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第1页共160页目录第一部管理篇第一章项目管理程序····································································4第一节项目管理程序总体流程（图）········································4第二节公司工程管理组织机构及职责·············································5第二章施工管理前期准备工作······················································7第一节开工准备会································································7第二节施工技术准备会·····························································8第三节材料样品准备·····························································8第四节施工现场准备·····························································9第五节合同准备···································································9第六节施工组织准备····························································10第七节施工组织策划会及资金策划会······································10第三章施工过程管理···································································14第一节项目班子组成·······························································14第二节商务管理·····································································14第三节进度管理·····································································16第四节材料管理·····································································17第五节技术管理·····································································19第六节质量管理·····································································22第七节安全、消防管理····························································23第八节文明施工管理·······························································23第九节资料管理·····································································25第十节施工队伍管理·······························································31第十一节文件管理························································34第四章收尾阶段施工管理·····························································37一.商务工作二.进度三.材料统计及后补材料的组织四.资料整理五.竣工验收六.成品保护第五章施工管理的工作流程及相关规章制度·····································40第一节相关工作程序····························································40第2页共160页1．分包合同审批程序2．结算程序3．追加报价审核程序第二节相关工作制度及各种报表··············································431．项目部日常管理规定2．项目费管理规定3．月报周报制度4．安全检查奖罚制度5.进度计划表6.材料进场计划表7.分包用料申请表8.项目费用申请表9.其它费用申请表10.进度洽商统计表11.产值明细表12.材料第3页共160页第二部技术篇第一章埋件施工方案····························································50第二章测量放线方案····························································58第三章预埋件与结构检查及偏差处理方法·······························69第四章避雷节点施工方案······················································77第五章层间防火施工方案······················································80第六章焊接技术及方法·························································82第七章铝合金门窗施工安装···················································86第八章铝板幕墙施工方案······················································71第九章框架玻璃幕墙安装技术及工艺······································75第十章隐框玻璃幕墙安装技术及工艺·····································101第十一章单元式幕墙施工技术··················································105第十二章石材幕墙安装技术及工艺············································118第十三章拉杆式玻璃幕墙安装技术及工艺··································132第十四章附加内容··································································1511、项目管理2、公司管理流程第4页共160页内容第一章项目管理程序第一节项目管理总体工作流程第二节公司工程管理组织机构及职责一．施工组织策划会内容1.开工准备会（合同交底，商务策划）2.技术准备：○1设计施工图评审（设计部、工程部、项目部）○2督促施工图签图○3施工图交底（设计部与项目部）3.材料准备，材料封样，样品确认工作。4.施工现场准备：现场办公条件准备，资质报验等。5.合同准备：○1总包配合费协议○2施工队合同的签定6.施工组织准备：○1项目班子开工会7.施工技术交底会○1施工各设计交底会○2施工各外部会审会议二．施工过程管理内容商务管理技术管理材料管理安全、消防管理进度管理质量管理文明施工管理生产协调资料管理成品保护施工队伍成建制管理三．收尾阶段内容材料统计结算工作撤场工作进度安排竣工资料整理第5页共160页一、组织机构图二、管理职责1．工程总监：全面负责工程系统工作1)负责组织每周一次的生产协调调度会2)负责组织施工管理人员和施工队伍的培训工作3)工程系统管理制度的制定，补充、完善及监督落实情况4)项目费、劳务费等资金的审批5)人事安排6)投标技术支持7)工程重大问题的处理2．工程部长1）指导项目部工作，包括前期准备会议、施工策划、人员分工、施工管理内容及施工管理过程的重大事情的处理。2）监督检查工作：按照项目开工时对项目部的各项要求，检查项目部对工作的落实情况（安全、质量、进度、成本、企业形象）。3）协调工作：帮助项目部协调公司内部生产、供应、设计等各部门的配合；重大问题帮助项目部协调业主、监理、总包的工作；对施工中出现的紧急、重大事情的处理。4）商务管理：主持商务策划会；重大商务变更的参与，监督项目部商务管理工工程总监工程部计调部监理部项目管理部施工队设计部供应部生产部财务部第6页共160页作的进度，在回款与进度发生矛盾时，与市场部、总监办共同确定施工整体部署。5）协助工程总监做好培训、协调会、人事安排、制度完善等项工作。3．工程部与计调部1）工程部行政职责：①对所有文件、资料的收、发、整理，起到联系项目与公司各职能部门的纽带桥梁作用。②会议的组织工作。③审核、审批程序的具体执行。④对公司工程系统的办公家俱、设备、施工设备及其它用品的统一调度。⑤协调职能，月报、周报的处理。⑥人事管理职能。⑦对项目管理费的使用情况；工程完成产值情况；施工队工程款的支付情况；产值完成情况；定期进行统计、制表。⑧负责对长期合作的包工包料分包商的合同管理，并不断扩大能合作的厂家数量。⑨负责处理施工队规范化建设中存在的问题。2）计调部行政职责：○1负责工程项目与公司设计、采购、加工、财务、总监办等各部门进行沟通。○2对设计、采购、加工施工进度进行控制、监督、协调。○3组织召开“开工会”、“策划会”○4有关变更洽商文件的收集、存档○5补料程序文件的执行○6相关文件的处理○7工程款的催讨、以及回收款的安排⑧负责审核、批示项目经理提供的施工总体进度计划⑨负责单项工程资金计划的编制第7页共160页第二章项目管理前期准备工作第一节开工准备会工程中标或合同签定后，项目经理应组织召开开工会议，开工会议由市场部及计调部共同组织召开（准备合同及效果图）。一．参会人员：市场部负责人、设计总工、设计部、供应部负责人、投标部负责人、总监办、财务部、计调部、工程部、生产部。二．合同交底：工程地点、施工范围、主要施工项目1．合同额2．工期要求、质量要求3．回款方式4．材料的种类、厂家等要求5．需各部门所做的前期配合三．商务策划：1.分析合同在方案、材料、项目、工程质量等各方面的实际情况及可能存在的商务风险，确定合同全体执行过程中相关人员的责任。2.总包配合费的情况、谈判的具体责任部门、责任人四．施工环境1.现场软环境（与业主、监理、总包之间的协调关系）2.业主的资金状况（了解业主资金是否后备充足）3.现场实际施工状况（土建单位施工进度状况）五．各部门对此工程的具体负责人员1.市场部配合人员负责首笔回款（项目协助）2.设计部主设计师负责施工图、以及强度计算出图时间3.材料采购具体人员负责材料采购4.项目经理负责过程回款5.计调部负责总体工期的审核六．进度安排第8页共160页1．设计施工图的完成签图时间2．主要材料(铝材、玻璃、石材、胶、五金件)厂家的确定时间3．项目部人员进场时间第二节施工技术准备会一．施工图纸准备1．施工图方案策划会（由设计部组织）主要提建议(分格、交圈、施工安装工艺)以及不合理地方。2．施工图评审会，由设计部组织，工程、采购、加工及相关负责人参加。3．项目配合、督促设计签图时间4．施工图设计交底会（内部、外部会审）1）由项目部组织，在施工图出完后，项目部对施工图进行审核，对施工