of the interface between processes. In the process of quality control, it reflects the tracking, collection and arrangement of actual data, the comparison of actual data with quality standards and objectives, and the deviation analysis, correction, disposal and evaluation of disposal effect and influence. It should also include the control of inspection and monitoring devices, and establish procedures for corrective and preventive measures to control unqualified quality and ensure the continuous improvement of the quality management system.
4. Concluding remarks
The business object and profit carrier of construction enterprises are engineering projects, and construction enterprises implement engineering quality management; It is necessary to establish a suitable enterprise project quality management model. It is necessary to establish a scientific and reasonable management mechanism between enterprises and projects, so as to achieve the following objectives: to give full play to the subjective initiative and enthusiasm of the project department and the project manager, to balance the interests between functional departments and the project department as much as possible, to give full play to the overall advantages of enterprises in the process of project implementation, and to ensure the effective control of project quality by enterprises.
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