GB/T50326-2001 Code for Construction Project Management

GB/T50326-2001 Code for Construction Project Management
Chapter I General Principles

Article 1.0.1 This Code is designed to improve the management level of construction projects promote the scientization, standardization and legalization of construction project management, adapt to the demand of market economy development and connect with international conventions.
Article 1.0.2 This Code is applicable to the management of newly-built and expanded construction projects. This Code has provided a base for normalizing administrative behaviors in construction projects, defining responsibilities and relevant functional relationships of stuff of all levels and examining and appraising construction the project manager and construction project manager team.
Article 1.0.3 Construction project management ought to exercise project system, project responsibility system and project cost measurement system.
Article 1.0.4 Construction project management ought to be in accordance with national laws, administrative regulations and related compulsory standards besides this Code.

Chapter II Terms

Article 2.0.1 Construction project
Project completed from the bid of project construction to the completion of the contract.
Article 2.0.2 Construction project management by enterprises of construction industry
The overall management process, including construction project plan, organization, supervision, control and coordination, carried out by enterprises utilizing systemic viewpoints, theories and science and technology.
Article 2.0.3 Employer
As stated in the agreement, the party with entity qualification for construction contracting or the legal successor with qualifications of the party.
Article 2.0.4 Contractor
As stated in the agreement, the party with entity qualification for construction contracting or the legal successor by qualifications of the party.
Article 2.0.5 Subcontractor
As stated in the construction contract, the contractor subcontracts part of the project to the party with relevant qualifications.
Article 2.0.6 Construction project manager
The legal representative of enterprises in contracting construction projects and the entrusted agent.
Article 2.0.7 Construction project manager team
An institutional framework established and led by the construction project manager with the support of enterprises and engaged in project management.
Article 2.0.8 Matrix type organization of project management
The structural style is in matrix type, with project management personnel dispatched by related functional departments of the enterprise, received business supervision and under the direct supervisor of the construction project manager.
Article 2.0.9 Straight line and function type organization of project management
The structural style is in straight line, with organizations of functional departments or functional officials and each member (or department) under the direct lead of one leader.
Article 2.0.10 Responsibility system of construction project manager
A construction project management responsibility system with construction project manager as the main body of responsibilities
Article 2.0.11 Responsibility documents of construction project management
Documents stated cost, quality, progress and security objectives to be achieved by the construction project manager team according to requirements in the construction contract and operating management, issued by the legal representative of the enterprise.
Article 2.0.12 Planning outline for construction project management
Documents made up before bid by the top management of the enterprise and aimed to work as a base for bid, meet requirements in bidding documents and the signed contract.
Article 2.0.13 Execution planning for construction project management
Documents made up before commencement by the construction project manager and aimed to supervise the construction project implementation phase.
Article 2.0.14 Object control for construction project
Activities, like data collection, contrastive analysis against planning objectives and deviation-correcting measures, carried out to achieve project management goals, in detail, including project schedule control, project quality control, project fund control and project cost control.
Article 2.0.15 Construction project risk
Future uncertainties may pop up, as predicated by means of survey, analysis and argumentation.
Article 2.0.16 Risk management of construction project
Process of identification, evaluation, supervision, planning and inspection of the construction project risk.
Article 2.0.17 Cost calculation system of construction project
A regulatory system related to project cost accounting principles, scopes, means, contents, duties and requirements.
Article 2.0.18 Productive element management for construction project
Management over human sources, materials, mechanical equipment, funds, technology and information,
Article 2.0.19 Contract management for construction project
Management over construction contract signature, performance, alternation, termination, default, claim and dispute treatment.
Article 2.0.20 Information management for construction project
During the execution of the construction project, management over information collection, arrangement, treatment, store, transference and application.
Article 2.0.21 Site management for construction project
Management over activities on the site and space utilization places.
Article 2.0.22 Completion and delivery of construction project
Completion and delivery of construction project
Article 2.0.23 Return visit and guarantee for repair of construction project
After the completion and delivery of construction project, the contractor will pay a visit to users on issues like service behaviors and quality problems and according to relevant regulations and as stated in the Project Quality Guarantee Book, will carry out repair and assume financial responsibilities if quality problems happen during the guarantee period.
Article 2.0.24 Organization for construction project
In a certain organizational form, means and methods, relations produced in the project management process to be communicated and disturbances and drawbacks to be eliminated.
Article 2.0.25 Examination and evaluation of construction project management
The main body of examination and evaluation of construction project management carries out examination and evaluation over the targeted object and project on level and achievements.