針對項目施工及(ji)管(guan)理(li)進行預先全面策劃，是明確(que)項目管(guan)理(li)方向和清晰項目各項管(guan)理(li)目標的重要保證(zheng)

導語：

在日趨激烈而殘酷的(de)(de)市(shi)場競(jing)爭中，施(shi)工(gong)企業(ye)(ye)要在建筑行(xing)業(ye)(ye)中獲得較(jiao)好的(de)(de)經濟(ji)效益，將面(mian)臨越來越大的(de)(de)壓力。工(gong)程(cheng)項(xiang)目是(shi)施(shi)工(gong)企業(ye)(ye)最基本(ben)的(de)(de)管理(li)單位，其全(quan)部管理(li)行(xing)為就是(shi)運用科學可行(xing)的(de)(de)方(fang)法來促(cu)進工(gong)程(cheng)項(xiang)目精細化管理(li)，降(jiang)低(di)工(gong)程(cheng)項(xiang)目風險，提高項(xiang)目經營(ying)水平，使之成為施(shi)工(gong)企業(ye)(ye)經濟(ji)效益的(de)(de)源泉(quan)。

因此，針對項(xiang)(xiang)目施工及管(guan)(guan)理進(jin)行預先全面策劃，是明確項(xiang)(xiang)目管(guan)(guan)理方向和(he)清(qing)晰項(xiang)(xiang)目各(ge)項(xiang)(xiang)管(guan)(guan)理目標的重要保(bao)證，也是提升項(xiang)(xiang)目盈(ying)利(li)水(shui)平和(he)施工企業整(zheng)體經濟(ji)效(xiao)益的有(you)效(xiao)途徑。

1 工程項目管理策劃的目的和重要性

工(gong)程項(xiang)(xiang)目(mu)(mu)管理策劃(hua)是(shi)貫穿于工(gong)程項(xiang)(xiang)目(mu)(mu)中標(biao)(biao)，簽(qian)訂施(shi)(shi)工(gong)合(he)同(tong)到工(gong)程項(xiang)(xiang)目(mu)(mu)竣工(gong)驗收以及(ji)完成(cheng)竣工(gong)結算(suan)等工(gong)作的(de)(de)全(quan)過程管理策劃(hua)，是(shi)由施(shi)(shi)工(gong)企(qi)業在符合(he)國家相關法律法規及(ji)企(qi)業管理制度的(de)(de)條件(jian)下，在滿(man)足施(shi)(shi)工(gong)合(he)同(tong)各(ge)項(xiang)(xiang)約(yue)定的(de)(de)前提(ti)下，以施(shi)(shi)工(gong)企(qi)業先(xian)進技(ji)術(shu)、最(zui)佳資源(yuan)配置和最(zui)優施(shi)(shi)工(gong)組織方案為基礎，測算(suan)工(gong)程項(xiang)(xiang)目(mu)(mu)各(ge)項(xiang)(xiang)成(cheng)本(ben)以及(ji)制定成(cheng)本(ben)控制目(mu)(mu)標(biao)(biao)，確定目(mu)(mu)標(biao)(biao)實(shi)現(xian)的(de)(de)措施(shi)(shi)，達到工(gong)程項(xiang)(xiang)目(mu)(mu)管理效益最(zui)大(da)化和風(feng)險最(zui)小(xiao)化的(de)(de)目(mu)(mu)的(de)(de)。

工程項(xiang)目(mu)(mu)管(guan)(guan)理策劃書是(shi)為實現工程項(xiang)目(mu)(mu)的工期、質(zhi)量、安全、成本等管(guan)(guan)理目(mu)(mu)標而制定的項(xiang)目(mu)(mu)管(guan)(guan)理綱領(ling)性文(wen)件，是(shi)施(shi)工企(qi)業印(yin)發到工程項(xiang)目(mu)(mu)部強制執(zhi)行的指導性綱領(ling)文(wen)件，是(shi)施(shi)工企(qi)業對工程項(xiang)目(mu)(mu)部經(jing)營承包的主要(yao)依據性文(wen)件。

工(gong)(gong)程(cheng)項(xiang)(xiang)目管(guan)理策(ce)(ce)劃(hua)含一般工(gong)(gong)作(zuo)策(ce)(ce)劃(hua)和(he)重點(dian)難點(dian)工(gong)(gong)作(zuo)策(ce)(ce)劃(hua)。一般工(gong)(gong)作(zuo)策(ce)(ce)劃(hua)是為(wei)實現項(xiang)(xiang)目的(de)(de)(de)工(gong)(gong)期、質量、安(an)全、成本等管(guan)理目標而制(zhi)定(ding)，包(bao)括確定(ding)工(gong)(gong)程(cheng)項(xiang)(xiang)目人、材、機、資(zi)金、技術、安(an)全環(huan)保等管(guan)理資(zi)源的(de)(de)(de)配(pei)置方(fang)案(an)，確定(ding)工(gong)(gong)程(cheng)項(xiang)(xiang)目管(guan)控(kong)模(mo)式、分包(bao)及(ji)物(wu)資(zi)機械設備采(cai)購方(fang)式以(yi)及(ji)經營決策(ce)(ce)、合同履約等方(fang)面內(nei)容;重點(dian)難點(dian)工(gong)(gong)作(zuo)策(ce)(ce)劃(hua)是針(zhen)對工(gong)(gong)程(cheng)項(xiang)(xiang)目管(guan)控(kong)中重點(dian)、難點(dian)工(gong)(gong)作(zuo)，提出工(gong)(gong)作(zuo)目標及(ji)要求，由項(xiang)(xiang)目部制(zhi)定(ding)具(ju)體的(de)(de)(de)實施(shi)計劃(hua)。

工(gong)程項(xiang)目(mu)管理策劃既(ji)是(shi)項(xiang)目(mu)成功的(de)重要保障，更是(shi)提升(sheng)企業(ye)盈利水平的(de)有效(xiao)途徑(jing)。在工(gong)程建設項(xiang)目(mu)管理中，有效(xiao)、高效(xiao)和充(chong)分的(de)項(xiang)目(mu)管理策劃應(ying)受到(dao)施工(gong)企業(ye)足夠的(de)重視。

2 工程項目管理策劃的步驟及具體內容

施(shi)工(gong)企業積極推廣工(gong)程項目管(guan)(guan)理策劃(hua)，全面加強過程管(guan)(guan)控，應認為要(yao)做(zuo)好(hao)以下三個方面工(gong)作。

2.1 工程項目管理策劃的準備工作

施(shi)工(gong)(gong)(gong)(gong)(gong)企業是工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)項(xiang)目管(guan)(guan)理(li)(li)(li)策劃工(gong)(gong)(gong)(gong)(gong)作的(de)(de)決策機構，須成立工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)項(xiang)目管(guan)(guan)理(li)(li)(li)策劃工(gong)(gong)(gong)(gong)(gong)作領導(dao)小(xiao)組(zu)(zu)（以下簡稱“領導(dao)小(xiao)組(zu)(zu)”），由企業總(zong)經(jing)理(li)(li)(li)任組(zu)(zu)長(chang)，分管(guan)(guan)安全生產、技術質(zhi)量、財務(wu)(wu)、行(xing)政保衛以及法務(wu)(wu)等工(gong)(gong)(gong)(gong)(gong)作的(de)(de)系統領導(dao)任副組(zu)(zu)長(chang)，成員由經(jing)營管(guan)(guan)理(li)(li)(li)、市場營銷、工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)管(guan)(guan)理(li)(li)(li)、安全管(guan)(guan)理(li)(li)(li)、技術質(zhi)量、財務(wu)(wu)管(guan)(guan)理(li)(li)(li)等相(xiang)關部(bu)(bu)門負責(ze)人(ren)組(zu)(zu)成，領導(dao)小(xiao)組(zu)(zu)辦公室設在經(jing)營管(guan)(guan)理(li)(li)(li)部(bu)(bu)。明(ming)確企業總(zong)經(jing)理(li)(li)(li)是工(gong)(gong)(gong)(gong)(gong)程(cheng)(cheng)項(xiang)目管(guan)(guan)理(li)(li)(li)策劃工(gong)(gong)(gong)(gong)(gong)作的(de)(de)第(di)一責(ze)任人(ren)，同時明(ming)確各(ge)(ge)系統相(xiang)關責(ze)任及項(xiang)目管(guan)(guan)理(li)(li)(li)策劃各(ge)(ge)階段的(de)(de)主責(ze)部(bu)(bu)門和相(xiang)關責(ze)任人(ren)。

項(xiang)(xiang)目(mu)(mu)(mu)部全(quan)稱參與項(xiang)(xiang)目(mu)(mu)(mu)管(guan)理(li)策劃(hua)工作(zuo)。項(xiang)(xiang)目(mu)(mu)(mu)部成(cheng)立以(yi)項(xiang)(xiang)目(mu)(mu)(mu)經(jing)理(li)為組長，項(xiang)(xiang)目(mu)(mu)(mu)班子成(cheng)員為副組長，業(ye)務主管(guan)人員為組員的(de)(de)策劃(hua)工作(zuo)組。項(xiang)(xiang)目(mu)(mu)(mu)經(jing)理(li)是(shi)實(shi)施(shi)工程(cheng)項(xiang)(xiang)目(mu)(mu)(mu)管(guan)理(li)策劃(hua)的(de)(de)第(di)一責任人，負責組織工程(cheng)項(xiang)(xiang)目(mu)(mu)(mu)管(guan)理(li)策劃(hua)的(de)(de)實(shi)施(shi)工作(zuo)。

工(gong)程項(xiang)(xiang)目(mu)中標后(hou)施(shi)工(gong)合(he)同未簽(qian)訂(ding)前(qian)，企業領導小(xiao)組(zu)(zu)辦公室應組(zu)(zu)織召開領導小(xiao)組(zu)(zu)首次會議，就組(zu)(zu)建工(gong)程項(xiang)(xiang)目(mu)部、開展項(xiang)(xiang)目(mu)管理策劃等事項(xiang)(xiang)進行初步籌劃，為后(hou)期工(gong)程項(xiang)(xiang)目(mu)管理策劃做好準備(bei)工(gong)作。

工(gong)程(cheng)項(xiang)目(mu)施工(gong)合(he)同(tong)簽訂后，企(qi)業施工(gong)營銷系統應及(ji)時組織機關(guan)有關(guan)系統相關(guan)部門以(yi)及(ji)工(gong)程(cheng)項(xiang)目(mu)部相關(guan)人員對項(xiang)目(mu)情(qing)況(kuang)、投標(biao)(biao)讓利(li)情(qing)況(kuang)分析、中(zhong)標(biao)(biao)價格(ge)組成情(qing)況(kuang)分析和合(he)同(tong)主要條款(kuan)利(li)害情(qing)況(kuang)分析等相關(guan)內(nei)容進行交(jiao)底并移交(jiao)相關(guan)資料(liao)以(yi)及(ji)交(jiao)底會議紀要。

企業市場營銷系統移交資料應包括：

一是通報(bao)《工程項目(mu)中標造價(jia)分(fen)析報(bao)告(gao)》，并介紹投標報(bao)價(jia)時采用不平衡報(bao)價(jia)項目(mu)的處理(li)情(qing)況以及建議和(he)要求。

二是招投標(biao)(biao)文件，包(bao)含投標(biao)(biao)答疑、投標(biao)(biao)承諾以(yi)及(ji)評標(biao)(biao)過(guo)程中的(de)澄清、說明、補正(zheng)事項紀要(yao)；投資施工(gong)組織設計，包(bao)含與(yu)造價、措(cuo)施項目(mu)費(fei)用相(xiang)關的(de)各(ge)項施工(gong)技術措(cuo)施方案(an)；以(yi)及(ji)招標(biao)(biao)圖紙(zhi)和(he)中標(biao)(biao)已標(biao)(biao)價工(gong)作量(liang)清單等。