摘要
本文以深圳机场卫星厅工程为依托,在机场卫星厅项目管理模式方面进行了探索,主要包含以下3个方面。一是充分考虑深圳机场卫星厅工程的内部复杂性、外部复杂性、系统衔接复杂性,定制化地采用了机场DBB模式+大总包模式,该模式在界面管理、工期方面具有一定优势;二是从提高工程品质的角度出发,提出了精品工程引领模式,同时为机场带来经济效益和社会效益;三是以T3航站楼单一运行向T3+卫星厅一体化运营无缝切换为目标,采用了建设运营协同模式,实现了建设-运营“一键切换”。通过建设管理模式探索,实现对卫星厅项目安全、质量、进度、投资的有效管控,同时为后续深圳机场建设积累宝贵经验。
Based on the Shenzhen Airport Satellite Terminal project,this paper explores the project management model for airport satellite terminals,focusing on three key aspects.First,by taking full account of the internal complexity,external complexity,and interface complexity of systems involved in the Shenzhen Airport Satellite Terminal project,a customized approach combining the airport DBB model and a master general contracting model was adopted,which offers advantages in interface management and project scheduling.Second,from the perspective of improving project quality,a high-quality project leadership model was introduced,generating both economic and social benefits for the airport.Third aiming to achieve a seamless transition from standalone T3 terminal operations to integrated T3 plus Satellite Terminal operations,a construction-operation coordination model was implemented,enabling a"one-click switch"between construction and operation.Through these explorations in construction man agement models,effective control over safety,quality,schedule,and investment in the satellite teminal project has been realized,while valuable experience has been accumulated for future expansion projects at Shenzhen Airport.
作者
刘佳玮
LIU Jiawei(Shenzhen Airport(Group)Co.,Ltd.,ShenZhen 518128,China)
出处
《建筑设计管理》
2025年第11期18-29,共12页
Architectural Design Management
关键词
机场建设管理
大总包
精品工程引领
建设运营协同
airport construction management
master general contracting
high-quality project leader ship
construction-operation coordination
