園林景觀(guān)設(shè)計(jì)單位項(xiàng)目經(jīng)理職責(zé).doc

項(xiàng) 目 經(jīng) 理 職 責(zé)Responsibility of the Project Manager1. 公司對(duì)項(xiàng)目的管理實(shí)行項(xiàng)目經(jīng)理負(fù)責(zé)制,其應(yīng)對(duì)設(shè)計(jì)項(xiàng)目的全過(guò)程及項(xiàng)目的進(jìn)度、質(zhì)量、費(fèi)用、后續(xù)服務(wù)負(fù)責(zé)，并將進(jìn)展情況通報(bào)給總經(jīng)理。A project manager is responsible for the whole process of a project, including design and scheduling, quality, client payment inquiry, check and after design services.2. 嚴(yán)格按照設(shè)計(jì)流程規(guī)定執(zhí)行項(xiàng)目管理。A project manager manages the project according to the .3. 每周五下午，主動(dòng)與本部門(mén)其他項(xiàng)目經(jīng)理一起協(xié)調(diào)安排主創(chuàng)設(shè)計(jì)師在下周里的工作時(shí)間和內(nèi)容。Every Friday afternoon, a project manager cooperates to other project managers in the same group for making the chief designers schedule of next week.4. 項(xiàng)目開(kāi)始前，首先應(yīng)從公司規(guī)范里拷貝項(xiàng)目標(biāo)準(zhǔn)文件夾，以建立標(biāo)準(zhǔn)的資料庫(kù)，并嚴(yán)格按統(tǒng)一分類(lèi)存放項(xiàng)目資料。Before starting a project, a project manager should copy from the company standard. So the project manager can make a standard database, and classify the files. 5. 保存好各階段的草圖、效果圖、CAD圖等過(guò)程圖與設(shè)計(jì)成果以及與委托方的所有來(lái)往函件和電子郵件（按公司規(guī)定的分類(lèi)保存）， 并在階段性工作結(jié)束后將所有文件交給網(wǎng)管歸檔。A project manager takes charge of saving the draft, perspectives, CAD files and all letters, e-mail from the client (according to the company standard to classify and save). He also needs to give all the files to the IT manager after finishing a project.6. 負(fù)責(zé)制定各階段計(jì)劃表，填寫(xiě)計(jì)劃表時(shí)，應(yīng)用正楷字填寫(xiě)，并且做到按程序每空必填，計(jì)劃表在“網(wǎng)管”簽上收檔簽名后方告結(jié)束。A project manager should make a schedule for each process, using capital handwriting to fill in the according to the procedure. After finishing the form for the schedule and all drawings, a project manager must acquire the signature of the IT manager.7. 應(yīng)按時(shí)將合同附件-委托方向設(shè)計(jì)方提交的條件資料清單逐條收齊，以減少設(shè)計(jì)工作的返工。A project manager should collect to reduce the re-design work.8. 確保項(xiàng)目按計(jì)劃表進(jìn)行，如遇特殊情況無(wú)法按時(shí)完成的，要提前一周反饋給子公司總經(jīng)理和總公司總經(jīng)理，并協(xié)調(diào)處理，同時(shí)按總公司總經(jīng)理的意見(jiàn)與委托方溝通好。A project manager must make sure that the project is going base on the schedule. In the special situations which a project cannot be finished on time, the project manager should notice the sub-company manager and general manager. At the same time, he must handle it and communicate with the client, according to the opinion from the company.9. 當(dāng)委托方提出重大變更時(shí)，應(yīng)要求委托方提供正式的書(shū)面文件并加蓋公章，報(bào)請(qǐng)總設(shè)計(jì)師確認(rèn)是否變更；如需變更，及時(shí)報(bào)告總公司總經(jīng)理,以便確認(rèn)是否需與委托方協(xié)調(diào)修改合同等商務(wù)問(wèn)題。If a client changes many design features, the project manager must ask the client to make a formal paper file with stamp about the adjustment, and then report to the general designer. If the general designer agrees with the proposal, the project manager should ask the general manager to modify the contract with client or not.10. 必須親自負(fù)責(zé)項(xiàng)目的打圖、發(fā)圖和通知委托方，并追要委托方的設(shè)計(jì)文件簽收單和設(shè)計(jì)成果確認(rèn)書(shū)。A project manager is in charge of printing and submitting the drawings, and then notices the client. He needs to ask the and from the client.11. 必須親自監(jiān)控項(xiàng)目的模型制作、發(fā)運(yùn)和通知委托方，并追要委托方的模型簽收單和成果確認(rèn)書(shū)。A project manager must supervise and control the miniature model making, transporting and informing the client. He needs to ask the and from the client.12. 應(yīng)及時(shí)將委托方的意見(jiàn)反饋給項(xiàng)目團(tuán)隊(duì)成員。A project manager must give feedbacks from the client to all the members in the group.13. 接到委托方來(lái)函或來(lái)電,當(dāng)天必須給回復(fù),以給委托方建立高效負(fù)責(zé)的印象。After receiving letters or phone calls from the client, a project manager must reply immediately, so the client will have an efficient impression in our company.14. 項(xiàng)目進(jìn)行中，應(yīng)經(jīng)常提醒主創(chuàng)設(shè)計(jì)師和團(tuán)隊(duì)人員貫徹公司的質(zhì)量要求- 精彩、震撼力和創(chuàng)新。During designing, a project manager should always remind the chief designer and members of following the standard requirements of our companyNew Ideas, Innovative and Amazing.15. 項(xiàng)目進(jìn)行中，嚴(yán)格執(zhí)行公司所有制圖規(guī)范,并督促項(xiàng)目組成員執(zhí)行。During designing, a project manager must follow the design standards strictly, and supervise all team members.16. 項(xiàng)目進(jìn)行時(shí)，如總圖或設(shè)計(jì)有調(diào)整，應(yīng)及時(shí)通知植物設(shè)計(jì)師、結(jié)構(gòu)設(shè)計(jì)師、水電設(shè)計(jì)師等相關(guān)技術(shù)人員，需預(yù)留設(shè)計(jì)時(shí)間以保證設(shè)計(jì)質(zhì)量。During a design process, if there are some changes in master plan, the project manager must notice the planting designer, structural designer, drainage & electrical designer, and make sure the quality review time.17. 嚴(yán)格按公司和國(guó)家相關(guān)制圖規(guī)范校對(duì)各階段的成果。A project manager checks the drawing according to the standards in our company.18. 催收設(shè)計(jì)費(fèi)由項(xiàng)目經(jīng)理負(fù)責(zé)，由財(cái)務(wù)部負(fù)責(zé)核實(shí)到帳情況，并及時(shí)反饋給總公司總經(jīng)理和項(xiàng)目經(jīng)理。A project manager is responsible for asking the design fee. The financial department will confirm it, and notice the general manager and project manager.19. 每次開(kāi)始下一階段工作前，應(yīng)與財(cái)務(wù)部核實(shí)上一階段的費(fèi)用是否收回到帳；若費(fèi)用未到帳，下一階段成果圖將一直推遲到上一階段費(fèi)用到帳后再送交委托方，如因特殊情況需違規(guī)交圖，須向總公司總經(jīng)理請(qǐng)示書(shū)面意見(jiàn)。Before beginning next work, a project manager should make sure if they have received the fee for last step. If not, they will not submit the drawings to the client until the fee arrive. In the special situation, such as we have to submit drawings immediately, the project manager must get the general managers confirmation file. 20. 階段性工作結(jié)束后，應(yīng)及時(shí)向人力資源部反饋?lái)?xiàng)目團(tuán)隊(duì)人員的工作情況。After finishing a project, the project manager must report to the human resource department. 21. 階段性工作結(jié)束后，應(yīng)組織項(xiàng)目團(tuán)隊(duì)做階段性項(xiàng)目總結(jié)，并可邀請(qǐng)其他部門(mén)人員一起參加。After finishing a project, the project manager must make a conclusion of the project, and also he can invite other staff to ask their opinions for the project.22. 階段性工作結(jié)束后，根據(jù)團(tuán)隊(duì)前期加班和下一階段的工作安排情況，組織好團(tuán)隊(duì)成員的調(diào)休，但需報(bào)子公司總經(jīng)理和公司人力資源部批準(zhǔn)。 After finishing a project, according to the last steps overtime schedule and the following workload, the project manager should organize time for group members to rest, and ask permissions from the sub-company manager and human resource department.一、 方案階段1.前期資料搜集設(shè)計(jì)依據(jù)、設(shè)計(jì)要求及主要經(jīng)濟(jì)技術(shù)指標(biāo)列出與工程設(shè)計(jì)有關(guān)的依據(jù)文件的名稱(chēng); 政府批文(建設(shè)規(guī)劃許可證批文和用地紅線(xiàn)圖) 設(shè)計(jì)任務(wù)書(shū)設(shè)計(jì)所采用的主要法規(guī)和標(biāo)準(zhǔn)；設(shè)計(jì)基礎(chǔ)資料 環(huán)境報(bào)告:氣象、地形地貌、水文地質(zhì) 區(qū)域位置 現(xiàn)狀地形圖(CAD電子文檔) 建筑物現(xiàn)狀：包括房屋用途、產(chǎn)權(quán)、建筑面積、層數(shù)、建筑質(zhì)量、保留建筑等(CAD電子文檔)； 植被現(xiàn)狀：包括植物種類(lèi)、位置等； 道路現(xiàn)狀：包括道路等級(jí)、路面質(zhì)量； 工程設(shè)施管網(wǎng)的現(xiàn)狀、規(guī)劃位置及規(guī)模容量(CAD電子文檔)； 建設(shè)方和政府有關(guān)主管部門(mén)對(duì)項(xiàng)目設(shè)計(jì)的要求，如對(duì)總體景觀(guān)規(guī)劃、景觀(guān)設(shè)計(jì)風(fēng)格的要求等；所在城市及地區(qū)歷史文化傳統(tǒng) (包括歷史演變、神話(huà)傳說(shuō)、名勝古跡等)；民風(fēng)民俗(包括文化特色、居民生活習(xí)慣、生活方式等);建筑特色(包括街巷、民居、 地方特色建筑材料等)；地形地貌特色(包括山川、河流、湖泊等)；植物種植特色(包括地方植物、特色種植方式、農(nóng)業(yè)、灌溉方式)等資料;2. 項(xiàng)目正式設(shè)計(jì)前必須先與甲方確定設(shè)計(jì)風(fēng)格，并將甲方書(shū)面的設(shè)計(jì)要求逐條討論，設(shè)計(jì)過(guò)程中也應(yīng)緊緊圍繞與甲方已確定好的內(nèi)容進(jìn)行（如設(shè)計(jì)過(guò)程中須改變風(fēng)格和要求必須先得到設(shè)計(jì)總監(jiān)同意和甲方的書(shū)面同意）3. 擬定項(xiàng)目整體計(jì)劃表和方案階段計(jì)劃表，一定要預(yù)留足檢查時(shí)間段以保證設(shè)計(jì)質(zhì)量。計(jì)劃表必須與甲方溝通好時(shí)間節(jié)點(diǎn),并報(bào)財(cái)務(wù)部和子公司總經(jīng)理簽名批準(zhǔn),方可全面展開(kāi)工作.4.確定組員名單和建立與甲方聯(lián)系方式的文檔資料，并存入項(xiàng)目的檔案文檔（項(xiàng)目的基礎(chǔ)資料要同時(shí)在項(xiàng)目經(jīng)理和服務(wù)器電腦備份,項(xiàng)目組全體成員要熟悉資料路徑）。5. 負(fù)責(zé)召集相關(guān)人員開(kāi)會(huì)討論及溝通。(會(huì)議要求簡(jiǎn)短高效)參加人員：設(shè)計(jì)總監(jiān)、分公司總經(jīng)理、項(xiàng)目經(jīng)理、方案組人員必須召開(kāi)的技術(shù)會(huì)議:方案策劃階段會(huì)議、初期設(shè)計(jì)階段(草圖階段) 會(huì)議、主成果完善階段會(huì)議、出圖前審核階段會(huì)議、方案總結(jié)及修改階段會(huì)議,各次會(huì)議時(shí)間和參與人員由項(xiàng)目經(jīng)理確定召集。（階段性的技術(shù)成果必須先得到設(shè)計(jì)總監(jiān)的確認(rèn)）6.項(xiàng)目進(jìn)行中,每天下班前了解組員的工作進(jìn)度及完成的質(zhì)量.7.項(xiàng)目進(jìn)行中,注重與甲方的對(duì)接8.所有設(shè)計(jì)成果需經(jīng)由設(shè)計(jì)總監(jiān)的簽名確認(rèn)，出圖前由設(shè)計(jì)總監(jiān)、分公司總經(jīng)理、項(xiàng)目經(jīng)理簽名確認(rèn)才可發(fā)圖或打圖9.成果提交函報(bào)至財(cái)務(wù)部和子公司總經(jīng)理簽名批準(zhǔn),方可出圖.10.指定專(zhuān)業(yè)人員打圖以保證圖紙的出圖質(zhì)量,并跟蹤到圖紙/方案設(shè)計(jì)成果簽收單/方案設(shè)計(jì)成果確認(rèn)單寄出,將成果提交函傳真給甲方并電話(huà)告之.11.協(xié)助財(cái)務(wù)收款12.積極向人力資源部反映項(xiàng)目組成員能力及表現(xiàn)，做好考評(píng)工作13.整理保存過(guò)程草圖及正式成果文本及其電子文檔,歸檔到公司相應(yīng)位置并讓接收者簽名確認(rèn),無(wú)用的過(guò)程圖及時(shí)轉(zhuǎn)為環(huán)保紙二次利用二、 擴(kuò)初階段1. 確認(rèn)收到甲方書(shū)面的方案設(shè)計(jì)成果確認(rèn)單, 方案設(shè)計(jì)階段才可轉(zhuǎn)入擴(kuò)初設(shè)計(jì)階段，同時(shí)必須得到分公司總經(jīng)理和財(cái)務(wù)簽名確認(rèn)2. 將甲方書(shū)面的方案修改意見(jiàn)逐條討論，逐條與甲方溝通確認(rèn)（如須改變風(fēng)格和要求必須先得到設(shè)計(jì)總監(jiān)同意和甲方的書(shū)面同意）3. 擬定擴(kuò)初階段計(jì)劃表，一定要預(yù)留足檢查時(shí)間段以保證設(shè)計(jì)質(zhì)量。計(jì)劃表必須與甲方溝通好時(shí)間節(jié)點(diǎn),并報(bào)財(cái)務(wù)部和子公司總經(jīng)理簽名批準(zhǔn),方可全面展開(kāi)工作.4.確認(rèn)相關(guān)建筑資料是否齊全,如不全,書(shū)面向甲方催要5.確定組員名單, 負(fù)責(zé)召集相關(guān)人員開(kāi)會(huì)討論及溝通。(會(huì)議要求簡(jiǎn)短高效)參加人員：設(shè)計(jì)總監(jiān)、分公司總經(jīng)理、項(xiàng)目經(jīng)理、植物設(shè)計(jì)師、結(jié)構(gòu)設(shè)計(jì)師、水電設(shè)計(jì)師、擴(kuò)初組人員必須召開(kāi)的技術(shù)會(huì)議:方案與擴(kuò)初交接的階段會(huì)議、初期設(shè)計(jì)階段(草圖階段) 會(huì)議、主成果完善階段會(huì)議、出圖前審核階段會(huì)議、擴(kuò)初總結(jié)及修改階段會(huì)議,各次會(huì)議時(shí)間和參與人員由項(xiàng)目經(jīng)理確定召集。（階段性的技術(shù)成果必須先得到設(shè)計(jì)總監(jiān)的確認(rèn)）6.擴(kuò)初階段其余的內(nèi)容及步驟參見(jiàn)方案階段6-13條7. 所有設(shè)計(jì)成果均需經(jīng)由設(shè)計(jì)總監(jiān)的簽名確認(rèn)，出圖前由設(shè)計(jì)總監(jiān)、總工程師（施工圖審圖）、分公司總經(jīng)理、項(xiàng)目經(jīng)理簽名確認(rèn)才可發(fā)圖或打圖。三、 施工圖階段 1.確認(rèn)收到甲方書(shū)面的擴(kuò)初設(shè)計(jì)成果確認(rèn)單, 擴(kuò)初設(shè)計(jì)階段才可轉(zhuǎn)入施工設(shè)計(jì)階段，同時(shí)必須得到分公司總經(jīng)理和財(cái)務(wù)簽名確認(rèn)2.將甲方書(shū)面的擴(kuò)初修改意見(jiàn)逐條討論，逐條與甲方溝通確認(rèn)（如須改變風(fēng)格和要求必須先得到設(shè)計(jì)總監(jiān)同意和甲方的書(shū)面同意）3.擬定施工圖階段計(jì)劃表，一定要預(yù)留足檢查時(shí)間段以保證設(shè)計(jì)質(zhì)量。計(jì)劃表必須與甲方溝通好時(shí)間節(jié)點(diǎn),并報(bào)財(cái)務(wù)部和子公司總經(jīng)理簽名批準(zhǔn),方可全面展開(kāi)工作.4.確認(rèn)相關(guān)建筑資料是否齊全,如不全,書(shū)面向甲方催要5.確定組員名單, 負(fù)責(zé)召集相關(guān)人員開(kāi)會(huì)討論及溝通 (會(huì)議要求簡(jiǎn)短高效)參加人員：總工程師（施工圖審圖）、分公司總經(jīng)理、項(xiàng)目經(jīng)理、植物設(shè)計(jì)師、結(jié)構(gòu)設(shè)計(jì)師、水電設(shè)計(jì)師、施工圖組人員必須召開(kāi)的技術(shù)會(huì)議: 擴(kuò)初與施工圖交接的階段會(huì)議、初期設(shè)計(jì)階段會(huì)議、主成果完善階段會(huì)議、出圖前審核階段會(huì)議、變更總結(jié)及修改階段會(huì)議,各次會(huì)議時(shí)間和參與人員由項(xiàng)目經(jīng)理確定召集。（階段性的技術(shù)成果必須先得到總工程師（施工圖審圖）的確認(rèn)）6.施工圖階段其余的內(nèi)容及步驟參見(jiàn)方案階段6-13條7. 所有設(shè)計(jì)成果均需經(jīng)由設(shè)計(jì)總監(jiān)的簽名確認(rèn)，出圖前由設(shè)計(jì)總監(jiān)、總工程師（施工圖審圖）、分公司總經(jīng)理、項(xiàng)目經(jīng)理簽名確認(rèn)才可發(fā)圖或打圖。四、 施工配合階段1.與財(cái)務(wù)溝通設(shè)計(jì)款情況,以便靈活地為進(jìn)行施工配合2.甲方已書(shū)面確認(rèn)的設(shè)計(jì)成果，如甲方提出要有重大變更時(shí)，必須要甲方提供正式的書(shū)面意見(jiàn)，報(bào)請(qǐng)?jiān)O(shè)計(jì)總監(jiān)確認(rèn)是否變更，如需變更，報(bào)請(qǐng)總公司總經(jīng)理確認(rèn)是否按合同與甲方協(xié)調(diào)設(shè)計(jì)費(fèi)等商務(wù)問(wèn)題3.及時(shí)準(zhǔn)確地為甲方提供優(yōu)質(zhì)服務(wù)4.根據(jù)合同和現(xiàn)場(chǎng)需要提供現(xiàn)場(chǎng)服務(wù)