1 project overview
A large public building project covers an area of 5.85 hectares, with a total construction area of 58,500 square meters and a building height of 34 meters. The main building is north-south long138m and east-west wide136m. It consists of three parts: the south building, the middle building and the north building with different volumes. The main structure is reinforced concrete frame structure, and the roof is steel structure, with one floor underground and six floors above ground. A construction engineering group limited liability company won the bid with a total price of 6.5438+25.5 million yuan, with a total contract period of 565.438+00 days and a quality target of "Luban Award". The project has the characteristics of great social impact, high positioning standard, tight construction period, many professional subcontracts, complex modeling and difficult installation.
2 mode selection
In the project bidding stage, the group company analyzed several modes to choose from:
(1) General contracting of the head office, subcontracting of pile foundation, civil engineering, installation, steel structure and decoration. That is, the head office organizes the project department to implement management-oriented contracting; Each subcontracting team is responsible to the general contractor; The head office bears the risks independently. The characteristics are that the economic relationship between responsibility and right is clear, the project department of the head office has relatively few personnel, and the management focus shifts to subcontracting; However, the management chain is long, the coordination workload is heavy, the management is difficult, the promotion of new technologies is difficult, and the head office is risky.
(2) The head office entrusts the general contractor of civil engineering, and each major is subcontracted in blocks. That is, the head office exists in name only, and the civil engineering company implements the general construction contract; The risk is borne by the civil engineering company. It is characterized by risk transfer, drought and flood protection of the head office, and high initiative of the civil engineering company; However, the head office lacks initiative, and the progress and cost are difficult to control, which is difficult for the owners to accept.
(3) consortium contracting, in the name of the head office, joint civil engineering, installation and other subcontracting. That is, all parties shall assume obligations and share benefits according to the agreement reached in advance. Its characteristics are to learn from each other's strengths, give full play to their respective advantages and spread risks; However, it is difficult to manage and coordinate, and it is easy to form a fragmented situation.
(4) The project company contracts, and the head office takes the lead in setting up the project department to implement management-oriented contracting. Participate in the formation of units to enjoy benefits and bear risks; Adopt the organizational form of operation team; Comprehensive utilization of resources inside and outside the system. It is characterized by giving full play to the overall advantages in the group system, sharing resources, shortening the management chain, reducing costs, improving efficiency, unified management of people, finance and materials, and effective control of project elements, which is conducive to the realization of comprehensive goals; However, the joint efforts of the project department need to be run-in, and the project department has a large management scope and high requirements for personnel quality.
According to the comparison of the characteristics of each mode, after listening to the opinions of the owners, the fourth mode is considered, and the management framework is further established according to the requirements of CM mode. Investigate its reason, first of all, in line with the owner's mentality, consistent with the bidding commitment of the head office to the project department, the implementation of the whole process management contract, and the production organization mode of design and construction also conforms to the characteristics of CM mode. Secondly, the trial CM model conforms to the requirements of the project management reform of the Ministry of Construction and international practice. Thirdly, the early combination of design and construction can be realized by adopting CM mode, which can optimize design, popularize new technology and ensure engineering quality. At the same time, the contractor's early intervention will undertake part of the preliminary work of the owner, which will facilitate overall planning and improve the comprehensive efficiency of the project construction. Finally, it can be effectively combined with the group's implementation of grand strategic steps and promotion of three-level structural adjustment; It is conducive to the realization of the comprehensive goal of the project and reflects the strength of the general contracting of the group company.
The implementation idea is that the deputy general manager of the group company serves as the project manager, establishes the project management department, and implements the engineering construction project management promoted by the Ministry of Construction and the first-level project management under the leadership of the group. The personnel of the project department are transferred from professional companies such as civil engineering, installation and foundation within the group, and the number is about 40. In the process of implementation, the personnel relationship remains unchanged, but the responsibility, management, post and distribution belong to the project department, and dynamic management is implemented. The operation layer integrates the internal and external advantages of the group and selects the best according to the characteristics and progress of the project.
Experience of trying CM in 3 projects
The project is led by the head office to implement management contracting, integrate superior resources inside and outside the system, and ensure that the project interests become the most fundamental interests of all members from the organization. At the same time, make full use of the production organization mode of "design and construction at the same time" in CM mode, and successfully realize the purpose of starting ahead of schedule and shortening the construction period to the maximum extent. On March 24, 2000, the project passed the preliminary joint audit, that is, the tender was completed on April 18 of that year, and the preliminary progress was much faster than the routine, which made the contractor enter the role quickly. The whole project is divided into several sections, and the bidding of each section is based on the complete construction drawing of the section, which avoids the blind construction of the "trilateral project" and thus reasonably breaks through the normal construction procedure that bidding can only be carried out if there is a complete set of construction drawings. After the project officially started on May 18, 2000, the construction of 692 pile foundations was completed on July 4, 70,000 cubic meters of earthwork was excavated on September 9, and the basement roof was successfully leveled by 0.00 on March 6, 2006 1 1. The progress control should be effective.
At the same time, in the process of implementation, the contractor gives full play to the construction experience, puts forward reasonable suggestions and optimizes the design. Especially through the successful application of value engineering method and the popularization and application of ten new technologies, the project quality is guaranteed, the construction progress is accelerated and the cost is reduced by about 3 million yuan. In addition, it is possible to ensure the quality and safety by establishing the project quality assurance system, fully implementing the quality responsibility system, implementing the target management of "creating excellence and winning cups", strictly monitoring the process quality, optimizing the team, strictly controlling the materials, improving the process, supporting machines and tools, and civilized construction. At present, the intermediate acceptance evaluation of the basement and the main structure is excellent, which creates a prerequisite for the overall project to meet the award-winning requirements.
However, due to the late introduction of CM mode into China, no domestic construction enterprise has really played the role of CM manufacturer independently and completely, and neither side has a deep understanding of the implementation conditions and requirements. Coupled with the imbalance between supply and demand in the construction market in recent years, the two sides can't really be equal, so the management mode in implementation is out of shape and there is a deviation. It is mainly manifested in the lack of contract, the cooperation of owners and the disconnection of design. Through comparative analysis, we can also see the difference between it and CM mode.
First of all, the contract price does not choose the method of cost plus remuneration. There are three kinds of domestic construction contracts: fixed price, adjustable price and cost plus fee contract. CM mode needs cost plus fee contract, especially CM/ non-agency mode needs the highest cost plus fee. The contract price consists of CMfee and project cost, and does not earn the total subcontract price difference. Due to its general economic responsibility, the average value of CMfee abroad usually accounts for only 2%~4% of the total project cost. The fixed price method is stipulated in the project contract, that is, based on the enlarged design drawings, the contract is fixed at the tender price, so on the one hand, the economic responsibility and risk that the contractor needs to bear are far greater than CM, and the construction management fee actually reaches17%; On the other hand, the contractor can still earn the total subcontract price difference within its general contracting scope, and the underreporting of the winning steel bar content needs to be made up, which fundamentally shakes the foundation of implementing CM mode.
Secondly, the owner interfered with the contractor's authority too much. Owners do not have a correct understanding of the role they need to play in the implementation of CM mode, and often exceed their authority in operation. When CM mode is implemented, the owner mainly plays an auxiliary role, especially the selection and bidding of subcontractors and suppliers are presided over by the contractor, and the owner only participates in the bidding work and reserves the right of final confirmation. Although the project owner didn't explicitly request to reserve the right of subcontracting designation and its scope in the contract, in fact, the owner took over the bidding organization and regular meeting, and even the scope of general contracting, such as stone procurement. While the owner contracts the project separately, the general contractor has no right to participate in the contract negotiation, which further affects the general contractor's effective control over subcontractors and suppliers.
Finally, the initial expansion design was not in place and the construction drawings changed frequently. The most important feature of CM mode is the fast path method, that is, before the design is completed, when part of the construction drawing has been completed, the construction bidding for this part is carried out first, which requires the design unit to have considerable qualifications and strength, to have a comprehensive consideration and grasp of the design of the whole set of construction drawings, to be able to control the overall situation at the initial stage of expansion, and to have the corresponding ability of deepening design, detailed design and professional design, and to continue the original expansion plan as far as possible in the construction drawing without making too many changes, which can be done before and after the drawing. However, in this project, the design is frequently changed. According to statistics, the civil engineering has been changed by nearly100000 yuan, and the installation has been 20 million yuan. Even the basement floor and wallboard are mixed with UEA-H. The flange plate of light roof steel beam is 2 cm thick and the cross section is as high as 1. 1 m. Moreover, the construction drawing is changed to construction, and the drawings are not divided into stages, which leads to the impossibility of the fast path method.
Although the leader in charge asked to try CM mode in project bidding and explored a new way of project management, and the contractor was also enthusiastic, in view of the above reasons, the objective congenital deficiency and the disjointed tone change in implementation have essentially adjusted the project management mode to the construction general contracting mode. Now list the differences between the two modes again, such as table 1, to further verify the conclusion.
4CM implementation conditions
4. 1 Analysis of the conditions for implementing CM mode
Combined with the successful attempts of other domestic projects on CM mode and the failure analysis of this project application, we can draw several conditions that must be met for the successful implementation of CM mode:
(1) Improve legal provisions and issue standard contracts. Because of the conflict between CM mode and the current bidding law, it is necessary to supplement and improve the relevant laws and regulations first, and clarify the qualification requirements of CM contractors in relevant policies and regulations. Secondly, in order to avoid pattern distortion and standardize the responsibilities and obligations of both parties, the original construction contract should not be used, but the CM standard contract text should be re-formulated and published. In order to adapt to the internationalization of the legal system after China's entry into WTO, we can learn from the existing foreign standard contract texts.
(2) Cultivate and establish a group of qualified CM quotient. Qualified CM quotient is the premise of the application and promotion of CM model, and the successful trial of this model in other domestic projects depends on the introduction of qualified CM quotient from abroad. Therefore, on the basis of strengthening theoretical study, domestic powerful general contractors should focus on developing joint bid with excellent foreign CM manufacturers, and cultivate their own ability to undertake CM work through "mentoring".
(3) The owner's full trust in the contractor. "Don't doubt people, don't doubt people". If the owner has conducted a comprehensive and strict review of CM business in the pre-qualification and bidding process, he should give warm cooperation and sincere assistance in the process of project promotion. You know, distrust of the owner is the biggest interference to CM business.
(4) The owner should avoid retaining too many direct signing rights. It is the owner's right to keep the right of direct signing, but if it is kept too much, the direct work of CM business will be reduced and the remuneration of CM will be deducted accordingly; At the same time, the indirect contractual relationship will weaken the control ability of CM suppliers, and once the owner makes mistakes in decision-making or leads to other problems, it will also lead to indirect effects such as quality out of control, delay in construction period and even forced termination of the project. In addition, it will also cause the owner's tendency to excessively intervene in project management, thus dampening the enthusiasm of CM business.
(5) Subcontracting and supplier selection must be determined by the tender hosted by CM. Guaranteed maximum project cost (GMP) is not only the characteristic of CM mode contract pricing method, but also represents the economic responsibility that CM suppliers need to bear in project management. In order to ensure that CM suppliers can effectively control costs, all contracts except those directly signed by the owner, even those specified by the owner in advance in the CM contract, must be reached through the bidding hosted by CM suppliers. At the same time, if there are reasonable reasons or negotiations fail, CM suppliers can refuse to sign the contract. At the same time, the CM contract does not allow CM suppliers to earn the total subcontracting price difference, so CM suppliers should fully disclose the subcontracting contract price to the owner, and the owner should participate in the whole process of bidding, bid evaluation, award and contract negotiation, and exercise the right of final confirmation.
(6) Further improve the price formation mechanism of the construction market. The price formation mechanism of domestic construction market is not perfect, and a unified big market pattern has not yet been formed. There are many policy and non-policy factors that affect the price fluctuation, including the adjustment of price by policy, the change of rates and charging standards, the fluctuation of tax burden, exchange rate and loan interest, the adjustment of wages and allowances, etc., which will aggravate the risk of CM merchants implementing GMP. At the same time, there is no perfect cost information network in China, and there is no systematic collection and accumulation of completed project cost data, which leads to difficulties in data investigation and poor information communication during estimation, and brings difficulties to correct evaluation and cost prediction of projects. Therefore, we should take advantage of China's entry into WTO to accelerate the process of establishing a unified construction market and form a clear and transparent price formation mechanism as soon as possible.
(7) Design changes should not be too frequent. Because CM mode implements the production organization mode of subsection design and subsection bidding, it requires that the construction drawings of each stage must be complete, substantial and well connected, so as to facilitate the full overlap of design, bidding and construction in each stage and start construction as soon as possible, thus shortening the whole project construction period. If the design is frequently changed or even inconsistent due to the lack of design experience and the adjustment of the owner's functions, it will greatly weaken or even damage the efforts of CM suppliers to alternate overlapping construction, resulting in delays in construction period and out-of-control costs.
4.2 Analysis of Qualification Requirements of Qualified Construction Management Contractors
In view of the experience and lessons of the pilot CM model, it can be seen that a construction enterprise familiar with and mastering the construction itself, even with the general contracting qualification, cannot automatically become a qualified CM contractor, and should also meet the following qualification requirements:
First of all, you should have practical experience in undertaking CM work. As CM mode is a new contracting and project management mode, its unique principles and methods can only be fully understood and mastered through systematic training and experience accumulation, instead of simply changing the role of the general contractor, it needs a long training transition process, which cannot be achieved overnight.
Secondly, you must have rich management experience, especially the ability of organizing, coordinating, commanding and controlling large-scale projects. According to the tasks to be undertaken by CM team, it is mainly responsible for management functions such as consulting service, target control and contract information. In the design stage, it is necessary to provide construction feasibility analysis, prepare subcontracting plan and prepare cost control budget. In the construction stage, in addition to supervising and inspecting the subcontractor's construction activities, it is more important to control the project progress, cost and subcontract management, rather than just emphasizing the contracting ability such as construction experience, mechanical equipment and technical force. Therefore, it is necessary to equip enough people to master advanced management skills.
Third, we should pay more attention to the ability of contract management. In order to popularize the fast-track method, CM manufacturers need to bid for a series of subcontracted procurement contracts, which requires them to have strong bidding organization ability, contract negotiation ability and communication and coordination ability. In addition, with the increasing use of imported materials and equipment and foreign professional subcontracting in large-scale projects, CM suppliers must also be familiar with international bidding and procurement.
Finally, you should also have the ability of design coordination. It includes two levels. First, in the process of project implementation, CM suppliers undertake the obligation of design consulting services, communicate with designers and owners in two ways, and seek the best implementation plan. Secondly, in order to ensure the quality, speed up the progress and reduce the consumption, CM manufacturers can effectively modify the design technical scheme dynamically within the scope of contracting, and realize the complete overlap between design and construction, all of which depend on their design background knowledge.
With the increase of foreign investment after China's entry into WTO, the proportion of large-scale projects will increase. At the same time, with the entry of foreign contractors, the advantages of advanced management mode, strong financial strength and good corporate reputation in contracting large-scale public buildings with high risks and high returns will become increasingly obvious, which requires China construction enterprises to make full use of the transition period to become bigger and stronger, strive to improve the management ability of large-scale projects, improve the financing level and strengthen the project planning and control ability. Earnestly absorb the experience of foreign advanced engineering project management mode, start with general contracting, make the contracting management mode extend forward or backward along the five stages of engineering construction-planning, organization, design, construction and management, develop comprehensive construction engineering industry, and create conditions for contractors to change from labor-intensive enterprises with construction contracting as the central function to knowledge-intensive enterprises with management supervision as the central function.
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