建设工程项目管理承包(PMC)模式应用探讨  

On exploration of the application of Project Management Contracting in construction work

作　　者：谢亚旗 钟文龙 王枝枝 张红标 Xie Yaqi;Zhong Wenlong;Wang Zhizhi;Zhang Hongbiao(Shenzhen Construction Cost Management Unit,Shenzhen Guangdong 518031,China)

机构地区：[1]深圳市建设工程造价管理站,广东深圳518031

出　　处：《山西建筑》2023年第16期192-194,共3页Shanxi Architecture

摘　　要：建设项目管理承包(PMC)对于国内建设管理业来讲已不是一个新概念,然而其功能定位,特别在业主与项目承包方间的责权利分配方面,却存在长久认识不精,理解不准,容易产生推责、争权、夺利等情形。梳理PMC功能范畴,分析其履行职责、义务与利益,以及其工作职能中“硬”指标的管理和“软”功夫的操控,对PMC管理的重心进行阐述,提出施行“权责明确、专业作为”的工作思路,以强化PMC的功能定位,提升其作业效能。The paper indicates that the Project Management Contracting,though it is not a new concept in the domestic construction management,still has some circumstances including the long-term misunderstandings and misconceptions in terms of its functions and the distribution of rights and duties between proprietors and project contracting,which may lead to buck-passing,rivals for rights and power scrambling,clarifies the function categories for the Project Management Contracting,analyzes the implementation of its duties,responsibilities and interests as well as the management of its hard indexes and the operation of its soft functions,illustrates the key points for its management,and points out to carry out its motto with identical duties and responsibilities and professional deeds,so as to strengthen its functions and promote its efficiency.

关 键 词：项目管理 PMC 范围 责权利配置 专业化 

分 类 号：TU712.1[建筑科学—建筑技术科学]