GB/T 50326-2017 English PDFGB/T 50326: Historical versions
Basic dataStandard ID: GB/T 50326-2017 (GB/T50326-2017)Description (Translated English): The code of construction project management Sector / Industry: National Standard (Recommended) Classification of Chinese Standard: P01 Classification of International Standard: 91.010.01 Word Count Estimation: 149,130 Date of Issue: 2017-05-04 Date of Implementation: 2018-01-01 Older Standard (superseded by this standard): GB/T 50326-2006 Regulation (derived from): Housing and Urban-Rural Development Bulletin 2017 No. 1536 Issuing agency(ies): Ministry of Housing and Urban-Rural Development of the People's Republic of China; General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Summary: This standard applies to all parties involved in the construction project management activities. GB/T 50326-2017: The code of construction project management---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.1 General 1.0.1 In order to standardize the management procedures and behaviors of construction projects and improve the level of project management, this specification is formulated. 1.0.2 This specification applies to the project management activities of all parties involved in the construction project. 1.0.3 The construction project management shall not only conform to this specification, but also comply with the current relevant national standards. 2 terms 2.0.1 Construction project construction project A group of interrelated controlled activities with start and end dates and meeting the specified requirements for the completion of new construction, expansion and reconstruction projects approved by law, including planning, survey, design, procurement, construction, trial operation, completion acceptance and stage of evaluation. referred to as the project. 2.0.2 Construction project management construction project management Use systematic theories and methods to carry out specialized activities such as planning, organizing, commanding, coordinating and controlling construction projects. It's called project management for short. 2.0.3 organization An individual or group that has its own functions, such as responsibilities, authorities, and relationships, to achieve its objectives. 2.0.4 project management organization project management organization The unit that directly implements project management according to the authorization of the organization. It can be project management company, project department, engineering supervision department, etc. 2.0.5 Employer According to the agreement in the bidding documents or the contract, the party who has the qualification of the subject of the project contract and the ability to pay the contract price or the legal successor who has obtained the qualification of the party. 2.0.6 contractor According to the contract, the party who has the qualification of the project contractor and the legal successor who has obtained the qualification of the party accepted by the contractor. 2.0.7 subcontractor A party who undertakes part of the engineering or service of the project and has corresponding qualifications. 2.0.8 Related parties stakeholder A person or organization that can influence, be affected by, or feel itself affected by, a decision or activity. 2.0.9 project leader (project manager) project leader (project man-ager) Organize the authorized agent of the legal representative on the construction project. 2.0.10 project scope management project scope management The activities of defining, planning, controlling and changing the project scope of work agreed in the contract. 2.0.11 project management responsibility system project management responsibility system The responsibility system formulated by the organization, with the project leader (project manager) as the main body, ensures the realization of project management objectives. 2.0.12 Responsibility document of pro-ject management It is a document signed by the management of the organization and the project management institution, which specifies the management objectives and responsibilities of the project management institution such as cost, quality, construction period, safety and environment, and serves as the basis for assessment and evaluation after the completion of the project. 2.0.13 project management planning project management planning In order to achieve project management goals, on the basis of investigation and analysis of relevant information, follow certain procedures, make a comprehensive conception and arrangement of future (certain) work, formulate and select a reasonable and feasible implementation plan, and implement according to the target requirements and environment Change is the activity of modifying and adjusting the plan. 2.0.14 Procurement management Activities such as planning, organizing, commanding, coordinating and controlling the acquisition of products and services such as surveying, design, construction, supervision and supply of the project. 2.0.15 tendering management In order to achieve the goal of winning the bid, the activities of planning, organizing, directing, coordinating and controlling the submission of bidding documents to the tenderee in accordance with the requirements stipulated in the bidding documents. 2.0.16 contract management contract management Manage activities such as the preparation, conclusion, performance, change, claim, dispute resolution and termination of the project contract. 2.0.17 project design management project design management The activities of planning, organizing, directing, coordinating and controlling project design work. 2.0.18 project technical management project technical management Activities such as planning, organizing, commanding, coordinating and controlling the technical work of the project. 2.0.19 schedule management Activities such as planning, organizing, directing, coordinating, and controlling to achieve the schedule objectives of the project. 2.0.20 quality management quality management The activities of planning, organizing, directing, coordinating and controlling to ensure that the quality characteristics of the project meet the requirements. 2.0.21 cost management cost management Forecasting, planning, control, accounting, analysis and assessment activities to achieve project cost objectives. 2.0.22 construction safety management Planning, organizing, directing, coordinating, and controlling activities to enable project implementers and related personnel to avoid injuries and risks affecting health. 2.0.23 green construction management green construction management Activities such as planning, organization, command, coordination and control for the implementation of green design, green construction, energy conservation and emission reduction, and environmental protection. 2.0.24 resources management Activities such as planning, organizing, directing, coordinating, and controlling the manpower, materials, machines, equipment, and funds required for the project. 2.0.25 information management information management Activities such as collection, collation, analysis, processing, storage, transmission and use of project information. 2.0.26 communication management communication management Activities such as planning, organizing and controlling the coordination of internal and external relations of the project and information exchange. 2.0.27 risk management risk management Activities to identify, analyze, respond to and monitor project risks. 2.0.28 closing stage management Activities such as planning, organizing, coordinating and controlling the closing of the project, trial operation, completion settlement, completion settlement, return visit warranty, project summary, etc. 2.0.29 management performance evaluation management performance evaluation Evaluate the achievements and effects of project management, reflect and determine the pros and cons of project management. 3 Basic Regulations3.1 General provisions 3.1.1 The organization shall identify the project requirements and project scope, and determine the project management objectives according to its own project management capabilities, the agreement of relevant parties and the internal relationship between project objectives. 3.1.2 The organization shall follow the dynamic management principles of planning, implementation, inspection and disposal, determine the project management process, establish a project management system, implement project system management, continuously improve management performance, increase the satisfaction level of relevant parties, and ensure the realization of project management objectives. 3.2 Project Scope Management 3.2.1 The organization shall determine job responsibilities and procedures for project scope management. 3.2.2 The process of project scope management shall include the following. 1 scope plan; 2 Scoping; 3 scope confirmation; 4 Scope change control. 3.2.3 The organization shall implement project scope management throughout the entire process of the project. 3.3 Project Management Process 3.3.1 The project management organization shall implement project management according to the project management process. The project management process should include initiation, planning, implementation, monitoring and closing processes, each process is relatively independent and interrelated. 3.3.2 The start-up process should clarify the project concept, initially determine the scope of the project, and identify internal and external stakeholders that affect the final result of the project. 3.3.3 The planning process should clarify the scope of the project, coordinate the expectations of project stakeholders, optimize project objectives, and carry out project management planning and project management supporting planning to achieve project objectives. 3.3.4 During the implementation process, personnel and resources shall be organized according to the project management planning requirements, and specific measures shall be implemented to complete the work determined in the project management planning. 3.3.5 The monitoring process should be compared with the project management plan, supervise project activities, analyze project progress, identify necessary change requirements and implement changes. 3.3.6 The closing process shall complete all activities of the entire process or phase, and formally end the project or phase. 3.4 Project management system 3.4.1 The organization shall establish a project management system. The project management system should include the following. 1 Rules and regulations specifying work content, scope, work procedures and methods; 2 The responsibility system that stipulates the definition and relationship of job responsibilities, powers and interests. 3.4.2 The organization shall make an overall plan for the project management system according to the characteristics of the project management process and under the conditions of meeting the contract and organizational development requirements. 3.4.3 The organization shall determine the project management system according to the project management scope, and stipulate relevant management requirements in each process of project management and form documents. 3.4.4 The organization shall implement the project management system and establish a corresponding evaluation and improvement mechanism. When necessary, the project management system shall be changed and relevant documents shall be revised. 3.5 Project System Management 3.5.1 The organization should identify all processes that affect the realization of project management objectives, determine their interrelationships and interactions, and integrate various factors in the project life cycle stages. 3.5.2 The organization shall determine a systematic approach to project management. The system management approach shall include the following methods. 1 system analysis; 2 system design; 3 system implementation; 4 Systematic comprehensive evaluation. 3.5.3 The organization applies the system management method in the project management process, and shall meet the following requirements. 1 On the basis of comprehensive analysis of the internal relationship between project quality, safety, environmental protection, construction period and cost, combined with the priority of each goal, analyze and demonstrate project goals, and take into account the internal needs of each goal in the process of project goal planning; 2 Systematic integration of project investment decision-making, bidding, survey, design, procurement, construction, and trial operation, and implement project system management on the basis of comprehensively balancing the relationship between various processes and specialties of the project; 3 Manage the change risk of project implementation, take into account the requirements of relevant processes, balance various management relationships, and ensure the systematic control of project deviations; 4 Supervise and control the project system management process and results, and evaluate the project system management performance. 3.6 Project stakeholder management 3.6.1 The organization shall identify all relevant parties of the project, understand their needs and expectations, and ensure that project management requirements are consistent with the expectations of relevant parties. 3.6.2 The organization's project management should satisfy customers and take into account the expectations and requirements of other interested parties. 3.6.3 The organization shall satisfy interested parties by performing the following project management activities. 1 Comply with relevant national laws and regulations; 2 Ensure the fulfillment of project contract requirements; 3 Guarantee health and safety, reduce or eliminate the impact of the project on the environment; 4 Establish a mutually beneficial and win-win cooperative relationship with relevant parties; 5 Build a good internal environment of the organization; 6 Improve the management level of related parties through the evaluation of related party satisfaction. 3.7 Continuous Improvement of Project Management 3.7.1 The organization shall ensure continuous improvement of project management, and integrate external requirements with internal management to meet project risk prevention and organizational development needs. 3.7.2 The organization shall internally adopt the following methodologies for continuous improvement of project management. 1 Take measures to correct the found nonconformities; 2 Take corrective measures to eliminate the cause of nonconformity; 3 Take measures to prevent the occurrence of potential non-conformities; 4 Take measures to continuously meet the value-added needs of project management. 3.7.3 The organization should review the risks of each improvement measure before process implementation to ensure the effectiveness and suitability of the improvement measures. 3.7.4 The organization should train employees on continuous improvement awareness and methods, so that continuous improvement becomes the employee's job goal. 3.7.5 The organization should track, guide and monitor the continuous improvement of project management performance.4 Project Management Responsibility System4.1 General provisions 4.1.1 The project management responsibility system shall be the basic system of project management. 4.1.2 The responsibility system of the person in charge of the project management institution should be the core content of the project management responsibility system. 4.1.3 The implementation subjects and participants of the construction project shall establish a project management responsibility system, clarify the project management organization and personnel division of labor, and establish a management mechanism for mutual coordination among all parties. 4.1.4 The legal representatives of each implementation subject and participating method of the construction project shall authorize in writing the person in charge of the project management agency, and implement the responsibility system of the project leader. 4.1.5 The person in charge of the project management institution shall perform management duties according to the scope, duration and content of the authorization of the legal representative. 4.1.6 The person in charge of the project management organization shall obtain corresponding qualifications and obtain a safety production assessment certificate as required. 4.1.7 The person in charge of the project management institution shall perform his duties on the job according to the relevant agreement, and manage the whole process of project implementation and overall management. 4.2 Management of responsible parties related to project construction 4.2.1 Relevant responsible parties for project construction should clarify their work responsibilities in their respective implementation stages and links, implement target management, and ensure the normal operation of the project. 4.2.2 The person in charge of the project management institution shall accept the accountability and supervision and management of relevant departments in accordance with regulations. 4.2.3 The person in charge of the project management agency should sign the quality commitment letter before the project starts, and report it to the relevant project management agency for record. 4.2.4 All relevant responsible parties of the project should establish a collaborative working mechanism, and regular meetings, clarifications and other communication methods should be adopted to avoid obstacles and conflicts in project operation. 4.2.5 The construction unit shall establish a management responsibility screening mechanism, and conduct a verification evaluation of the management performance of all parties according to the project progress and time nodes. 4.3 Project Management Organization 4.3.1 The project management agency shall undertake the management tasks of project implementation and the responsibility for achieving the goals. 4.3.2 The project management organization should be led by the person in charge of the project management organization, accept the guidance, supervision, inspection, service and assessment of the functional department of the organization, and be responsible for the rational use and dynamic management of project resources. 4.3.3 The project management organization should be established before the project starts, and disbanded after the project is completed or according to the contract. 4.3.4 The establishment of a project management organization shall comply with the following regulations. 1 The structure should conform to the organizational system and project implementation requirements; 2 There should be clear management objectives, operating procedures and responsibility systems; 3 The members of the organization should meet the project management requirements and have corresponding qualifications; 4 The division of labor in the organization should be relatively stable and can be adjusted according to changes in project implementation; 5 The responsibilities, authorities, interests and risks of the members of the organization should be determined. 4.3.5 The following steps should be followed to establish a project management organization. 1 Define the management tasks according to the project management planning outline, project management objective responsibility letter and contract requirements; 2 According to the decomposition and classification of management tasks, clarify the organizational structure; 3 According to the organizational structure, determine job responsibilities, authority and staffing; 4.Formulate work procedures and management systems; 5 To be reviewed and confirmed by the management of the organization. 4.3.6 The management activities of the project management organization shall meet the following requirements. 1 should implement the management system; 2 should implement management procedures; 3 Plan management should be implemented to ensure the rational allocation and orderly flow of resources; 4 Pay attention to the guidance, supervision, assessment and evaluation of the project implementation process. 4.4 Project team building 4.4.1 All parties responsible for project construction should implement project team building, clarify team management principles, and standardize team operations. 4.4.2 The proje......Tips & Frequently Asked Questions:Question 1: How long will the true-PDF of GB/T 50326-2017_English be delivered?Answer: Upon your order, we will start to translate GB/T 50326-2017_English as soon as possible, and keep you informed of the progress. The lead time is typically 1 ~ 3 working days. The lengthier the document the longer the lead time.Question 2: Can I share the purchased PDF of GB/T 50326-2017_English with my colleagues?Answer: Yes. The purchased PDF of GB/T 50326-2017_English will be deemed to be sold to your employer/organization who actually pays for it, including your colleagues and your employer's intranet.Question 3: Does the price include tax/VAT?Answer: Yes. Our tax invoice, downloaded/delivered in 9 seconds, includes all tax/VAT and complies with 100+ countries' tax regulations (tax exempted in 100+ countries) -- See Avoidance of Double Taxation Agreements (DTAs): List of DTAs signed between Singapore and 100+ countriesQuestion 4: Do you accept my currency other than USD?Answer: Yes. If you need your currency to be printed on the invoice, please write an email to Sales@ChineseStandard.net. In 2 working-hours, we will create a special link for you to pay in any currencies. Otherwise, follow the normal steps: Add to Cart -- Checkout -- Select your currency to pay.Question 5: Should I purchase the latest version GB/T 50326-2017?Answer: Yes. Unless special scenarios such as technical constraints or academic study, you should always prioritize to purchase the latest version GB/T 50326-2017 even if the enforcement date is in future. Complying with the latest version means that, by default, it also complies with all the earlier versions, technically. |
