摘要
宁夏扶贫扬黄工程属于国家重点建设项目.工程施工过程中,项目监理部实行总监理工程师负责制,坚持工程质量报验和许可制度;各专业监理工程师分工负责各自的监理工作,实行现场监理、合同管理和组织协调.根据施工进度计划,作到周计划日安排,抓工期、保质量、控制投资,充分发挥“三控制、两管理、一协调”的作用,工程质量合格率为100%,工程质量优良率达68%,总工期比合同期提前了1个月;变更后的工程投资没有发生大的变化,使泵站工程的静态投资、动态投资均控制在初期设计概算总投资范围之内.
As a national key project,Ningxia Yellow River Pumping Project thoroughly implemented project entity responsibility system,invitation and competitive bidding system,construction supervision system and contract management system.Accordingly Hongsibu No 2 pumping station project selected the best unit through national invitation and competitive bidding to contruction and supervision.During the construction the supervision office execute the chief supervision engineer responsibility system,engineering quality report and check system,construction license system,supervision engineer was individually responsible for their jobs site of contract management and coordination.According to the scheduled plan and “three control,two managrmaent and one coordination”assignment,the project construction proceeded week plan and day arrangement to hold a construction period,keep quality and control investment. The project qualification rate was 100%and the best was 68%,total project duration was ahead of one month than contract schedule and the invest of project controlled under preliminary design budget total investment.
出处
《宁夏工程技术》
CAS
2005年第2期126-129,共4页
Ningxia Engineering Technology
