BOT模式高速公路工程施工总承包管理实务

定　　价：109 元

• 作者：邓勇[等]著
• 出版时间：2019/1/1
• ISBN：9787030599599
• 出 版 社：科学出版社

• 中图法分类：U415.1 
• 页码：276
• 版次：01
• 开本：16

内容简介

本书以国家鼓励支持的工程建设总承包为题材，以全长126公里、投资155亿元的简蒲高速公路项目施工总承包为例，详细记录了BOT模式高速公路项目从工程发包到竣工运营的全过程。首先描述了工程项目总承包法规政策背景、总承包建设模式及管理的重要性；其次通过自身实践记述了项目投资及特许授权、项目核准及融资确立、招标管理及协调准备、施工特许及质量监督；记述了业主方建设管理、总包方建设管理、分包方建设管理及交竣工验收；反映了总承包党建管理工作、总承包风险管理控制及总承包建设成果。

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目 录

目录
Contents
第一篇 BOT模式总承包项目概述
Part 1 Overview of General Contracting Project in BOT Mode
第一章 BOT项目施工总承包概述 3
Chapter 1 Overview of General Construction Contract for BOT Project 3
1.1 施工总承包法规政策背景 3
1.1 Regulation and policy background of general construction contract 3
1.1.1 BOT项目定义 3
1.1.1 Definition of BOT project 3
1.1.2 BOT项目施工总承包定义 4
1.1.2 Definition of general construction contract in BOT mode 4
1.1.3 BOT项目施工总承包政策合规性分析 4
1.1.3 Policy compliance analysis of general construction contract in BOT mode 4
1.2 施工总承包市场分析 5
1.2 Market analysis of general construction contract 5
1.2.1 BOT高速公路总承包项目市场分析 5
1.2.1 Market analysis of general contracting project of expressway in BOT mode 5
1.2.2 BOT项目施工总承包主体确立 5
1.2.2 Establishment of the main contractor of BOT project 5
第二章 施工总承包建设模式分析 7
Chapter 2 Analysis of General Construction Contract Mode 7
2.1 BOT项目施工总承包建设模式 7
2.1 General construction contract mode of BOT project 7
2.1.1 施工总承包职责和主要管理内容 7
2.1.1 General contracting duties and main management contents 7
2.1.2 施工总承包单位与监理单位的职责关系 7
2.1.2 Duties relationship between the general construction contractor and the supervisor 7
2.1.3 施工总承包单位与参建各方的关系 8
2.1.3 Relationship between the general construction contractor and the parties involved in the construction 8
2.2 施工总承包建设管理优势分析 8
2.2 Advantage analysis of general construction contracting management 8
2.2.1 从纯投资性的社会资本方的角度分析 8
2.2.1 Analysis from the perspective of the social investor for pure investment 8
2.2.2 从项目总承包人的角度分析 9
2.2.2 Analysis from the perspective of the general contractor 9
2.2.3 从项目业主实施项目管理的角度分析 9
2.2.3 Analysis from the perspective of the project proprietor 9
2.2.4 从政府行业主管部门的角度分析 11
2.2.4 Analysis from the perspective of the government department 11
2.3 施工总承包管理的必要性 11
2.3 The necessity of general contracting management 11
2.3.1 提升项目建设管理价值的必要性 12
2.3.1 The necessity of improving the value of project construction management 12
2.3.2 施工总承包企业转型升级的必要性 12
2.3.2 The necessity of transforming and upgrading of general contracting enterprises 12
2.3.3 施工总承包企业实现产业链拉动的必要性 12
2.3.3 The necessity of realizing the industrial chain pulling for general contracting enterprises 12
2.3.4 施工总承包企业提升管理能力的必要性 13
2.3.4 The necessity of improving management capacity for general contracting enterprises 13
2.3.5 规避或降低项目建设风险的必要性 13
2.3.5 The necessity of circumventing or reducing project construction risks 13
2.4 施工总承包建设管理的意义 13
2.4 Significance of general contracting management 13
第二篇 项目启动准备阶段管理
Part 2 Management in Project Start-up Preparation Stage
第三章 建设项目实施筹备工作 17
Chapter 3 Implementation Preparations of Construction Projects 17
3.1 法人治理结构和项目公司组建 17
3.1 Corporate governance structure and project company formation 17
3.1.1 法人治理结构 17
3.1.1 Corporate governance structure 17
3.1.2 项目公司组建 18
3.1.2 Project company formation 18
3.2 BOT项目管理的目标和任务 20
3.2 Objectives and tasks of BOT project management 20
3.3 BOT项目前期沟通和商洽 22
3.3 Early communication and negotiation of BOT project 22
3.3.1 与行业主管部门沟通 22
3.3.1 Communication with industry authority 22
3.3.2 与牵头政府沟通 22
3.3.2 Communication with the lead government 22
3.3.3 与实施机构沟通 22
3.3.3 Communication with the implementing agency 22
3.3.4 特许权协议商洽及经营重点 23
3.3.4 Concession agreement negotiation and management focus 23
3.4 项目核准及融资管理 23
3.4 Project approval and financing management 23
3.4.1 项目立项或核准 23
3.4.1 Project approval 23
3.4.2 融资商洽及合同签订 24
3.4.2 Financing negotiation and contract signing 24
3.5 业主方招标管理 24
3.5 Proprietor's bidding management 24
3.5.1 招标代理机构比选 25
3.5.1 Comparison of bidding agencies 25
3.5.2 开展设计招标工作 26
3.5.2 Carrying out design bidding work 26
3.5.3 设计咨询比选 28
3.5.3 Comparison of design consultation 28
3.5.4 监理和试验检测单位招标 29
3.5.4 The bidding of supervising and testing organization 29
3.5.5 施工总承包单位选择 32
3.5.5 Selection of general construction contractor 32
3.5.6 征地拆迁协议组成及商洽 33
3.5.6 Composition and negotiation of the agreements on land acquisition and demolition 33
3.6 施工总承包方招标管理 34
3.6 Bidding management of general construction contractor 34
3.6.1 施工分包方招标选择 34
3.6.1 Bidding selection of construction subcontractors 34
3.6.2 检测单位比选 35
3.6.2 Comparison and selection of testing organizations 35
3.6.3 保险单位比选 36
3.6.3 Comparison and selection of insurance organizations 36
3.6.4 法律顾问的比选聘用 38
3.6.4 Comparison and selection of legal counsels 38
3.6.5 技术专家聘用 39
3.6.5 Hiring of technical experts 39
3.7 建设相关方管理 39
3.7 Management of the relevant construction parties 39
3.7.1 总承包单位管理 39
3.7.1 Mangement of general construction contractor 39
3.7.2 设计管理 42
3.7.2 Mangement of design organization 42
3.7.3 咨询管理 43
3.7.3 Mangement of consulting organization 43
3.7.4 监理管理 44
3.7.4 Mangement of supervision organization 44
3.7.5 拆迁协调管理 45
3.7.5 Management of land acquisition and demolition coordination 45
3.8 质量监督及施工许可 47
3.8 Quality supervision and construction permission 47
3.8.1 质量监督备案 47
3.8.1 Registration of quality supervision 47
3.8.2 施工许可办理 48
3.8.2 Application for construction permission processing 48
第四章 建设项目施工准备 50
Chapter 4 Preparation for Construction Project 50
4.1 业主方施工准备 50
4.1 Proprietor's preparation 50
4.1.1 项目管理规划编制 50
4.1.1 Preparation of project management planning 50
4.1.2 外出经营税务报备 51
4.1.2 Tax reporting for outbound business 51
4.1.3 项目投资计划编制 52
4.1.3 Preparation of project investment planning 52
4.1.4 项目资金需求计划编制 52
4.1.4 Preparation of project funding requirment planning 52
4.1.5 项目管理制度汇编 52
4.1.5 Compilation of project management rules 52
4.1.6 项目红线界面交桩 53
4.1.6 Confirmation of project land interface 53
4.1.7 项目用地拆迁开展 53
4.1.7 Acquisition and demolition of project land 53
4.1.8 设计技术交底 55
4.1.8 Introduction to key of points of design technology 55
4.1.9 路产占用及界面协调 56
4.1.9 Occupation of road property and coordination of engineering interface 56
4.1.10 甲供物资和设备的采购 56
4.1.10 Procurement of materials and equipment by porprietor 56
4.2 施工总承包方施工准备 57
4.2 General Construction contractor's preparation 57
4.2.1 项目管理实施规划编制 57
4.2.1 Preparation of implementation planning for project management 57
4.2.2 税务管理 59
4.2.2 Tax administration 59
4.2.3 项目总体施工计划编制 60
4.2.3 Preparation of the overall construction plan of the project 60
4.2.4 施工组织设计编制 60
4.2.4 Compilation of construction organization design 60
4.2.5 总体施工方案及开工报告报批 61
4.2.5 Overall construction plan and approval of start-up report 61
4.2.6 临时工程建设 61
4.2.6 Temporary project construction 61
4.2.7 甲控物资联采招标 62
4.2.7 Bidding for joint procurement of materials and equipment 62
4.2.8 管理制度编制 63
4.2.8 Establishment of management system 63
4.2.9 标准化管理策划 64
4.2.9 Standardized management planning 64
4.2.10 合同学习和交底 65
4.2.10 Contract learning and explaining 65
4.2.11 中心试验室建设 66
4.2.11 Construction of the central laboratory 66
4.2.12 专业工程作业指导书编写 70
4.2.12 Compilation of construction guide for professional engineering 70
4.2.13 信息化管理策划 71
4.2.13 Information management planning 71
4.3 分包方施工准备 73
4.3 Subcontractor's preparation 73
4.3.1 组织结构设置 73
4.3.1 Organization structure setting 73
4.3.2 临时工程建设 73
4.3.2 Temporary project construction 73
4.3.3 配合征地拆迁 74
4.3.3 Cooperation with land acquisition and demolition 74
4.3.4 制度建设和资源准备 75
4.3.4 System building and resource preparation 75
4.3.5 实施性施工组织设计及方案审批 75
4.3.5 The approval of feasible construction organization design and construction plan 75
第三篇 项目施工阶段建设管理
Part 3 Management in project Construction Stage
第五章 建设项目施工建设管理 79
Chapter 5 Construction Management of Construction Projects 79
5.1 业主方建设管理 79
5.1 Proprietor's construction management 79
5.1.1 工程进度管理 79
5.1.1 Project schedule management 79
5.1.2 安全质量管理 83
5.1.2 Safety and quality management 83
5.1.3 施工技术管理 88
5.1.3 Construction technology management 88
5.1.4 征地拆迁管理 89
5.1.4 Land acquisition and demolition management 89
5.1.5 项目投资控制 90
5.1.5 Investment management 90
5.1.6 资金管理 97
5.1.6 Fund management 97
5.1.7 合同管理 98
5.1.7 Contract management 98
5.1.8 信息管理 99
5.1.8 Information management 99
5.2 施工总承包方建设管理 101
5.2 General contractor's construction management 101
5.2.1 目标策划 101
5.2.1 Target planning 101
5.2.2 管理方针 105
5.2.2 Administrative policy 105
5.2.3 施工组织管理 107
5.2.3 Construction organization management 107
5.2.4 合同管理 107
5.2.4 Contract management 107
5.2.5 进度控制 112
5.2.5 Progress control 112
5.2.6 投资控制 115
5.2.6 Investment control 115
5.2.7 成本控制 117
5.2.7 Cost control 117
5.2.8 质量控制 118
5.2.8 Quality control 118
5.2.9 安全管理 122
5.2.9 Security management 122
5.2.10 物资设备管理 127
5.2.10 Management of materials and equipment 127
5.2.11 组织协调 129
5.2.11 Organization and coordination 129
5.2.12 资金管理 131
5.2.12 Fund management 131
5.2.13 信息管理 132
5.2.13 Information management 132
5.2.14 环水保管理 133
5.2.14 Environmental management 133
5.2.15 农民工工资权益管理 138
5.2.15 Management of migrant workers' rights and interests 138
5.2.16 标准化管理 142
5.2.16 Standardized management 142
5.3 分包方建设管理 145
5.3 Subcontractor's construction management 145
5.3.1 进度控制 145
5.3.1 Progress control 145
5.3.2 质量控制 148
5.3.2 Quality control 148
5.3.3 安全控制 150
5.3.3 Security control 150
5.3.4 施工成本控制 155
5.3.4 Cost control 155
5.3.5 税务筹划管理 157
5.3.5 Management of tax planning 157
5.3.6 物资设备管理 158
5.3.6 Management of materials and equipment 158
第六章 总承包风险管理 160
Chapter 6 Risk Management of General Construction Contract 160
6.1 风险识别 160
6.1 Risk identification 160
6.1.1 风险、风险量、风险等级的内涵 160
6.1.1 The connotation of risk，risk amount and risk level 160
6.1.2 风险的识别 160
6.1.2 Risk identification 160
6.2 风险评估 161
6.2 Risk assessment 161
6.3 风险应对 161
6.3 Risk response 161
6.4 总承包风险类别及应对措施 162
6.4 Risk categories and countermeasures 162
6.4.1 合同资金类风险 162
6.4.1 Risks of contract and fund 162
6.4.2 生产管理类风险 170
6.4.2 Risks of production and management 170
6.4.3 不可抗力类风险 178
6.4.3 Risks of force majeure 178
第四篇 项目运营前准备阶段管理
Part 4 Management in Project Preoperation Stage
第七章 交竣工验收管理 185
Chapter 7 Management of Completion and Acceptance 185
7.1 业主方的工作 185
7.1 Proprietor's work 185
7.1.1 公路工程交竣工验收的依据、程序、内容 185
7.1.1 Basis，procedure and content of completion and acceptance of expressway project 185
7.1.2 监理方工程质量评定 189
7.1.2 Supervisor's project quality assessment 189
7.1.3 交工验收工程质量检测 189
7.1.3 Quality inspection of project completion and acceptance 189
7.1.4 设计符合性审查 192
7.1.4 Review of design compliance 192
7.1.5 业主方组织交工验收 192
7.1.5 Proprietor's acceptance inspection 192
7.1.6 工程交竣工决算编制 193
7.1.6 Settlement of project completion and acceptance 193
7.1.7 施工合同价交工清算 197
7.1.7 Liquidation of project contract price 197
7.2 施工总承包方的工作 198
7.2 General contractor's work 198
7.2.1 预交验及缺陷整改 198
7.2.1 Pre-acceptance and defect rectification 198
7.2.2 质量评定 200
7.2.2 Quality assessment 200
7.2.3 竣工资料验收 200
7.2.3 Acceptance of project completion data 200
7.2.4 环水保验收 203
7.2.4 Acceptance of environmental and water conservation 203
7.2.5 线外工程验收 203
7.2.5 Acceptance of off-line engineering 203
7.2.6 施工总结 204
7.2.6 Construction summary 204
7.2.7 交工验收申请 204
7.2.7 Application for project completion and acceptance 204
7.3 分包方的工作 205
7.3 Subcontractor's work 205
7.3.1 自检验收和缺陷整治 205
7.3.1 Self-inspection and defect remediation 205
7.3.2 交工申请 205
7.3.2 Application for project completion and acceptance 205
7.3.3 竣工资料组卷注意事项 205
7.3.3 Notes for completion data compilation 205
7.3.4 环水保交工验收 206
7.3.4 Acceptance of environmental and water conservation 206
7.3.5 线外工程交验 206
7.3.5 Acceptance of off-line engineering 206
7.3.6 工程质量排查及修复 207
7.3.6 Project quality inspection and repair 207
7.3.7 工程施工管理总结 207
7.3.7 Summary of project construction management 207
第五篇 总承包管理创新及党建工作策划
Part 5 Innovation of General Contracting Management and Planning of Party Construction
第八章 创新型总承包管理思路 211
Chapter 8 Thinking of Innovative General Contracting Management 211
8.1 总承包管理模式创新 211
8.1 Mode innovation of general contracting management 211
8.2 总承包管理定位创新 213
8.2 Positioning innovation of general contracting management 213
8.3 总承包管理目标创新 215
8.3 Goal innovation of general contracting management 215
8.4 总承包管理优势创新 217
8.4 Advantage innovation of general contracting management 217
第九章 文化体系策划 219
Chapter 9 Cultural System Planning 219
9.1 项目制度文化策划 219
9.1 Institutional culture planning of project 219
9.1.1 制度文化的特征 219
9.1.1 Characteristics of institutional culture 219
9.1.2 建设工程总承包项目制度文化策划的着手点 220
9.1.2 Starting points of institutional culture planning for the general contracting project 220
9.2 项目物质文化策划 221
9.2 Material culture planning of project 221
9.2.1 项目物质文化的内容 221
9.2.1 Contents of material culture 221
9.2.2 项目物质文化建设策划 222
9.2.2 Construction planning of material culture 222
9.3 项目精神文化策划 222
9.3 Spiritual culture planning of project 222
9.3.1 项目精神文化的内容 223
9.3.1 Contents of spiritual culture 223
9.3.2 项目精神文化的实施思路 223
9.3.2 Implementation ideas of material culture 223
第十章 专利技术成果策划 225
Chapter 10 Patent and Technique Achievement Planning 225
10.1 专利成果策划 225
10.1 Patent achievement planning 225
10.2 技术成果策划 226
10.2 Technique achievement planning 226
第十一章 工程项目创优策划 227
Chapter 11 Excellence Planning of Project 227
11.1 社会荣誉策划 227
11.1 Socials honor planning 227
11.1.1 社会荣誉的内容 227
11.1.1 Content of social honor 227
11.1.2 社会荣誉争创措施 227
11.1.2 Measures of striving for social honor 227
11.2 工程评优策划 228
11.2 Appraising planning of project 228
11.2.1 工程优质奖类别 229
11.2.1 Categories of project quality award 229
11.2.2 申报实施策划 231
11.2.2 Application planning 231
第十二章 施工总承包党建工作创新 233
Chapter 12 Party Construction Innovation of General Contracting Manggement 233
12.1 总承包项目党建工作的必要性 233
12.1 The necessity of Party construction of general contracting project 233
12.2 总承包项目基层党建工作面临的新挑战 236
12.2 New challenges faced by Party construction of general contracting project 236
12.3 党建工作促管理提升的具体对策 237
12.3 Specific countermeasures for Party construction to improve management 237
参考文献 241
Reference 241
附录 243
Appendix 243