国际工程合同管理采购模式.doc

国际工程合同管理采购模式 工程采购方式及合同类型选择一工程采购模式及其特点1平行承包模式（传统模式）业主咨询工程师DPCA模式设计院承包商分包商1分包商2注直线表示合同关系，虚线表示工作关系（下同）Design ProcurementConstruction AeptanceQuantitySurveyorEngineers(Structure/Services)contractorsClientArchitectClient SectorConsultingSectorProduction SectorLineof SeparationNominatedSubcontractorsNominatedSuppliesDomestic SubcontractorsDomesticSuppliesManagement RelationshipContractualRelationshipTypical Separationof Design&Production Functions2D+B模式（设计施工总承包模式）业主业主代表设计施工总承包商设计院承包商1承包商2承包商3 (1)D+B isnot new,as manybuilders designedwhat theybuilt forcenturies,including largecathedrals,castles andpalatial building. (2)The industrialrevolution requiredlarge buildings,Summary of Key Points for D+B Modelthenlate in the nieenthcentury thebuilding professionswere establishedwith architectsmitted exclusivelyto designing. (3)Modern constructionhas requirements,including expertadvice forowners,consultants fordesigners(A/E),cost estimatesand otherinformation forbiding,management,risk avoidanceand subcontractor,who domost constructionwork. (4)Modern constructionhas problemssuch as between thefollowing:those actingin goodfaith and those not,owners withbudgets and designers withnot enoughknowledge of costs,plex designsand site conditions,those whoadminister ormanage and those whoare di it ddthh thi kSummary of Key Points for D+B Modeladministeredor managed,those whoauthorize ormake paymentsand thosewho wait to be paid,a siteand aproject onone hand,and thelaws,regulations,and physicalsiteconditionson theother,public worksand statutesthat governthem. (5)They aremany differencesbetween buildingconstruction and engineering construction,and betweenmost buildingsandthose that arereal architecture. (6)Depending onjurisdiction,statutory regulationsgoverning practicesof architectureandengineeringoften inhibitdesign-build entitiesfrom providingdesign services.Summary of Key Points for D+B Model (7)D+B contractingmay reducean owners buildingcosts throughphased construction,direct munication,innovative designing,and buildingmethod,but all these canbe appliedin traditionalconstruction. (8)Allocating responsibilityin constructionasbetweendesigner and builder canbe aproblem,design-build mayeliminate it,depending inpart on the corporatestructure of a design-build entity. (9)An ownerusually needs an independent advisor nomater whichcontracting methodhe employs,in design-build heneedsaconsultant toprepare the design criteriaand to advise onselection ofa design-build contractorSummary of Key Points for D+B Modelcontractor. (10)Key questionsfor an owner thinkingof design-build include:?What experiencedo wehave andneed of D+B?Do weneed an independentadvisor/agent?What informationneed weprovide inrequesting D+B proposal?What kindofD+B contractdo weneed?How dowe evaluateD+B proposal?Do weneed tomonitor a D+B project?Summary of Key Points for D+B Model?Who willmonitor the D+B projectfor us?Should werequire atwo-phase proposalprocess?Should unsuessfulproposals bepaid someamount? (11)Advantage and disadvantage ofD+B may include:?Direct municationby ownerto contractor(but canthe ownerspeak thelanguage?)?Less potentialfor disputes(but doesthat includethe designerandbuilderin thesame D+B entity?)?Easier toplace responsibilityfor defects(only forthe D+B entityis asingle corporateperson)Summary of Key Points for D+B Model?Fast trackconstruction withD+B(but is theD+B entityable todo itwith thebuilding needed?)?Lower constructioncosts andmore economicdesign(but howcan an owner besure?)?Potential forinnovative design(but thatmay benefitonly theD+B entity) (12)Disadvantages withD+B for anowner mayinclude:?Lake ofdesign initiative(but the ownermay not need it)?Lake ofindependent advice(but the owner canbuy it)Summaryof Key Points forD+B Model?Limited abilityto dealdirectly withdesign builder(not with anindependentadvisor)?Potential conflictswith statutorygoverning design services(can get legal advicefirst)?New D+B paniesmaynothave requisiteexperience(owner canpre qualifyproposals)?Insurances andbonds maynot beavailable foraD+B project(Owner canenquire first)?Standard contractsforD+B projectsare relativelynew andfrom differentsources(owner cangetlegaladvice Summaryof Key Points forD+B ModelfromD+B experts)?An ownermay haveto makea largeinitial payment to aD+B contractor(Owner canonly stipulateor negotiate,there may be riskfor bothsides)?Evaluating D+B proposalis problematic(Owner needsexpert andindependent adviceforafee) (13)Advantages anddisadvantages fordesign buildentities areapparent inthis chapter,the expenseof makingdesign buildproposal,difficulties withstatutes anddesignservices,and withinsurance andbonds areamong the main disadvantageSummaryof Key Points forD+B Modelamongthemaindisadvantage. (14)Design buildpresents toowners andbuilders thepossibilities ofgreat valueand greatrisk thanmore traditionalcontracting.3EPC模式（项目总承包交钥匙模式）业主EPC总承包商设计、技术Engineering工艺设备采购Procurement施工管理ConstructionManagement分包商3分包商2分包商1Main ContractorsClientsClients ProfessionalAdvisersQuantity SurveyorArchitect/DesignersEngineers(Structural/Services)Contractors ProjectCoordinatorIntegrated Design&Build ArrangementConstruction ManagementProductionSiteTeam/Subcontractor4CM模式（施工管理模式）业主分包商供应商CM设计商CM/Non-Agency模式(施工管理模式）分包商供应商CM总承包商设计商分包商2分包商1供应商2供应商14CM模式（施工管理模式）业主CM/Agency模式(施工管理模式）设计商CM总承包商分包商2分包商1供应商2供应商1若干分包商若干供应商设计(D)招标(P)施工(C)Fast-Track-Construction ManagementD1D2D3P1P2P3C1C2C3总工期缩短提前开始施工时间选择设计师概念设计工程施工招标文件（施工图/规范招投标和授予合同详细设计合同授予选择承包商传统发包模式010405070100周01020405070概念设计分段详细设计和准备招标文件(D1-D N)分段招投标和授予合同(T1-T N)D1D2DNT1T2TNC1C2分段施工(C1-C N)选择CM项目经理选择设计师传统竣工CM竣工工期提前CM开工时间传统开工时间CM发包模式5BOT模式（带资承包模式）业主一般为政府BOT发起人出资人（银行财团）出资人（银行财团）项目施工总承包商项目施工总承包商项目经营者项目经营者设计单位设计单位施工总承包施工总承包施工分包商1施工分包商1施工分包商2施工分包商2供应商该项目采用BOT方式运作。 北京市政府作为招标人，面向全世界公开招标项目法人。 项目法人与北京市政府的出资人北京市国有资产经营有限责任公司共同组建项目公司，负责国家体育场项目的建设、运营和管理，并于2038年将一座物理形态完好的体育场无偿地移交给北京市政府。 由北京城建集团有限责任公司与中信集团、美国金州控股集团按照BOT模式组成的项目联合体中标，各方出资比例为北京城建集团30%，中信集团65%，美国金州控股集团5%。 联合体与北京市国资公司共同成立了“国家体育场有限责任公司”。 该公司股东单位及出资比例为北京市国资公司58%，北京城建集团12.6%，中信集团4.4%，美国金州控股集团2.1%，中信国安岳强22.9%。 xx年8月9日联合体分别与北京市人民政府、北京奥组委、北京市国有资产经营有限责任公司签订了特许权协议、国家体育场协议和合作经营合同三个合同协议。 中信集团北京城建集团美国金州控股集团项目联合体北京市国资公司国家体育场有限责任公司项目业主中国国际工程咨询公司监理单位设计联合体瑞士赫尔佐格和德梅隆(Herzog&Meuron)英国奥雅纳(AURP)中国建筑设计研究院北京城建集团有限责任公司总承包商钢结构分包商膜结构分包商机电分包商分包商6转换型承发包模式（Notation Contract）业主设计院深度3080合转转换前阶段承包商设计院分包商分包商分包商剩余2070同换转换后阶段同换转换后阶段二工程合同类型及选择The Formof ContractPriceBuilding orcivil work may bepaid forin oneof threeways?Payment ofa definitesum forin oneof threeways workdone withlittle provisionfor adjustingthesum payable;?Payment onmeasured basisof quantitiesof work,using therates agreed;?Payment onthe basisof estimatedcost withcertain additionsfor over-headed andprofit butlimited controlofcost.Building orcivil contractsmay beclassified aording to variouscharacteristics.Depending onthe methodofarriving at the contractsum,building contractfall into3categories:?Lump sum contracts;?Measurement contracts;?Cost reimbursementcontracts.所谓总价合同是指业主付给承包商的款额在合同中是一个规定的金额，即总价。 总价合同有以下四种不同的形式。 所谓总价合同是指业主付给承包商的款额在合同中是一个规定的金额，即总价。 总价合同有以下四种不同的形式。 1)固定总价合同（Fixed Lump Sum)1.总价合同(Lump SumContracts)适用范围及特点?工期较短；?最终产品要求明确；?设计完整，发发包工程内容及技术经济指标明确；?合同总额是一个规定的金额；?如果设计和工程范围有变更，合同总价也必须相应变更。 2）调值总价合同（Escalation LumpPrice)适用范围和特点?工期较长；?最终产品要求明确；?设计完整，发发包工程内容及技术经济指标明确；?合同按照时价计算，总额是一个相对固定的价格；?由于通货膨胀导致人工、材料等成本增加，合同总价也必须相应调整。 调价方法文件证明法和调价公式法。 由于通货膨胀导致人工、材料等成本增加，合同总价也必须相应调整。 调价方法文件证明法和调价公式法。 调价方法?文件证明法凭正式发票向业主结算价差。 文件证明法凭正式发票向业主结算价差。 ?调价公式法C=Co(0+1M/M0+2L/L0+3T/T0+?n K/K0C，；调整后的合同价；Co，原签订合同中的价格；0，固定价格的加权系数，合同价格中不允许调整的固定部分的系数，包括管理费用，利润等固定价格的加权系数，合同价格中不允许调整的固定部分的系数，包括管理费用，利润等M,L,T,.K，受到价格浮动影响的材料设备、劳动工资、运费等价格，带脚标，受到价格浮动影响的材料设备、劳动工资、运费等价格，带脚标0为原合同价，没有脚标为付款时的价格；为原合同价，没有脚标为付款时的价格；1+2+3+?n=1,相应于各有关项的加权系数，一般通过对工程概算分解测算得到。 相应于各有关项的加权系数，一般通过对工程概算分解测算得到。 3）固定工程量总价合同（Lump Sumon FirmBill ofQuantities)4）管理费总价合同（Management FeeLumpSum)?可以在报价竞争状态下确定项目造价并固定;?业主在主要开支发生前对工程成本能够心中有数;?由承包商承担较多风险总价合同优点(从业主角度)?由承包商承担较多风险;?评标时易于迅速选定最低报价单位;?在施工进度上可极大调动承包商的积极性;?业主能更容易/更有把握控制项目.?必须完整而明确地规定承包商的工作;?根据项目的规模/地点和价格价格调整情况,应使承包商的风险是正常的和能够接受的应使承包商的风险是正常的和能够接受的;采用总价合同的若干要求?必须将设计和施工方面的变化控制在最小限度内;?只有当承包行情对承包商趋于有利时,采用总价合同才能招来有竞争力的采用总价合同才能招来有竞争力的/合格的投标人. (1)General legalprinciples of contracts area guideonly insolving specifiontractual problems.Usually it is necessaryto consulta lawyerfor adequateadvice andguidance indealing with the uniquefacts ofaSummary of Key Points for SSCandguidance indealing withthe uniquefacts ofa case. (2)Stipulated-sumcontractshave aparticular legalcharacter thatmaybecharacterized as“a plete job fora stipulatedprice”;this maynot requirethe contractdocuments tospecify everythingnecessary fora“pletejob.” (3)A contractors primaryobligations in SSC areto performthe contract,and to bepaidaordingly. (4)An owners primaryobligations inSSC areto provideinformation aboutand aessto thesite,and topay forth kit iddittht tSummaryofKeyPointsforSSCthe workas itis doneaordingtothe contract. (5)A designers primaryduties areto issuethe certificatesfor paymentand pletionrequired bya contract when they are due;to issuewritten interpretationof the contractwhenrequired;and toseek theperformance of the contract by bothparties whenso stipulated(as in the standardforms ofcontract). (6)Changes can not bemade by the owner inSSCwithout mutualagreement ofthe contractor;either asstated in the contract(as in the standardforms ofcontract)r,or asmutually agreedto subsequentlyby the parties. (7)S btth ldtith ditif thSummaryofKeyPointsforSSC (7)Subcontractor shouldcontain theconditions ofthe primarycontract,insofar astheyarepertinent. (8)In SSC,the contractoris paidto carrythe greaterburden of risk bytheowner,who carriesa lesserburden ofrisk. (9)To theextent thatSSC allowschanges inthe works,theowneris opento riskfrom excessivecosts. (10)SSC requirethedesigntobepractically pleteand settledbefore bidsare sought;but thisprecludes anowner from using acontractors knowledgeinthedesign ofthe work,and toa significantextent inits ilttiSummary ofKeyPointsfor SSCimplementation. (11)The bestkinds of work tobe donewithin a SSC arethose ofstraight forwarddesign andof standardconstruction.当准备发包的工程项目内容、技术经济指标一时尚不能像采用总价合同时那样明确、具体地予以规定时，则以采用工程单价合同形式为宜。 工程单价合同有以下两种不同的形式。 当准备发包的工程项目内容、技术经济指标一时尚不能像采用总价合同时那样明确、具体地予以规定时，则以采用工程单价合同形式为宜。 工程单价合同有以下两种不同的形式。 2.工程单价合同(Unit PriceContract)?单价固定（只有实际工程量有较大变化时可1)估计工程量单价合同（Bill ofApproximate QuantitiesContract)2)纯单价合同（Straight UnitRate Contract)单价固定（只有实际工程量有较大变化时可调整单价）?B/Q表中的工程量只是估算值，工程量须按实结算，工程价格应按照实际完成量计算；表中的工程量只是估算值，工程量须按实结算，工程价格应按照实际完成量计算；?可适用于大型复杂项目。 ?在招标前,业主无需对工程范围作出完整的/详尽的规定详尽的规定,从而可以缩短招标准备时间;?能够鼓励承包商提高工作效率,节约工程成本,提单价合同优点,高利润;?业主只按分项工程量支付费用，可以减少意外开支；业主只按分项工程量支付费用，可以减少意外开支；?合同结算时只需对那种不可预见的、未予规定的工程单价进行调整，结算程序比较简单。 合同结算时只需对那种不可预见的、未予规定的工程单价进行调整，结算程序比较简单。 (1)A unitprice isan averageprice perunit ofan item of work. (2)In NorthAmerica,UPC arelimited toengineering construction,but unit prices areused inSSC toprice changes in buildingwork.SummaryofKeyPointsfor UPCchangesin buildingwork. (3)UPC usuallyrequire adjustmentsintheunit priceswhen quantitiesof itemsof workdone varyby morethan astipulated amount(typically,15percent). (4)With bidsfor UPC,anowners consultantshould watchout forunbalanced bidsthrough whichbidders seekan advantagefrom subsequentchangesin amounts ofdifferent itemsofwork,or toobtain overpaymentintheearly stagesofaproject. (5)UPC requirethe measurementof pletedwork and the measuredquantities tobe pricedbytheunitprices,this makesnecessary,as partofthe contract,a statedmethod ofmeasurement. (6)C ttbditi(i hih llSummaryofKeyPointsfor UPC (6)Contracts basedon unitprices(in whichsome orall pletedworkmaybe measured)are moremon forbuilding works(as wellas forengineering constructionworks)in manyother countries. (7)Standard formsforUPCare publishedin NorthAmerica byprofessional engineers.当工程内容及其技术经济指标尚未全面确定，而由于种种理由工程又必须向外发包时，采用成本补偿合同的形式比较合适。 当工程内容及其技术经济指标尚未全面确定，而由于种种理由工程又必须向外发包时，采用成本补偿合同的形式比较合适。 3.成本补偿合同(Cost-Plus-Fee Contract)适用范围?工期要求紧；?中小型项目；?业主与承包商有良好合作关系。 缺点业主与承包商有良好合作关系。 缺点?业主不能对项目总造价实行实际的控制；?承包商对降低成本兴趣不大。 合同条款必须严格。 1)成本加固定费用合同（Cost-plus FixedFee)C=C d+FC总造价；成本补偿合同形式C总造价；C d实际发生的直接费；F固定不变的酬金，通常按估算成本的一定百分比确定。 固定不变的酬金，通常按估算成本的一定百分比确定。 2）成本加定比费用合同（Cost-plus PercentageFee)C=Cd（1+P）C总造价；成本补偿合同形式Cd实际发生的直接费；P双方事先商定的固定酬金百分比。 3）成本加浮动酬金合同（Cost-plus IncentiveFee)成本补偿合同形式工程实际成本罚款金额顶点工程实际成本罚款金额顶点135%酬金速度概算（酬金速度概算（100%）报价成本底点）报价成本底点60%0Cd=C0,C=Cd+FCdC0,C=Cd+F-FC0,预期成本预期成本F，酬金增减部分，可以是百分比，或固定的绝对数，酬金增减部分，可以是百分比，或固定的绝对数成本补偿合同形式4）目标成本加奖励C=Cd+p1C0+p2(C0-Cd)C0目标成本；p1基本酬金百分比；p2奖励酬金百分比成本补偿合同形式5)成本加固定最大酬金合同（Cost-plus UpsetMax)工程实际成本不予支付金额工程实际成本不予支付金额支付全部成本及杂项费用速度最高成本总额报价指标成本最低成本总额支付全部成本及杂项费用速度最高成本总额报价指标成本最低成本总额0只支付全部成本支付全部成本、杂项费用及酬金，并分享节余只支付全部成本支付全部成本、杂项费用及酬金，并分享节余 (1)CPFC andSSC arebasic typeof contractsat oppositeends ofa hypotheticalscale ofrisk.Variations onthese twotypes liebetween themonthescale.The mostimportant ofthese isthe Guaranteedmaximum cost-plus-fee contract,with a sharing clausethat reflectsSummaryofKeyPointsfor CPFCplus feecontract,withasharing clausethat reflectsthe distributionofrisk. (2)To anownerina CPFC there aretwo kindsof costs: (1)costs aredefined(generally,direct costs),and (2)the feeas defined(generally,to coverthe indirect costs ofthe work).Definitions ofcosts andfee arecritical.These arealso knownas (1)the reimbursable costs,and (2)the non-reimbursablecosts. (3)Costs ofwork are directcosts of labor,materials,equipment,and joboverhead costs,and theindirect costs of operating(office)overhead andprofit. (4)The basicunit forestimating andcost aountingisthit fkSummary ofKeyPointsfor CPFCtheitemofwork. (5)Labor costsaredirectcosts ofwages,statutory payments,benefits,and costsfor suchthings astraveling,board,and lodging.Productivity alsoaffects laborcosts. (6)Material costsare affectedby quality,quantity,time(seasonal demand),place,credit,and discounts. (7)Plants andequipment costsdepend ondepreciation,maintenance,investment costs,and thecostsofmobilization,demobilization,and operation;also workingand idletime. (8)Job overheadcosts includesupervision(often thelargest cost),premiums forinsurances andbonds,feesSummary ofKeyPointsfor CPFClargestcost),premiums forinsurances andbonds,fees forpermits,costsofsecurity andprotection,temporary servicesand facilities;cost ofcleanup,cutting andpatching work,and closeoutcosts. (9)Operating overheadcost arethosethatcannotbe directlyidentified withand attributedtoaspecific projectincluding officestaff,rent,and alloffice costsfor equipmentand supplies,munications andsimilar items. (10)Profit isa costto anowner;profitability isa measurementof returnon investmentinabusiness,andthebetter wayto quantifyprofit. (11)A CPFCrequires forits suessgoodwill andtrust SummaryofKeyPointsforCPFC()q gbetweentheparties. (12)The Ownerusually carriesthe greaterrisk ina CPFC. (13)In a CPFCtheowner anddesign aremore involvedinthework andits coststhan inother kindsofcontracts. (14)Guaranteed MaximumsCPFC oftenare preferableto traditionalSSC formajor buildingworks becausethey providemore flexibility. (15)Guaranteed MaximumsCPFC arebid likeaSSCand SummaryofKeyPointsforCPFC()administered likeaCPFCso asto adjustthe maximumcost,which inturn mayaffect theresults ofasharingclause inthecontract. (16)Standard formsforCPFCrequire careand attentionin adaptingthem toparticular projectneeds.10300最终价格(万)某项目采用如下三种合同类型:1固定总价合同(10300万)2成本加百分比酬金(5%)合同3GMP (10500)下的成本加固定酬金 (500)合同试计算当成本分别为9500,10000,10500万时的承包商的利润?并绘制承包商的成本和最终价格曲线?10300最终成本(万)9500100001050010300最终价格(万)BC某项目采用如下三种合同类型:1固定总价合同(10300万)试计算当成本分别为9500,10000,10500万时的承包商的利润?并绘制承包商的成本和最终价格曲线?最终成本(万)95001000010500AB固定总价合同(10300万):如果最终成本=9500,承包商利润A=800(8.42%)如果最终成本=10000,承包商利润B=300(3.00%)如果最终成本=10500,承包商利润C=-200(-1.9%)最终价格(万)BC1050011025某项目采用如下三种合同类型:2成本加百分比酬金(5%)合同试计算当成本分别为9500,10000,10500万时的承包商的利润?并绘制承包商的成本和最终价格曲线?9975最终成本(万)95001000010500A成本加百分比酬金(5%)合同:如果最终成本=9500,承包商利润A=475(5.00%)如果最终成本=10000,承包商利润B=500(5.00%)如果最终成本=10500,承包商利润C=525(5.00%)最终价格(万)BC10500某项目采用如下三种合同类型:3GMP (10500)下的成本加固定酬金 (500)合同试计算当成本分别为9500,10000,10500万时的承包商的利润?并绘制承包商的成本和最终价格曲线?10000最终成本(万)95001000010500AGMP (10500)下的成本加固定酬金 (500)合同:如果最终成本=9500,承包商利润A=500(5.26%)如果最终成本=10000,承包商利润B=500(5.00%)如果最终成本=10500,承包商利润C=0.00(0.00%)Lump sum(drgs&spec.)Lumpsum(BQ)Measurement&value(B ofAQ)Measurement&value(Sch ofprices)Target priceC+flucfee C+fixed feeEqualshare ofriskLittle partialtransferred tocontractorClient retainsall risksC+%Completetransferredto contractor合同类型比较表百分数酬金固定酬金浮动酬金目标成本加奖励公式总价合同单价合同成本补偿合同?=mi im uC)1(p C C+F C C+F F C C+)(C C C CC公式应用范围广泛广泛酌情业主控制投资易较易最难难不易有可能承包商风险大风险小有风险无风险紧急工程、保密工程、为试验研究合技术发展修建的工程。 业主与承包商长期共事、相互信任?=ii imuC10CC=)1(p CC d+=FCCd+=F FCCd+=)(0001ddCCp Cp CC?+=选择合同类型参考表合同类型设计阶段设计主要内容包括设计深度要求满足 1、详细设备清单 1、设备、材料的安排 2、详细材料清单 2、非标准设备的制造 3、施工详图 3、施工图预算的编制 4、施工图预算 4、施工组织设计的编制 5、施工组织设计 5、其他施工要求施工详图设计阶段总价合同 1、较详细的设备清单 1、设计方案中重大技术问题的要求 2、较详细的设备材料清单 2、有关试验方面的要求 3、工程必须的设计内容 3、有关设备制造方面的要求 4、修正总概算 1、总概算 2、设计依据、指导思想 3、建设规模、产品方案 1、主要材料设备订货 4、主要设备选型和配置 2、项目总造价控制 5、主要材料需要概数 3、技术设计的编制 6、主要建筑物、构筑物 4、施工组织设计的编制 7、公用、辅助设施 8、主要技术经济指标成本补偿合同技术设计阶段初步设计阶段单价合同国际工程合同原理及注意要点国际工程合同与索赔管理国际工程合同原理及注意要点国际工程合同原理及注意要点1.国际工程合同概论2.合同成立3.承包商的义务4.业主的义务5.建筑师/工程师的职权和义务6.签证与批准7.变更8.价格调整9.支付10.约定损害赔偿11.索赔12.缺陷与缺陷责任期13.风险分配14.争议解决1国际工程合同概论1.1工程合同定义和特点西方权威的建筑和工程合同论著将工程合同定义为:“一个房屋建筑或工程合同可以被定义为一项协议,承包商为了酬金为业主履行建筑或土木工程性质的工作”承包商为了酬金为业主履行建筑或土木工程性质的工作”.工程合同具有的特点:?是协议(Agreement),因此工程合同通常适用合同法的一般规则因此工程合同通常适用合同法的一般规则;?该协议通常是完全合同(Entire