CM模式的质量管理体系的建立

CM模式的质量管理体系的建立摘要质量是工程项目的灵魂，项目一次性和投资额度大的特点，决定了工程质量在项目中的重要性，工程项目只能一次成功，不能失败。因此，质量管理成为项目管理的三大要素之一。CM(ConstructionManagement)模式作为我国近几年从国外引进的一种新型承发包模式，虽然被几个项目所引用，但却一直被人们所忽视。国内对CM模式的研究资料并不多，对CM模式下质量管理体系的更是少之又少，质量管理职能的实现主要依靠质量管理体系的建立及其有效运行，本文针对上述现象对CM模式的质量管理体系的建立进行了研究。本文以CM模式的质量特点、质量管理特点、质量管理体系的特点和质量管理体系的流程要素为理论基础，结合ISO9000和全面质量管理下质量管理的原则，并以质量管理体系的流程要素味模板来建立CM模式的质量管理体系。大致分为四个内容：CM模式的管理职能；CM模式的资源管理；CM模式的产品实现；CM模式质量管理体系的测量、分析和改进。关键字：CM模式质量管理质量管理体系流程要素ToestablishQualityManagementSystemfor

ConstructionManagementABSTRACTThequalityisthesoulofprojects.Bothdisposableandlargeamountoftheinvestmentisthecharacteristicoftheprojectdecidethequalityofengineeringintheimportanceoftheproject.Theengineeringmustbesuccessful,cannotbefailing.Therefore,thequalitymanagementhasbecomeoneofthethreeelementsofProjectManagement.Inrecentyears,CMhasbeenintroducedtoChina,asanewkindofManagementContracting.Althoughseveralprojectshadbeencited,butCMstillbeignoredbypeople.InChina,therearefewresearchdateaboutCM.Then,therearefewerresearchdateaboutthequalitymanagementsystemofCM.Toestablishqualitymanagementsystemanditoperatingefficientlydecidetorealizequalitymanagement.Abouttheabovephenomenon,IresearchedaboutestablishqualitymanagementsystemforCMinthearticle.Thearticlebasedonthecharacterinthequality;qualitymanagement;qualitymanagementsystem,ofCMandtheprocesselementsofthequalitymanagementsystem,CombinedwiththeprincipleofqualitymanagementundertheISO9000andTotalQualityManagement,andwiththeprocesselementsofthequalitymanagementsystemfortemplatetoestablishqualitymanagementsystem.Itcanbedividedintofourcontents:themanagementfunctionsofCM;theresourcemanagementofCM;theproductrealizationofCM;aboutmeasurement,analysisandimprovementofqualitymanagementsystemofCM.KeyWords:ThemodeofCMQualitymanagementQualitymanagementsystemProcesselements目录TOC\o"1-5"\h\z第一章绪论1选题背景1关于CM模式国内外研究现状21.2.1国外研究现状21.2.2国内研究现状21.2.3小结3课题研究的目的和方法4研究目的4研究方法41.3.3技术路线见图1.25第二章质量管理体系的理论介绍6质量管理体系的概念及内涵6质量管理体系的概念6质量管理体系的内涵6质量管理的原则7ISO9000族标准下质量管理的原则72.2.2全面质量管理(TQM)标准下质量管理的原则7质量管理体系的流程要素8管理职责9资源管理112.3.3产品实现122.3.4测量、分析和改进14第三章CM模式下质量管理的分析16CM模式介绍16CM模式的定义16CM模式的合同结构16CM模式的适用范围18CM模式下的参与者分析18确定参与者18参与者的行为对工程质量的影响18CM模式下质量及质量管理的特点19CM模式项目质量特点19CM模式质量管理特点20CM模式的质量管理体系的特点21第四章CM模式的质量管理体系的建立23质量管理体系建立的原则23CM模式的质量管理体系的设计建立24CM模式的管理职责。24CM模式的资源管理。25CM模式的产品实现。26CM模式质量管理体系的测量、分析和改进。27第五章结论29参考文献30致谢31#ConstructionManagementatRisk:AnInnovativeProjectDeliveryMethodatStormwaterTreatmentAreaintheEverglades,FloridaABSTRACTThetraditionalmethodofcontractingfortheconstructionofaresidentialorcommercialdevelopment,infrastructure,schools,andgovernmentfacilitieshasbeenthe"lowbid"approach.ThereareotherprojectdeliverymethodswhichhavebeensuccessfullyutilizedintheStateofFlorida.Design/BuildisthemostwidelyunderstoodalternativeprojectdeliverymethodandiscurrentlysuccessfullyemployedinmanyconstructionprojectsthroughoutFloridaandtheworld.AneedtomixthebestofbothoftheseprojectdeliverymethodsandprovidegreaterownerinteractioninthedesignandconstructionprocessleadtothedevelopmentoftheConstructionManagementatRisk(CM@Risk)projectdeliverymethod.ThepurposeofthispaperistofamiliarizetheaudiencewiththeCMatRiskprocess.Firstitcomparesitsbenefitswiththetraditionalanddesign/buildapproaches.Then,thepaperexploresthebenefitsoftheCM@RiskprojectdeliverymethodfortheconstructionofStormwaterTreatmentArea3/4(STA3/4),thelargestoftheSTAsintheEvergladesConstructionProject.LowBidProjectDeliveryMethodThetraditionallowbidmethodofprojectdeliveryhastheownerhiringtheA/Eaftertheconceptualizationoftheproject.Thedesignteamconductssiteinvestigations,preparesthepreliminarydesignalternatives,andcompletesthedesign.Afterownerapproval,thedesignteampreparesbiddocumentsandassiststheownerinselectionofacontractortoconstructtheproject.Thecontractorselectshissubcontractorsandproceedstoconstructtheprojectfromaninterpretationoftheplansandasclarifiedthrough"RequestsforInformation"totheownerandthearchitect/engineer.Thetraditionalprocessrequirestheselectionofthecontractorbasedsolelyonthelowbidandabilitytomeetthebidqualifications,e.g.,M/WBEcontractgoals,bondandinsurancerequirements,etc.Thebidpriceisthelowestpricethattheownerwillgetandusuallyescalatesduetoplaninterpretationsanderrors,changingsiteconditions,andownermodificationstotheprojectduetocontractorphasing,materialselection,andconstructionmethodology.However,thelowbidapproachdoesnotselectcontractorsonthebasisofqualificationsorprovenabilitytoperformonprevioussimilarprojectsDesign/BuildProjectDeliveryMethodTheDesign/Buildmethodofprojectdeliveryhasbeenemployedonnumerousprojectsandhasaprovenrecordofsuccess.Thisdeliverymethodrequirestheownertohaveaclearunderstandingoftheprojectgoalsandtheaestheticandfunctionalconstructiondetails.Theprocessmixesthelowbidandthequalificationsofthecontractor-A/Efirmintotheselectionprocess.Theowner'sabilitytoselectfromvariousdesignsatthebiddingprocessreducesthetimerequiredtocompletetheproject.Theowner'sinvolvementinthedesignislimited,butqualityofconstructioncanbeimprovedthroughtheselectionprocess.CMatRiskProjectDeliveryMethodTheCM@RiskdeliverymethodhassomeofthebenefitsoftheDesign/Buildmethod(improvedqualitybasedonqualificationsofthedesign-buildteam,andfast-trackconstructioncapability).TheCM@Riskprocessisbasedonteambuildingbetweentheowner,thedesignarchitect/engineer,andthecontractor-constructionmanagerfromthebeginningoftheprojectconceptualdesignthroughthefinalconstructionandoperationoroccupancyofthefacility.Theteamapproachprovidesforinputfromalloftheteammembersthroughoutthedesignandtheconstructionphases.Thismethodofdeliveryprovidesforflexibilityintheimplementationofdesignchangeslateinthedesignprocesswithoutimpactingconstructionschedulesandfinaldeliverydates.TheabilityoftheCMtoinputconstructabilityreviews,constructionphasing,materialavailability,andcostestimatingthroughoutthedesignprocessreducestheprobableoccurrencesofchangeorders,projectconstructiondelays,andincreasedprojectcostsduetocontractoridentificationoftheseelementsinthedesignphaseinsteadoftheconstructionphase.CMatRisk-TheProcessandTheBenefits，Theselectionofthearchitect/engineeristheinitialstepintheproject.TheCM@Riskmethodofconstructiondevelopsateamcomprisingoftheowner,thedesignteam,andtheCM/contractor.Thisteamisestablishedintheearlystagesoftheproject.Teambuildingthroughpartneringisakeyelementintheproject'ssuccess.TheA/Efirmiscontractedthroughprojectcompletion,whichincludessiteinvestigations,alternativeanalyses,costestimates,detaileddesign,constructionbiddocuments,andconstructionmanagementservices.TheselectionoftheCM/contractorissimilartothatunderwhichthedesignconsultantwasselected.TheCMsubmitsaresponsetotheowner'sRequestforProposals.TheresponsehighlightstheCM'spersonneltobeassignedtotheproject,previousexperienceonprojectssimilartotheonebeingadvertised,financialresources(SomestatelawrequirestheCMtohaveliquidassetsequaling1/20t"oftheconstructionvalue),localofficetoservicetheproject,andtheCM'sapproachtotheproject.TheCMiscontractedforthedesignphasetoconductdocumentreview,constructabilityreviews,costestimatingandscheduling.Thenegotiatedcompensationisbasedonactualhours,overheadandprofit.At50%to75%detaildesigndocumentscompletestage,theCMnegotiatesaGuaranteedMaximumPrice(GMP)fortheentireproject.TheGMPiscomposedofwork,overhead,profit,andacontingency(usually2-5%).Thecontingencygoesbacktotheownerifitisnotrequiredfortheproject.TheownerandtheA/EaredirectlyinvolvedinthedeterminationoftheGMPthroughcostestimatingatthe30%,60%,and90%designlevels.TheinteractionoftheCMwiththedesignconsultantduringthedesignphaseoftheprojectenablestheCMtoinputcostandconstructiondetailsthatshouldimprovetheGMPcalculationsandattaintheprojectgoals.Thesubcontractorsarepre-qualifiedbytheCMusingthepoolofcontractorsprequalifiedbytheowner,withthegoalofmeetingtheM/WBEgoalsofthecontractandtohavequalitycontractorsinthespecialtyareasrequiredtocompletetheproject.ThesubcontractorsareencouragedtoparticipateinthedesignphasethroughperiodicupdatesbytheCMandcommunicateontheconstructiondetails.Thisinterchangeofideasprovidesteambuildingwiththesubcontractorpoolandreducestheriskbythesubcontractorwhentheyarerequiredtobidontheproject.TheCM'stasksincludethedevelopmentofseparatetradebidpackagestomeettheoverallprojectschedule.TheconstructionoftheprojectistheresponsibilityoftheCMandthesubcontractorsselectedthroughthepre-qualificationlowbidprocess.ThereductionofthepossibilityofbidproteststhroughtheCMselectionandtheprequalificationofthesubcontractors,andthereductionofRequestForInformation'sandchangeordersduetoCMandsubcontractorreviewinvolvementinthedesignphasearesignificantbenefitstotheCMatRiskprojectdeliverymethod.TheimplementationoftheCMatRiskallowsthefasttrackingoftheprojectifitisrequiredtomeetfinancial,legalorlegislativetimeschedules.AfteraGMPisnegotiatedandthedetaileddesigniscompletedforcriticalelementsoftheproject,selectedstand-aloneelementsoftheprojectcanbeputonafasttrackforconstruction.TheCMTeam(Owner,Consultant,andCM/contractor)hastheabilitytoselectivelycompletedesigns,bidpackages,andconstructionmanagementteamsnecessarytomeetthegoalsoftheproject.CM@Riskisanintegratedconceptthatneedstobereflectedintheowner'scontractswiththeCMTeam.Theprocessrequiresthecommunicationandcoordinationoftheentireteamthroughoutthedesign,construction,andcertification/start-upphasesoftheproject.TheCM@RiskandtheDesign/BuildprojectdeliverymethodsarebeingusedasthepreferredmethodbymanyschoolsystemsintheStateofFlorida.TheStateofFloridahascontinuousconstructionactivitiesunderwayforitsnumerousagencies,departments,commissions,andlegislativeorganizations.TheDepartmentofManagementServices(DMS),DivisionofBuildingConstruction,hastheresponsibilitytomanagetheconstructionfortheseentities.About10yearsago,theylookedforabettermethodofprojectdeliverythanthe"lowbid"method,theStatestandard,andtheprojectdeliverymethodrequiredundertheStateprocurementlaws.DMSisassistingtheselocalgovernmententitiesintheCM@RiskorDesign/Buildprojectdeliverysystems.DMSisprovidingtrainingtotheconstructionmanagementstaffsofthelocalschoolboards,cities,andcountiessotheycanimplementtheseprojectdeliverysystemsonfutureprojects.CMatRisk-ApplicationtoSTA3/4DesignandConstructionTheCM@RiskprocessisadeliverysystemwhichhastheopportunitiestomeettheProgramgoalsofSTA3/4.TheCM@Riskdeliverysystemislikeathree-leggedstoolwiththeprojectbeingtheseatandthethreelegsbeingtheCMTeam.Allthreecomponentsarenecessarytosupporttheprojectgoals.AllthreelegsmustsupporttheirshareofthestoolweightandfunctionasasingleTeam.TheCM@Riskdeliverymethodreducestherealtimerequiredtocompletetheprojectfromconceptiontocompletion.TimeanddollarsaresavedinthesolicitationofcontractorsandthereduceduncertaintiesencounteredwiththeCMprocesswhencomparedtothetraditionaldeliverymethodof"lowbid".TheapplicationoftheCMatRiskdeliverymethodfortheSTAiscomparedintable1.STArequireirwiitConstructionoftheSTAbyIOct2003—inoperalion—whiehrequinesa6—12monthgrow-inperiodforthecahiihtoDesignandpeerSTArequireirwiitConstructionoftheSTAbyIOct2003—inoperalion—whiehrequinesa6—12monthgrow-inperiodforthecahiihtoDesignandpeerreviewofthe30%,60%&l90%detaiIdesignsarerequiredtoensurequality*andconstructabilitj'ConstructionbidprotestshavcbeenainajorconcernfortheattainmentofpnojecI:schedulesinotherSTAsConstructiondollarsaitIimitedfortheproject—controlofdesignandconstructioncostsaree^entialIdthesuccessfulcompletionoftheprojectThedesignnequirementsneedtoincIudetheflexibilityIdincludetheiinpiementalionofsuppiementiltechnologytoattainthe10ppbconcentrationofphosphorusSignificantelementsofthepreviousSTAconstructioncanbeiinpiementedeconomicallysuehastheoperationofanon-sitebak:hplant,thedirectcontractingwithablasterIdensunestandandizexieconomicapplicationandtechnicalqualitj\andthenequiremenl:ofsingledesigncrosssectionsforspecificle^'eesMinorit}'andwomenownedbusinessopportLinitiesarewrilieninbothepnojecIsthnoug.hcontractpencentagegoa1eofM/WEEparticipationValueengineeringcanbeacriticalTable'I.Applicatiunofthe^CM^athecontractIdproceedwiththehighestSummaryUlll-IWilhi门Iheu卩卩im\xlscheduleTheapplicationofCM@RiskprojectdeliverymethodthatprovidesCM回Risk亦如AHowsI'asl:trecking-coinponentconstructionasthedetaildesigniscompleteandthebid■吐us乱redui’uIqpedCMiscontractedtofulfilIthepeerre^'iewandtheconstructabilitj*reviewwithsignil'icantinputtohchetiuleandconstruetionphasingTheCMishiredthroughtheCCNApnocessbasedonqualificationsandisonboandthroughoutthedesignandconstructionphases—The□MPfortheprojectisnegotiatedinthe75%-designphaseandis11sedfortheentireproject—itwi11notbeexceededwithouttheownerrequestingachaii^eorder■_TheCMmethodprovidestheflexibilitj'toimplemenl:thesupplementaltechnologylateinthedesignprocessandduringtheconstructionEconomicandtechnicalRjquiremenlsofthepnojuctcanbeinstitutedinthedesignandtheconstructionphasingwiththeCMaspeerrex'iewroleandastheprimecontractor—Eubcontractorswillliavethesameunderstandingoftheconstruetionphasithnoutihthepn^qualificationprocessEnhancementoftheopportunitiestoincludementoringoftheMfWBEsisanattractiveelementoftheCMroleintheconstructionoftheSTA—impiDvedperfoi'inanceoftheM/WBEfirmscanbeidentifiedinpastCMdelive：Qi,methodsforpnojecls—increasedmonitoringandupfrontownerinvolvementValueTraditionalsippiixKMhProvidesforopportunitiesIdbidelemenIsseparately—butnequirestheinanagementofnumerousprimecontractorsAseparatepeerreviewconsultintishiredIdconductthenet'iuwsEatthedesignatedphases—contractorsarenotpartofthereview-u.constructionphasingplanisnotpossiblewithoutthecontractor(s)onboardTheeisnocontrolofthebidprotestpossibilitywiththisdeliverj'method—thecontractorisnotonboarduntiIthedetaildesigniscompeteandthebidpackagesareadvertisedThelowbidpriceforeachoftheconstructioncontrolscannotbedetermined一exceptthroughthecostestimates—untiItheactualelementsarebid.Thesearethelowestconstructionprice一contractoi'costincreasesduetochangingsiteconditionsandplaninterpretationsaremoreIikelyunderthisdeliver}!methodThetraditionalmethodwillnotprovidetheopportunitytomodifythedesignlateinthedesignprocessandintoconstruction—withoutthecontractorfullyinvolvedinthedesignprocesstheabilit^1toimpiemenI:changesintheconstructionmethodologyorschcxiulearelimitedOptionsforthesecontractelementscanbealtermfivesinthebidprocess—butfinalselectionoI'themethodologyandphasinganttheresponEibilityofthelowbidder—theownerinthepasthasresistedtheopportunitj'torequireconstructionmethods—indicatingthatthebidswouldreflecttheIiniileticontractin^environinentThecontractgoalfor6-1/WBEparticipationistheonlyopportunitj'forprogramenhancementwithinthelowbidprocess—pne-qualificationoftheM/WBEsubcontracbongisnotanoptionunderthecurrentprocessofcertificationandprimecontractorsclectionoI'theseconipaniesValueengjneeringcanonlybeacontractorcontractisawandeciandthecontrajctorandsubcontractorahavestartedconstruction—delaysinpioductioncanbe-theresultofcostsavingsatthislatephaseengineeringtRiskiDelivery1Methodfo*the1STAslieprocesswhiehininiinizesthepossibilitiesofprojectdelaydueIdvalueengineeringaftertheforijheiconstruciiomofiSTA3^^is^consideredanalternativecontrattorhasstartedopportunitiesfortimeandcostsavings.TheselectionoftheCM/contractorwillallowselectionofthemostqualifiedCM/contractorwhowillassumerolesofpeerreviewerandconstructionmanager.Thetimerequiredbycertainaspectsofthisdeliverymethodandtheopportunitiestoreducethetimeforconstructionthroughfasttrackingandconstructionsequencingprovidethebufferneededtomeetthedeadline.Thismethodalsoprovidestheopportunitytobeflexiblefortheimplementationofsupplementaltechnology,shouldtheresearchprovidecleardirectionastothetechnicallyfeasibleandcosteffectivealternative.AlthoughthesamefacilityorprojectwasnotconstructedusingboththetraditionalandtheCM@Riskmethods,acostcomparisoncouldbeaccomplished.Costsintermsofinitial,operational,andmaintenancewouldtendtofavortheCMqualityandrejectthelowbidtraditionalmethodofprojectdelivery.CMatRisk:运用在佛罗里达州的沼泽的与水处理区的一种新型项目交付方式摘要住宅或商业发展、基础设施、学校和政府设施的施工的传统承包方法是"低标"的方法。还有其他项目交付方式被成功地利用在佛罗里达州。设计/建造是得到最广泛认可的项目交付方式，而且当前成功的被用于佛罗里达和世界的许多建设项目中。结合这两种项目交付方式的优点和提供设计与施工过程之间更大互动的CM@Risk项目交付方式在项目建设的设计与施工过程中的沟通。本文的目的是使观众熟悉在CM模式下的风险过程。本文将首先比较及其它与传统建筑方法的长处。然后，本文探讨建设最大的大沼泽工程项目中STAs的雨水处理区3/4（STA3/4）CM@Risk项目交付方式的优点。低投标项目交付法传统的低投标项目交付法是在将项目概念化后业主聘请的A/E,设计团队会进行现场调查、准备初步设计选择的选项并完成设计。在经过业主批准后,设计团队准备投标文件，并协助业主选择承包商。通过对项目业主和建筑师/工程师的咨询请求。承包商选择他的分包商并将建设任务转到分包商,传统工艺下的工程,只根据低的投标和是否符合投标资格选择承包商,例如,M/WBE合同目标、负债、保险的要求等。投标价最低的承包商将获得承包资格,承包商通常设法使应付款增加,由于投标价的修改,承建商、材料的选择和施工方法通常会将原来的计划提高,然而,低的投标方法不会考虑承包商的资格或以前的类似项目执行能力经验。设计/建造（D/B）项目交付方式D/B方式已经应用于许多项目上也取得了很多的成功经验。这种交付方式要求所有者能清楚地了解的项目目标和审美与功能建设详细信息。这个过程融合了低投标方法和承包商-A/E企业的资格。业主在各种设计招标过程中的选择能力强的承包商,业主就能够减少了完成项目所需的时间。在设计方面业主的参与是有限的,但可以通过选择过程提高施工质量。CM@Risk项目交付方法CM@Risk项目交付方法有一些D/B方面（以D/B的团队及快速路径法的施工能力为基础来改进质量）的好处。CM@Risk过程基于业主、设计建筑师/工程师团队的团队建设，承包商的介入时间从项目初步设计阶段到最终兴建及运营或入住该设施的建设。所有团队成员在整个设计和施工阶段都提为项目工作。这种交付方法提供灵活的设计变更，在以后设计过程执行中不影响施工的时间表和最终交付日期。由于承包商在设计阶段而不是施工阶段，CM建设能力的检查，建设阶段，施工材料的及时性，并在整个设计过程中的成本估算尽可能的减少工程变更、项目建设的延误和避免增加项目成本CM@Risk项目交付方式的过程和好处选择建筑师/工程师是该项目的第一步。CM@Risk是由的业主、设计团队、CM承包商组成的团队。这个团队是在项目的早期阶段建立的。团队关系的建设是项目成功的关键要素。A/E公司是通过一系列工作来完成项目，包括场地勘测、替代分析、成本预算、详细的设计、施工的投标文档和建设管理服务来订立合同的。CM承包商的选择类似于设计顾问的选择。CM响应业主的要求，响应突出显示要分配给该的项目上的人员类似的项目经验的这类似于广告、金融资源的（若干国家法律要求CM承包商的流动资产有1/201施工值），有当地的办事处并尽可能接近项目。合同规定在设计阶段CM主要负责进行文档审阅、施工能力评论、成本估计和计划的设计阶段。协商的赔偿基于实际的小时、开销和利润。在详细设计完成50%至75%阶段，CM协商保证整个项目最大价格（GMP）。GMP组成部分有：工作、开销、利润和应急（通常2-5%）。如果这不是项目必需的意外损失可追溯到业主。业主和A/E直接参与成本估计在设计阶段完成30%、60%及90%时通过GMP的测定。在项目设计阶段设计顾问与CM的相互作使CM对投入成本和施工详图提高GMP计算并实现项目目标。分包商均是由CM承包商进行预审后业主再进行审查，目的是为了满足M/WBE目标的合同,在专业领域质量承包商必须完成这个项目。分包商应被鼓励参加与CM承包商交流来定期变更设计。这里的与分包商意图交流显示了与分包商团队精神，并降低了分包商的投标风险。CM的任务包括编写开发贸易的整套标书和整体的项目计划。工程建设是由CM负责的。通过资格审核低价投标过程来选择分包商。通过CM对分包商的预审来减少可能产生的投标抗议与分包商对项目的信息请求，这些都是由于CM和承包商在设计阶段介入并参与对设计重复审查，这在CMatRisk项目交付方法中具有重大意义。如有必要，在CMatRisk实施中，允许快速跟踪项目，以满足金融、法律或立法的时间表。项目GMP详细的设计关键元素的完成后可以协商以快速轨道法的建设项目选定分包区间。整个CM团队（业主、顾问，和CM承包商）有能力去选择地完成全面设计、招标的包和施工管理队伍符合该项目的目标。CM@Risk是一个整体的概念，表现在业主与CM团队的合约中。此过程整个团队需要沟通和协调贯穿在整个设计、施工和认证/起动上阶段的项目。CM@Risk和设计/建造项