项目工程现场管理制度

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1、项目工程现场管理制度　　篇一：房地产项目施工现场管理制度　　现场管理制度　　目录　　1．工程会议管理··························································································-1-　　2．工程文件管理··························································································-2-　　3．施工准备阶段的管理·······

2、········································································-3-　　4．工程进度管理··························································································-4-　　5．工程质量················································································

3、·················-5-　　6．安全及文明施工的管理···········································································-8-　　7．现场临时水电使用管理·········································································-10-　　8．工程材料（设备）管理·················································

4、························-11-　　9．工程测量管理························································································-12-　　10．工程试验管理······················································································-13-　　11．工程总包、分包以及配合问题的管理··············

5、····································-14-　　12．竣工验收（建设单位验收）和移交规定··············································-15-　　13．现场监理工作的实施···········································································-15-　　本大纲旨在为统一和加强集团工程管控的规范化、制度化，提请各项目部以此大纲为基础，结合自身项目管理中行之有效的优秀经验，

6、修正润色，使之更臻完美，形成集团层面管理制度，以期共同遵守执行，提升集团工程管控水平。　　1．工程会议管理　　工程施工过程中主要会议：监理单位施工现场周例会，各分项工作专题会议。每月最后一次例会合并为月例会。　　监理单位工地周例会要求　　会议时间：工地周例会时间由各项目部会同监理、施工（总包方）确定，报集团工程管理部备案，专题会议临时确定。　　参会人员要求：地点在总包施工现场会议室，工地例会由监理单位总监或建设单位项目部主要负责人主持。监理单位专业监理工程师、施工单位项目经理/技术负责人/指定执行经理、专职安全工程师、安全员为

7、必须参会人员，其他需参会人员由各项目部自行确定。例会主持单位无须每次通知传达开会时间和参会人员。　　专题会议另订开会时间和参会人员；其他会议要求与此类同。　　首次会议：由建设单位主持，监理单位和施工单位主要人员参与，会议对监理单位进行授权，并宣布建设单位的管理制度、工作流程。　　会议准备：除初次例会外，参会人员必须携带上次会议记录，准备好本次会议需提出的问题，准时参加。施工单位还需交付《工作周报》纸质版和电子版各一份；由监理单位会后一个工作日内整理形成会议纪要。　　《工作周报》内容包括：1、上周已完工作及存在问题和未完工作及原

8、因；　　2、本周计划工程进展及需要建设单位、监理协调的工作；3、预计需要进场检验并需要复试的材料、成品、半成品、设备；4、需要进行的分部、分项验收；5、需要落实的设计技术变更、工程签证及分包单位配合工作；6、甲供材料、设备进场计划。　　会议纪律：未经会议主持人许可不得迟到、早