110 Q&A on the refined management of engineering projects

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110 Q&A on the refined management of engineering projects. 1. What is refined project management? Answer: Refined management of engineering projects is a systematic management framework that comprises a series of management regulations and procedures. Besides the guiding document “Measures for the Refined Management of Engineering Projects”, it also includes over 10 supporting rules and regulations, such as operating instructions for engineering projects, measures for determining staffing levels and quotas, guidelines for cultivating professional project managers, recommendations for performance evaluation in engineering projects, contract text management, labor force management, guidelines for establishing an operational workforce, as well as systems for information management in engineering projects, centralized fund allocation, and centralized procurement of materials. All these elements together constitute the overall system of refined management for engineering projects. 　　The core elements of a refined management system for engineering projects include six main aspects: (1) One goal: to improve the quality of corporate development and its economic efficiency; (2) Two types of transformations: shifting from extensive management to refined management, and from front-office management to back-office oversight; (3) Three teams: the management team, the execution team, and the operational team responsible for the refined management of engineering projects; (4) Four forms of support: organizational support, standard-based support, system-based support, and process-based support; (5) Five areas of centralized control: centralized management of labor forces, centralized management of funds, centralized bidding and procurement of materials, centralized procurement and leasing of equipment, and centralized management of construction plans; (6) Six key checkpoints: bid evaluation, cost accounting, responsibility assignment, adjustment and claim processing, settlement completion, and performance assessment. 2. What are the effects and objectives achieved through the refined management of projects in joint-stock companies?
Answer: The effects and objectives of refined project management are: strengthening the company’s management of engineering projects, standardizing project management practices, improving the project management system, and enhancing both the level of engineering project management and profitability. 3. What are the basic contents of the Project Cost Management Information System of China Railway (Version V1.0T)? What are its core management concepts and philosophies?
Answer: Basic contents include: contract management, preliminary planning and control of plans, budgeting for responsible costs, work acceptance and pricing, change management and claims processing, quantity control, cost control, settlement of payments based on actual quantities, accounting and analysis, performance evaluation, and report generation, etc. 　　Core management philosophy and approach: The company utilizes its backend system to enable functions such as online real-time approval, real-time monitoring, and real-time alerts. By using payment as the primary control mechanism, it achieves comprehensive coverage of all aspects of projects and full-process management, thereby regulating various management activities related to projects through effective control. 4. What are the main functions of the company’s Engineering Management Department in the detailed management of projects? Answer: Organize relevant departments to carry out preliminary planning and construction surveys, compile summary reports based on these surveys; analyze the project management reports prepared by relevant departments and personnel and provide timely feedback; approve the overall, annual, quarterly, and monthly progress plans for project construction; monitor the construction progress of project teams and strengthen process control; provide engineering management instructions for new projects (including product lists and responsibility matrices); organize reviews of the Project Management Plan; issue notices regarding the completion of projects; review the costs related to machinery and materials used for inspections and repairs; be responsible for the comprehensive information management of project activities, progress management, and the maintenance of the project information management system; organize comprehensive inspections of construction activities every six months; collect summaries of project construction activities. 5. What are the main functions of the company’s technical department in the detailed management of projects? Answer: Formulating technical development plans; establishing and improving the technical management system; identifying existing technical standards and specifications and issuing them on a regular basis; working with relevant departments to conduct construction surveys and provide technical guidance for new projects; managing project plans and procedures; overseeing temporary structures and facilities; managing research and technology dissemination; promoting energy conservation and emission reduction; managing construction methods; handling patent matters; managing novelty searches and research papers; dealing with emergency situations and preparedness efforts; evaluating all of the company’s technical staff, as well as providing guidance, inspection, and supervision over other technical aspects of projects. 6. What are the main responsibilities of the Company’s Materials and Machinery Department in the refined management of projects?
Answer: Issuing the “List of Qualified Material Suppliers”; setting out the guiding price limits for material procurement, reusable materials, and machinery leasing across the company, and adjusting these limits for each project based on its specific circumstances; being responsible for tendering and procuring local materials as well as other bulk materials; approving whether to purchase new or lease reusable materials and small-scale equipment for projects; approving the “Plan for Machinery and Equipment Allocation”; establishing a platform for the exchange of reusable materials, small-scale equipment, and large-scale machinery, publishing guiding prices, regularly updating relevant information, and giving priority to internal exchanges and leases; organizing centralized tenders for major materials and large-scale equipment within a specified scope; reviewing and approving contracts related to the procurement of materials (including reusable materials) and machinery/equipment by project teams; approving special technical plans for the installation, dismantling, and deployment of equipment; approving the quantities of materials to be purchased, as well as settlements regarding reusable materials and machinery leasing; and approving the disposal of surplus or scrap materials at project sites. 7. What are the main functions of the Company’s Safety, Quality, and Environmental Protection Department in the detailed management of projects? Answer: To provide guidance on safety, quality, and environmental protection aspects for new projects; to establish safety and quality systems; to oversee the management of safety, quality, occupational health, and environmental protection aspects of projects; to be responsible for reporting and handling safety and quality incidents; to apply for recognition as a “safe standard construction site”; and to collect and archive records related to key and special processes in projects. 8. What are the main functions of the company’s Cost Management Department in the detailed management of projects? Answer: It is responsible for promoting the use of information systems for project cost management; providing guidance on economic and managerial aspects for new projects; formulating detailed rules for the company’s project cost management; calculating the assigned costs for each project; approving and assigning budgets for these assigned costs; preparing budgets for engineering products; organizing the signing of economic contract agreements between projects and the company; conducting annual evaluations of labor service companies, issuing a list of qualified labor service companies, and approving the entry of subcontractors; setting guidelines for labor subcontracting across the company, and determining specific limits for each project based on its particular circumstances; organizing competitive bidding or negotiated bidding processes for subcontracting projects worth over 2 million yuan; approving the settlement of project subcontracting costs; approving statements related to the calculation of costs based on work done; approving plans for claims related to project changes; reviewing labor-related settlements and other direct expenses incurred during the project’s completion phase, as well as reviewing the final settlement documents for projects; organizing relevant departments to conduct inspections regarding project cost management; and being responsible for evaluating the performance of project teams and administering corresponding rewards and penalties. 9. What are the main functions of the company’s finance department in the detailed management of projects? Answer: To provide financial guidance for new projects; to approve written requests from projects to open bank accounts; to implement a \"A/B account\" system for managing funds; to enforce a centralized fund management system; to handle budgeting, accounts receivable and payable, and financial settlement tasks; to guide and supervise project-related economic activity analysis; to approve tax planning strategies for projects; to develop plans for financial oversight and prepare corresponding reports; to assess the cost responsibilities of projects on an annual basis, as well as to conduct final evaluations for projects that have been completed and whose financial settlements have been finalized; to create plans for collecting any remaining payments or warranty fees related to projects; to review the costs associated with completed projects; and to maintain the financial information system. 10. What are the main functions of the company’s Human Resources Department in the detailed management of projects? Answer: Establishing project teams and assigning roles and quotas to project personnel; managing the salaries of project staff; overseeing the recruitment of employees through labor dispatch services; determining the members of the project completion and settlement teams; managing the reassignment of staff involved in completed projects; and maintaining the human resources management system. 11. What are the main functions of the company’s audit department in the detailed management of projects? Answer: Auditing and supervision, post-evaluation; maintenance of the auditing system; monitoring of project closure processes. 12. What are the main functions of the company’s legal affairs department in the detailed management of projects? Answer: To provide legal guidance for new projects; to distribute standard contract templates, and to organize the review of project subcontracting contracts, contracts for the purchase of materials and equipment, as well as contracts for the rental of machinery and equipment; to handle contract disputes, and to receive legal documents delivered by judicial authorities or administrative law enforcement agencies. / 13. Answer: Take the lead in organizing relevant departments to provide guidance on the management of newly won projects; be responsible for revising and compiling the management systems at both the company level and the project level. 14. What are the main functions of the company’s marketing department in the detailed management of projects? Answer: Organize pre-bid investigations and prepare investigation reports; have relevant departments conduct bid evaluations for the projects under consideration; establish and maintain a database of bid information to summarize the bidding processes for various projects; have relevant departments carry out contract evaluations for the projects that win bids; provide marketing-related information to the company’s various departments (including bid documents and related details). 15. What are the main functions of the company’s administrative department in the detailed management of projects? Answer: Formulating management systems for seal usage, document processing, office supplies, dispatch of vehicles, communication expenses, and business hospitality; as well as archiving the documents related to project completion. 16. What are the main functions of the company’s testing center in the detailed management of projects? Answer: Planning and setting up on-site laboratories, handling commissioning procedures, collecting and providing relevant standards and specifications; keeping track of the progress of testing activities on projects, with a focus on standard tests; regularly inspecting, supervising, and guiding the work of on-site laboratories; purchasing or allocating testing instruments and equipment; assisting the Human Resources department in selecting personnel for testing tasks; developing training plans and organizing training sessions to help employees obtain necessary certifications; participating in inspections related to project quality as well as in the investigation and analysis of quality incidents. 17. What are the main responsibilities of the Project Engineering Department in the refined management of projects?
Answer: It is responsible for organizing relevant project departments to participate in preliminary planning and construction surveys; organizing relevant personnel to prepare the “Project Management Plan” and submitting it to the company for review and approval by designated leaders; preparing the “Monthly, Quarterly, and Annual Project Reports” in accordance with the contents and format specified in the management plan, and submitting them to the Company’s Engineering Management Department; preparing the project product list and responsibility matrix; preparing the construction organization design and construction plans; preparing the overall construction schedule as well as annual, quarterly, monthly, and weekly progress plans; preparing the “Detailed List of Main Material Requirements for Each Work Section” and the “Plan for Machinery and Equipment Allocation”; determining the total allowable consumption quantities of machinery and equipment for each work section, and calculating the required material and machinery/equipment consumption volumes based on the actual work volume recorded each month; conducting on-site verification and review of design documents; handling survey rechecks, technical briefings, research and development activities related to energy conservation and emission reduction, post-evaluation throughout the entire project lifecycle, information management, preparation of completion documents, and summarization of construction efforts. 18. What are the main functions of the Project Engineering and Economics Department in the refined management of projects?
Answer: It is responsible for establishing the cost management system within the project department; conducting two-level reviews of labor contracts; managing the execution process of construction contracts; providing briefings regarding construction contracts; participating in the estimation, breakdown, and analysis of responsible costs; handling the qualification assessment, evaluation, contracting, settlement, and final accounting of subcontracting teams; conducting economic analyses related to the project; determining subcontracting unit prices and deductions from subcontracting settlements as part of the responsible cost management; and dealing with project changes, claims, and final estimations. 19. What are the main functions of the project’s finance department in the detailed management of projects? Answer: It is responsible for paying the amounts specified in contracts and overseeing their implementation; it handles basic financial management tasks; it carries out comprehensive budgeting and prepares cash flow forecasts; it implements a centralized funding system and is in charge of submitting all required payments; it manages the project’s debts and credits, prepares and submits a \"Debt Payment Plan\"; it is also responsible for accounting for revenues, costs, and expenses, handling tax matters, conducting financial settlements, and controlling costs related to project completion. 20. What are the main functions of the Project Materials and Machinery Department in the refined management of projects? Answer: It is responsible for the two-level evaluation and management of contracts related to materials and mechanical equipment; it prepares the \"Master Inventory Register for Key Materials\" as well as quarterly (monthly) plans for material requests (purchases); it oversees online bidding processes for secondary and tertiary materials, as well as auxiliary materials, while resorting to competitive negotiation or request-for-quotation methods for those materials for which bidding is not appropriate; it conducts investigations, evaluations, and re-evaluations of suppliers; it is responsible for the acceptance and inspection of materials upon arrival at the site, as well as their use, inventory tracking, and accounting; it manages reusable materials and small machinery; it handles records related to material transfers; it is responsible for counting, evaluating, and determining disposal methods for waste materials and surplus materials on the construction site, submitting these proposals for company approval; it manages the installation and removal of mechanical equipment at the site, and carries out regular analyses of the costs associated with using such equipment. 21. What are the main functions of the Project Safety and Quality Department in the detailed management of a project? Answer: It is responsible for preparing safety production plans and quality management documents; it handles the procurement and distribution of personal protective equipment; it conducts weekly routine inspections as well as daily inspections; it develops emergency response plans and specific contingency plans, and organizes drills for them; it collects and submits data related to on-site supervision of construction activities; it is in charge of establishing and applying for recognition as a safe and high-quality construction site; it deals with reports and resolutions related to safety and quality incidents in the project; it identifies potential hazards and environmental factors, and controls and monitors those that represent significant risks or important environmental factors; it is responsible for the day-to-day management of safety, quality, and environmental protection matters. 22. What are the main functions of the project laboratory in the detailed management of a project? Answer: Establishing on-site laboratories and handling the application for temporary qualifications for such laboratories; responsible for pre-job training of laboratory staff; in charge of the acceptance, calibration, self-calibration, metrological verification, status labeling, maintenance, and maintenance records of testing equipment; responsible for conducting standard tests such as cement concrete mix design and subgrade filler tests, as well as submitting related applications for approval; responsible for the management of testing at self-established mixing plants; responsible for testing raw materials, reusable materials, semi-finished products, and finished products, as well as on-site physical inspections. Responsible for the test management of self-built mixing plants; laboratory sites and concrete mixing plants with information-based management systems have been established, and data entry, analysis, and management are carried out promptly and accurately in accordance with the requirements of relevant documents. 23. What are the main functions of the Project Comprehensive Office in the refined management of projects?
Answer: It is responsible for managing various types of contracts (temporary land use contracts, vehicle rental contracts, lease agreements, etc.); it oversees all organizational and management aspects related to education and training within the project department; it is tasked with formulating responsibility statements for departmental units and job descriptions for employees; additionally, it handles matters related to project compensation, performance evaluation, official documents, seal management, as well as project culture and team management. 24. What are the main responsibilities of a project manager in the refined management of projects?
Answer: Participate in pre-bid investigations and bidding processes; establish a Project Management Committee responsible for making decisions on and supervising major aspects such as project safety management, quality management, cost control, and schedule management; sign the “Economic Contract Responsibility Agreement for the Project Department” with the company’s General Manager; organize the preparation of the “Project Management Plan”; organize the development of the overall construction plan; organize the preparation of the construction design and preside over related seminars; instruct the Engineering Department to prepare the “Monthly Project Report”, “Quarterly Project Report”, and “Annual Project Report”; serve as the head of the contract review team, reviewing proposed contracts and issuing written evaluation opinions; as the primary person responsible for cost management, participate in the estimation of target costs, implement various management regulations set by superiors, break down cost management objectives, and be specifically in charge of cost planning, process control, and accounting analysis; organize analyses of target costs; take the lead in conducting economic analyses of the project; be responsible for monitoring construction progress and adjusting plans accordingly; organize comprehensive construction management inspections once a month; serve as the head of the Project Safety Production Leadership Group, ensuring that safety and quality responsibility agreements are signed at all levels; organize revisions and reviews of comprehensive emergency response plans, specialized emergency plans, and on-site handling procedures; handle reporting and resolution of safety incidents; and organize the preparation of post-evaluation reports. 25. What are the main responsibilities of the project chief engineer in the refined management of a project?
Answer: Responsible for the technical and testing work related to the project; assigns tasks to technical personnel within the project department based on their specialties and skills, thereby clarifying the duties of technical management departments and personnel; develops plans for reviewing design documents, organizes personnel to conduct on-site verification and review of these documents, records the results of such reviews, compiles any issues or suggestions identified during the review process, and submits them to the supervisor, designers, and construction units for confirmation; actively follows up to obtain timely responses regarding these issues; reviews and signs off on the “Detailed List of Required Quantities of Major Materials by Work Item”; performs various measurement management duties, including inspecting measurement work, correcting measurement errors, conducting self-inspections of measuring instruments, and sending them for calibration; prepares and submits special construction plans for approval; approves general construction technical plans (Category D) and presides over discussions regarding construction plans; approves test and inspection plans for special projects and oversees their implementation; organizes scientific research activities, development of construction methods, and patent applications; handles the measurement and settlement processes related to the project; and is responsible for archiving and transferring all project-related documentation. 26. Answer: Centralized procurement and distribution of materials, centralized procurement and leasing of equipment, centralized management of labor subcontracting, centralized management of funds, centralized management of construction organization designs, centralized control of price limits, centralized planning of management strategies, centralized control of responsible costs, centralized organization of secondary operations, centralized management of contracts, centralized formulation of business processes, and centralized supervision and inspection. 27. The standardization and refinement of project management are prominently reflected in the \"13-standardization\" approach to management. What are the components of this \"13-standardization\" approach? Answer: Hierarchical project management structure, intensive control of key elements, market-based allocation of resources, budgeting for product lists, matrix-based assignment of management responsibilities, refined cost control, standardized management processes, organized work teams, formatted management reports, institutionalized analysis of economic activities, scientific performance evaluation methods, information-based management tools, and an international perspective in team culture. 28. Project management is carried out at different levels; what are the responsibilities of each level? Answer: The holding company serves as the guiding level in project management, the secondary companies act as the control level, the tertiary companies bear the main responsibility for project management, the project departments are responsible for the execution of project management, and the operational level handles the day-to-day tasks related to project management. 29. What are the main contents of a company’s pre-bid investigation?
Answer: Before submitting a bid, a company should thoroughly understand information regarding the project, such as its engineering details, division into bidding packages, tender conditions, and eligibility requirements. This includes conducting market research in the relevant area, investigating the client/developer, assessing the construction site conditions, researching potential suppliers, and analyzing competitors. All these findings should be carefully analyzed to produce a comprehensive investigation report. 30. What are the main contents of the marketing briefing?
Answer: After a project is won, the marketing department of the primary bidding entity promptly provides a written briefing to relevant company departments. This includes details such as the bidding process, implementation of unbalanced pricing strategies, potential directions for future changes and claims, and relevant resource situations. At the same time, all bidding documents are handed over. 31. What should be included in the preliminary planning and construction investigation? Answer: It mainly should include: an overview of the project, engineering geological and hydrological natural conditions, investigation of the construction site, selection of construction methods, details regarding key aspects of the project, analysis of cost factors, basic information for project management planning, and information on material supply, etc. 32. What are the aspects covered in the company’s instructions for managing projects during the construction phase once they have been awarded? Answer: The instructions include technical management, economic management, safety, quality, and environmental protection management, financial management, project management (including product lists and responsibility matrices), legal affairs management, performance evaluation, as well as instructions related to party and mass work. 33. What contents should a «Project Management Plan» include? Answer: A «Project Management Plan» should include (but is not limited to) the following elements: project overview, management objectives, product list, management responsibility matrix, cash flow analysis and funding plan, budget for allocated costs, responsibilities of various organizations and departments, performance evaluation methods for regular employees in the project team, project management and subcontracting approaches, key implementation points, resource allocation plan, schedule plan, risk analysis and countermeasures, change requests and claims, main construction plans and arrangements for temporary facilities, key aspects and measures for safety and quality control, and cost management. 34. What is the composition and role of the project management committee? Answer: At each management level, a project management committee (abbreviated as PMC) is established, with the general manager or project manager serving as the chairperson, relevant deputy leaders acting as vice-chairpersons, and heads of relevant departments as members. This committee is responsible for making decisions and overseeing important matters such as project safety management, quality control, cost management, and schedule control. 35. What are the twelve main categories that make up the project management workflow?
Answer: The project management workflow mainly includes (but is not limited to) the following twelve categories: pre-project control; various management activities within the project department, with the bill of materials and responsibility matrix serving as the main guidelines; construction organization design management; safety, quality, and environmental protection management; management of labor service enterprises; materials and machinery management; contract management; budgeting and assessment of responsible costs; engineering economic management; financial management; analysis of economic activities; and management related to project completion and wrap-up. 36. What does a project management report include? Answer: The Monthly Project Report, the Quarterly Project Report, and the Annual Project Report. 37. What is the definition of a project product list? Answer: A project product list refers to the use of the Work Breakdown Structure (WBS) technique to establish standards for breaking down a project. It involves a comprehensive review of the project’s engineering products, organizational products, management products, and social products. The basic units that make up the project, or its work packages, are identified and defined. Through decomposition at four levels – the project level, the phase level, the product classification level, and the product package level – the list is refined down to the project product level, resulting in a collection of project products. 38. What is the procedure for establishing the project product list? Answer: The company directs the project team’s management to classify the products into major categories; the functional departments of the project team break down the product processes based on their respective areas of expertise, thereby creating a draft of the Project Product List. After thorough discussion by the project team’s management, this draft is submitted to the company for approval, and once approved, it is formally established as a relatively fixed Project Product List for a certain period of time. 39. What are the main elements included in the budget for engineering products? Answer: The budget for engineering products is prepared by the company, with the project team participating in its formulation. It mainly includes: preparing a list of project engineering products; creating a bill of quantities based on this list of engineering products; determining the cost per unit for each item listed in the bill of quantities; establishing a budget for each individual product; and the budget for all products listed in the engineering product list constitutes the comprehensive budget system based on that list. 40. In the budget management of engineering product lists, what are the main methods for determining the cost per unit? Answer: The methods for determining the cost per unit include referring to the company’s database, using the company’s standard costs or those of related industries for analysis, conducting market inquiries, and determining the costs of labor, materials, and equipment through construction organization analysis. 41. What are the basic responsibilities for cost control in a company’s back-office operations? Answer: (1) Establishing a responsibility-based cost management system and business processes; (2) Setting up a pricing system for cost elements and overseeing its implementation; (3) Formulating standards for temporary project construction and ensuring their compliance; (4) Creating an information platform for managing large-scale machinery and equipment as well as reusable materials, to facilitate their internal allocation and use; (5) Organizing bidding processes for labor subcontracting, as well as centralized procurement of key materials and large-scale equipment within specified limits; (6) Approving contracts related to labor subcontracting, procurement of materials (including reusable materials), and rental of machinery and equipment; (7) Approving settlements related to labor costs, material purchases, reusable materials, and machinery rentals; implementing centralized settlement, approval, and payment processes; (8) Ensuring that subordinate units make full use of the “China Railway Project Cost Management Information System”; (9) Regularly evaluating the performance of responsibility-based cost management in project teams, and, based on these evaluations, ensuring timely compensation where due, while holding accountable those projects that incur losses. 42. How to carry out centralized back-office control over key resource elements? Answer: The company should make the control of project subcontracting rates, material procurement prices, material consumption levels, equipment rental costs and quantities, project cost settlement, and fund disbursements among other key elements a focus of its back-office control efforts. For critical tasks such as contract signing, labor subcontracting, price management, receipt settlement, plan approval, material procurement, equipment procurement and leasing, asset management, fund utilization, and profit distribution at the project site, strict review and approval processes should be implemented through information management platforms or other means, to ensure that these tasks are carried out and implemented as required. 43. Answer: (1) The company should implement hierarchical and unified management of contracts, granting appropriate authority to project departments. (2) Principle of classified management. The contracts signed by the project department are classified into subcontracting contracts, contracts for the procurement of materials and equipment, leases for mechanical and reusable materials, and other contracts (such as those related to temporary land use and technical services and consulting), and are managed accordingly based on these categories. (3) Principle of unified management. Secondary-level companies shall, in accordance with the requirements of the joint-stock company, formulate contract templates and power-of-attorney texts, and determine a graded review mechanism based on the importance of the contracts. 44. Briefly describe the main responsibilities of each department regarding contract management in a project.
Answer: The main responsibilities of each department in contract management are: organizing contract reviews, submitting the results of such reviews to the relevant functional departments within the company, concluding contracts based on the review opinions, maintaining a ledger for contract management, and overseeing both the implementation and closure of contracts. 45. Before entering into a contract, what information about the partner should the responsible department ascertain in detail, and what supporting documents should it request from the partner?
Answer: Before entering into a contract, the responsible department should thoroughly verify the following information regarding the partner: whether its legal status is genuine and lawful; whether its creditworthiness information is comprehensive and reliable; and whether it has the capability to fulfill the contractual obligations. The department should request the partner to submit documents such as the “Business License of Enterprise Legal Person”, “Organization Code Certificate”, “Qualification Certificate”, “Safety Production License”, “Certificate of Identity of Legal Representative”, proof of past performance, “Power of Attorney from the Legal Representative” or “Agency Agreement”. 46. What documents should be included in the basic documentation for contract management by category?
Answer: Bidding documents, tender responses, various contracts and supplementary contracts (agreements); standards, specifications, and relevant technical documents; drawings and bill of quantities; various instructions, approvals, commencement orders, engineering visas, change orders, inspection and acceptance documents, quality assessment reports, letters, etc., issued by the owner and supervisor; meeting minutes and memorandums; surveying records, test and inspection reports, construction quality records, records of concealed works, construction logs, various reports, applications, statements, payment assessments based on work performed, weather records and charts, written replies from the owner and supervisor, etc.; photographs and video materials reflecting the progress of the project; and various record documents generated during the course of project implementation. 47. What main contents does contract performance entail?
Answer: Contract performance mainly includes: contract briefing; contract amendments, assignments, and terminations; contract disputes; and categorized management of basic contract documentation. 48. How should basic contract information be classified and managed?
Answer: Project contracts must be numbered and archived. In accordance with regulations, contract management ledgers should be established based on classifications. The contract information recorded in these ledgers must correspond to the actual contract contents and numbers. The principle of “one registration per contract” shall be adhered to. Various contract management records should clearly reflect the basic situation of contract performance and closure. When distributing contracts among the various departments of a project, it is necessary to keep a \"Contract Distribution Record Sheet\" that indicates the distribution date, the person who received the contract, and its destination. The distribution record must bear the handwritten signatures of both the person who distributed the contract and the person who received it. 49. What are the main factors affecting project costs?
Answer: The main factors affecting project costs include: the labor subcontracting model and subcontracting prices; material procurement prices and on-site consumption; unit rental prices and usage rates of machinery and equipment; construction technical plans and resource allocation; project duration and schedule arrangements; quality standards and levels of construction control; construction safety conditions; plans and standards for temporary facilities; the external environment surrounding the project; the status of project fund disbursement; capabilities in technological innovation and its application; as well as the project management system, mechanisms, and management level. These factors should be regarded as key areas for cost control. 50. What are the main responsibilities for cost management in secondary companies, and which department is responsible for it? Answer: Secondary companies serve as the level responsible for overseeing cost management; they are tasked with formulating the company’s cost management policies, establishing cost management systems, setting up and utilizing project management information platforms, as well as organizing, monitoring, supervising, coordinating, and managing the cost aspects of engineering projects. The Cost Management Department is the main department responsible for cost management. 51. What are the main responsibilities for cost management in third-level companies, and which department is responsible for it? Answer: Third-level companies are the level responsible for cost management; they are tasked with formulating detailed rules for managing project costs and organizing the project teams to carry out cost management tasks. Organize the preparation of responsibility cost budgets, determine and assign project-specific responsibility cost targets, examine, guide, and monitor the cost plans, process controls, and accounting analyses of project teams; approve contracts, settlements, and payment matters; and be responsible for the performance evaluation of project teams as well as the implementation of rewards and penalties. The Cost Management Department is the main department responsible for cost management. 52. What are the main responsibilities for cost management in a project department, and which department is responsible for it? Answer: The project department serves as the execution level for cost management; it is responsible for establishing a cost management system within the project department and implementing a cost management responsibility system with the project manager as the primary person in charge. Participate in the calculation of responsibility costs, implement various management systems set by higher authorities, break down cost management objectives, and be specifically responsible for cost planning, cost process control, and accounting analysis, to ensure the full achievement of the responsibility cost targets and target profit figures assigned by higher-level units. The Ministry of Industry and Economics is the main department responsible for cost management. 53. What are the bases for preparing a responsibility cost budget? Answer: Construction contracts, construction drawings, the company’s pricing guidelines, construction surveys, the Project Management Plan, detailed construction organization plans and construction methods, information on the procurement of major materials, prices for leasing reusable materials and mechanical equipment from the market, as well as regulations regarding the depreciation of the company’s own reusable materials and mechanical equipment. 54. What are the principles for determining quantity, unit price, and costs during the preparation of a responsibility cost budget? Answer: The quantity for the project is based on the quantities specified in the construction drawings, as well as those determined by the construction organization plan and construction methods. The consumption of labor, materials, and machinery is determined based on established quotas; when such quotas are incomplete, adjustments are made by analyzing the construction drawings and relevant construction standards, taking into account the actual conditions on site. The unit price of various resources is determined based on construction surveys, taking into account the company’s pricing system. 55. What are the main measures for controlling responsible costs? Answer: (1) The company sets a price limit for the project, which serves as a basis for cost control; (2) Adhering to the principle that \"the plan determines the cost,\" resources are allocated reasonably; (3) Strengthening management in all aspects related to materials, such as planning, procurement, inspection, issuance, consumption, and accounting; (4) Allocating mechanical equipment appropriately, and conducting thorough economic comparisons before deciding whether to lease or purchase such equipment; (5) Establishing an efficient and capable project team, defining clear roles for each employee, setting standards for on-site management, and strictly controlling expenses related to on-site management; (6) Using controls over quantities such as the volume of work, major materials, reusable materials, and leased equipment, along with a cost management information system, to standardize processes such as contract signing, settlement, and payment. 56. How should a project manage change claims effectively? Answer: (1) The project team should thoroughly understand the contract terms and, taking into account the specific conditions on site, prepare a plan for change claims, which is then submitted to the company for approval to serve as a guiding document for handling change claims in this project. (2) The project department should hold regular regular meetings on change claims, summarize the work carried out in previous phases, identify existing problems, outline the key tasks for the next phase, designate responsible persons, and advance the work related to change claims. (3) Collect important documents such as change notices and meeting minutes in a timely manner; if the conditions for a change are met according to the contract terms, the relevant change documents should be submitted promptly. (4) In the event of a claim arising from the project, relevant evidence should be collected promptly, and the claim documents should be submitted within the time frame specified in the contract. 57. What are the main aspects of project material management? Answer: Material management mainly includes aspects such as market research for materials, material planning, management of material suppliers, material procurement, acceptance and inspection of materials, use and inventory counting of materials, material accounting, management of reusable materials and small tools, management of information related to material transfers, and handling of surplus materials and waste materials at the construction site. 58. What does the investigation of the material market include? Answer: After a project begins, the investigation of the material market covers information on various local and surrounding resources, their prices, as well as details about the main suppliers (producers) of those resources. The investigations are conducted before and during construction, on a regular or ad-hoc basis, and written investigation reports or minutes are prepared for record-keeping; these are submitted to the company for review when necessary. 59. What does the management of material suppliers include? Answer: Material suppliers are managed through a hierarchical system of stock companies, second-level companies, and third-level companies, as well as through an A/B classification system. It mainly includes: supplier investigation, supplier evaluation, and re-evaluation of suppliers. 60. Answer: The second-level companies are responsible for conducting centralized tendering for the procurement of key materials such as steel, cement, ready-mixed concrete, steel strands, and anchorages in their respective regions; the third-level companies are responsible for tendering for the procurement of local materials and other bulk goods; the project departments are responsible for carrying out online competitive bidding for the procurement of the materials mentioned in points 2 and 3, as well as auxiliary materials. For materials for which tendering is not appropriate, the project department may use methods such as competitive negotiation or request for quotation for procurement. 61. What procedures must be followed for tendering and bulk procurement of goods? Answer: For tendering and bulk procurement of goods, a purchase contract must be signed with the supplier. Before such a contract and any related supplementary agreements are finalized, they must undergo two levels of contract review, and only after approval by the company can they be signed. The Project Materials and Equipment Department maintains a ledger for the management of material procurement contracts, carrying out dynamic monitoring of the signing and execution of these contracts. 62. What are the regulations regarding the management of reusable materials and small machinery? Answer: (1) The company establishes a platform for the allocation of reusable materials and small machinery, sets guideline prices, updates information regularly, and gives priority to internal allocation and leasing. (2) The Project Materials and Equipment Department determines whether to purchase new items or lease them based on the usage plan, and submits it to the company for approval. (3) The project department shall establish and improve accounting records for the receipt, issuance, storage, withdrawal, use, return, and leasing of reusable materials and small tools, in order to strengthen the on-site management of such materials. 63. What are the regulations regarding the disposal of surplus materials and waste materials at construction sites?
Answer: The project department must, as required, inventory and evaluate all waste materials and surplus materials that need to be disposed of, and put forward recommendations for their disposal. These recommendations must be approved by the company before implementation. Disposal outside of official records is prohibited. 64. What does equipment management mainly include? Answer: Equipment management primarily involves formulating plans for the allocation of mechanical equipment, purchasing such equipment, managing its leasing, handling its arrival and departure from a site, managing it on-site, overseeing special types of mechanical equipment, and maintaining records related to this equipment. 65. What is the approval process for the machinery and equipment allocation plan?
Answer: The Engineering Department submits the “Machinery and Equipment Allocation Plan” based on the construction organization design and the project’s construction schedule. The Equipment and Machinery Department formulates a machinery allocation plan based on the mechanical requirements plan and the needs of project construction, specifying details such as the name of the machinery, its specifications and model, quantity, date of use, and source, before submitting it to the company for approval and implementation. Based on the requirements of project construction and production, as well as the availability and usage status of its own mechanical equipment, the company approves the \"Mechanical Equipment Allocation Plan\" to determine the method of equipment allocation. 66. How are mechanical equipment purchased? Answer: The purchase of mechanical equipment is carried out through centralized tendering. 67. What does the management of mechanical equipment leasing include? Answer: (1) The company should establish a platform for the allocation of mechanical equipment and regularly publish guidance prices for leasing. (2) The project department prepares a \"Mechanical Equipment Rental Plan\" based on the requirements of the project construction, investigates the available mechanical equipment rental options and prices in the local market, prepares a report on these findings, and submits it to the company for approval. (3) The company approves the «Mechanical Equipment Rental Plan» based on its own mechanical equipment situation. In principle, internal reallocation is used; when internal resources are insufficient, external leasing is utilized to address the need. (4) For the leasing of mechanical equipment, it is necessary to implement a contract review system. The lease contract must be reviewed and co-signed by the project department’s leadership and relevant departments, and then signed after obtaining approval from the company. (5) The project department shall settle the rental fees on a monthly basis; for units with zero rental usage, the approval procedures must be completed and settlement carried out promptly. 68. What are the requirements for the management of special equipment?
Answer: Whether the equipment is owned by the company, leased from external sources, or brought in by labor service enterprises, it must be included in the scope of special equipment management. Special equipment must obtain an “Installation Acceptance Inspection Report” and a “Safety Inspection Certificate” issued by the local special equipment supervision and management department. Safety control measures must be established to ensure the proper operation of construction machinery on site. 69. What are the modes of project subcontracting? What are the principles for subcontracting projects? Answer: Modes of subcontracting: They are divided into specialized subcontracting and labor subcontracting. Subcontracting principles: Combine professional subcontracting with labor subcontracting; prohibit overall contracting of projects, standardize professional subcontracting, and promote subcontracting by construction phases; actively foster capable and honest core and close-knit labor enterprises, and reasonably control the number of subcontractors used; ensure unified leadership, hierarchical management, openness and fairness, as well as strict approval processes; pursue harmony, integrity, and mutual benefit for all parties involved. 70. How does the project department select labor service companies? Answer: The project department must choose labor service companies from the company’s ‘List of Qualified Labor Service Companies’. Units that intend to carry out construction subcontracting for the project department and do not hold an approval certificate must submit a written application to obtain such a certificate before they can be used. 71. What are the principles for selecting labor service companies? Answer: For any project that requires subcontracting, it is principle that open bidding should be used to select the labor service company. The results of the bidding process are submitted to the company’s management for approval in order to determine the winning bidder, after which a notice of award is issued. The project department proceeds with the evaluation and approval process as required, signs the contract, and organizes the labor enterprises to start construction. In principle, subcontracting projects worth over 2 million yuan are to be subject to centralized bidding or negotiated bidding organized by the third-level company, while those worth less than 2 million yuan are organized by the project department. 72. What does the “three unifications” in subcontract settlement refer to? Answer: The “three unifications” are: unified contract text, unified unit prices, and unified records. 73. What does “four conditions for not settling accounts” refer to in subcontract settlement? Answer: “Four conditions for not settling accounts”: no settlement without a contract, no settlement for quantities exceeding those specified in the technical specifications, no settlement for prices higher than those agreed in the contract, and no settlement for items not listed in the contract. 74. What does “five conditions under which payment is not granted” refer to in subcontract settlement? Answer: “Five conditions under which payment is not granted”: no payment for IOUs issued; no payment if the settlement approval procedures are incomplete; no payment if the basis for settlement is unclear; no payment if the standard format required is not used; no payment for signatures that do not comply with financial regulations. 75. What are the criteria used by the project department to evaluate labor service companies? Answer: The project department evaluates labor service companies on a quarterly basis, and conducts a comprehensive assessment of their performance at the end of each subcontracted project. Contents of the evaluation: basic situation of the labor service enterprise, resource allocation, project progress, construction safety, project quality, civilized construction on site, comprehensive management, and legal disputes, etc. 76. What are the principles of project schedule management? How is a schedule control system established? Answer: Project schedule management should be based on the principle of balanced production. A project schedule control system should be established with the project manager as the key responsible person, comprising project department leaders, heads of various departments, team leaders, and shift supervisors, with clear definitions of their respective responsibilities. 77. What are the basic management systems included in the technical management system? Answer: They include basic technical management systems such as the technical documentation management system, the measurement verification system, the testing and inspection management system, the construction plan management system, the systems for signing, verifying, and checking technical documents, the technical briefing system, the technical handover system, the process control management system, the system for reporting on major issues, and the completion document management system. 78. What are the principles for engineering design changes? Answer: Design changes should be made with the aim of optimizing the design, reducing costs, increasing efficiency, and ensuring the quality of the project, structural safety, and construction progress. 79. What should be included in the documents related to engineering design changes? Answer: It includes the reasons for the proposed design change, a preliminary plan for the design change, relevant verification data, changes in the volume of work and the budget, as well as related reports on design changes. 80. How are the levels of special construction plans classified? What are the regulations regarding the approval of various types of special construction plans? Answer: Special construction plans for sub-projects with a high degree of risk and exceeding a certain scale (Category A) must be submitted to the second-level company for approval. Special construction plans for sub-projects with a high degree of risk but below that threshold (Category B), as well as ordinary special construction plans (Category C), should be submitted to the third-level company for approval. Ordinary construction technical plans (Category D) are approved by the project’s chief engineer. If the construction entity and local authorities have other requirements, those shall prevail. 81. What is the core of a practical construction organization plan? Answer: The core of a practical construction organization plan lies in the construction arrangement, comparison of different plans, sequence of construction tasks, scheduling of the project timeline, process design for key construction steps, and design of essential auxiliary construction facilities. It should be focused and concise, while also being practical. 82. What are the main categories of technical briefings? Answer: The categories of technical briefings include those provided by the project owner and the design firm, technical management briefings, briefings on construction plans, briefings specific to individual project elements, briefings on safety, quality, and environmental protection, as well as briefings on seasonal construction measures. 83. What are the methods of technical briefings? Answer: The methods of technical briefings include briefings via meetings, written documents, and oral communication. (Note: In emergency situations, verbal instructions can be given on-site for non-critical processes; however, written instructions must be provided later on the same day, with the recipient’s signature confirming receipt). 84. What main management systems should a testing management organization establish?
Answer: Post responsibility system, entrusted testing management system, sample handling system, management system for testing instruments and equipment, procedures for original records and data processing, approval system for test reports, management system for non-conforming products, safety and environmental protection management system, management system for testing documents, etc. 85. Answer: These include (but are not limited to) the basis for preparation, project overview, overall planning, assurance system, process control (evaluation of major hazard sources, safety training, safety inspections, etc.), resource allocation plan, and safety cost investment plan, all of which must be strictly implemented. 86. What safety inspections must the project manager organize? Answer: The project manager organizes monthly comprehensive safety inspections, specialized safety inspections, safety inspections before and after work suspension, as well as seasonal (holiday) safety inspections. For the problems identified during these inspections, inspection reports are issued in accordance with the \"five determinations\" principle (determining the person responsible for rectification, the corrective measures to be taken, the deadline for completion of the rectifications, the funds required for such rectifications, and the person who will oversee the completion of the rectifications), and it is up to the relevant departments and personnel to carry out the necessary actions. 87. What are the regulations regarding concealed work and quality assessment? Answer: Before carrying out concealed work, it is necessary to conduct an inspection together with the supervisor, and work can proceed only after approval is given. After each sub-project is completed, a quality inspection and assessment must be carried out. If the inspection of the previous stage fails, work on the next stage shall not commence. 88. What are the aspects of project environmental management? Answer: Before the project begins, environmental factors should be identified and evaluated, and important environmental factors should be controlled and monitored. For the key environmental factors that are likely to cause environmental pollution incidents, special emergency response plans should be developed, along with the necessary emergency materials and equipment; regular drills, evaluations, and improvements should be carried out as appropriate. Based on the local construction conditions, special soil and water conservation plans shall be formulated for scenic areas, areas near water bodies, or other special construction environments. 89. What principles should be followed regarding the format of project guarantees? Answer: Before applying for a guarantee, the project team should assess its format, adhering to the following principles: avoid issuing unconditional sight payment guarantees; avoid issuing guarantees with no fixed expiration date. 90. In fund management, projects are required to pay various fees in accordance with the company’s regulations and depending on the availability of funds. What does the scope of these fees include? Answer: It includes fees for higher-level management, social insurance and housing funds, depreciation of fixed assets, costs related to internal machinery leasing, various amounts advanced by the company, as well as preliminary expenses. 91. What are the principles for fund disbursement in capital management? Answer: The principles of joint approval by the Party and government, spending based on income, and refusal to make payments. The Finance Department must abide by financial laws and regulations, carry out its work in accordance with company policies, and resolutely reject any actions that do not comply with relevant rules, refusing to process such transactions. 92. What does the analysis of a project’s economic activities entail? What are the “four pairs of eight data points”?
Answer: The analysis of a project’s economic activities includes (but is not limited to): analysis of responsible costs, comprehensive project analysis, analysis of project output value (progress), analysis of owner’s acceptance inspections, analysis of cost profits and losses, analysis of cash inflows and outflows, and analysis of debts and claims. “Four pairs of eight data points”: cost and revenue, completed but unbilled and completed but unmeasured, items that have been written off in the accounts but are still in stock, and invoices for items that have been used but not yet recorded in the accounts, risk and opportunity. 93. What are the main categories of accounting archives?
Answer: Accounting vouchers, accounting books, financial accounting reports, and other accounting materials. 94. What are the basic conditions for a project to meet the requirements regarding final payments and performance evaluation? Answer: (1) The project team has completed all the tasks specified in the responsibility plan; (2) The project guarantee has been revoked or the project deposit has been recovered; (3) All outstanding payments related to the project have been settled; (4) The project team has completed the transfer of relevant documents and prepared a summary of the project; (5) Any other conditions specified by the company. 95. What are the main types and methods of internal auditing?
Answer: They include audits of engineering projects, financial revenues and expenditures, financial budgets, internal controls, economic responsibilities, as well as various special audit investigations. The audit methods comprise desk audits, on-site audits, and special audits. 96. What are the main contents of performance supervision?
Answer: It involves supervising and inspecting whether project managers fulfill their responsibilities in project management, implement project management in accordance with established procedures, and enforce measures related to the operation of the project management system, as well as those concerning work safety, financial management, contract management, etc. The aim is to improve the overall quality of project operations and to ensure that project management becomes more scientific, institutionalized, and standardized. 97. How is the completion of a project defined? Answer: The project has been substantially completed and passed the preliminary inspection for completion organized by the project owner; or all major parts of the project have been finished, with the cumulative construction progress reaching over 95% of the total project volume. 98. What are the procedures for identifying projects that are ready for completion, and who is involved in this process? Answer: The company’s Engineering Management Department identifies projects that meet the conditions for completion; after obtaining approval from the relevant supervisor, a notice regarding the completion of those projects is issued. Meanwhile, the Human Resources Department determines the members of the project handover and settlement team. The team should consist of the original project manager, secretary, chief engineer, engineering department head, finance department head, economic affairs department head, etc., including those who have been assigned to other units but hold key positions. 99. What is the procedure for approving the costs associated with project closure? Answer: Labor costs and other direct expenses incurred during the closure phase due to inspections and repairs are reviewed by the Cost Management Department and the Finance Department. Costs related to machinery and materials used for inspections and repairs are reviewed by the Project Management Department and the Finance Department. Salaries of team members, various bonuses, travel and office expenses, as well as business entertainment expenses are reviewed by the company’s Finance Department in accordance with relevant regulations. After approval by the company’s chief accountant, these expenses are included in the project’s total cost. 100. What does the workforce at the operational level consist of? What are the key points in managing these teams at the operational level? Answer: The workforce at the operational level includes labor service companies, scaffolding teams, and entities that carry out the actual work. The focus of labor service enterprise management is to strengthen overall progress and safety quality control, as well as to ensure proper accounting of costs during the process. The focus of scaffolding team management is to enhance safety and quality monitoring, as well as to keep track of any overages or shortages in materials used. The focus of management at the operational level is to improve safety and quality control, as well as cost management. 101. What are the elements of a team philosophy in project culture building? Answer: (1) A survival mindset that involves actively adapting to the environment, identifying one’s own problems and shortcomings, having a spirit of self-criticism, and the courage to make improvements. (2) An open mindset of \"four respects\" – respecting owners, employees, partners, and competitors – as well as a philosophy of cooperation and mutual benefit. (3) The “five business principles” of comprehensiveness, intensiveness, precision, integrity, and strictness. (4) A goal-oriented value system that judges heroes by their effectiveness. (5) The work habit of adhering to operational standards and procedures, following management processes and work protocols, as well as the professional habit of treating detail as a matter of course. (6) Not a single speck of dust is allowed in the eyes; there’s no room for any carelessness at work. (7) Abandon ideas that are merely average, and strive to be absolutely excellent. (8) Clarify all ambiguous areas; never handle ambiguous areas in a vague manner. (9) Foster a positive atmosphere and team spirit characterized by cooperation, empathy, equal communication, appreciation for others, and focus on tasks. 102. What are the specific aspects that are evaluated in post-evaluation? Answer: (1) The implementation status of the Project Management Plan, along with an analysis of the reasons for any deviations; (2) The effectiveness of the product list and responsibility matrix, as well as measures for improvement; (3) The effectiveness of performance evaluations for regular employees by the project team, along with measures for improvement; (4) The implementation of management reports and exception management, along with suggestions for improvement; (5) In terms of construction organization design: the advancement, rationality, and cost-effectiveness of the construction plans, as well as the rational allocation of resources and scheduling; (6) In terms of safety and quality management: good practices and existing shortcomings; (7) The achievement of cost targets, as well as areas where cost-saving measures can be improved; (8) The implementation of change orders and claims; (9) The management of subcontractors and measures for improvement; (10) Other aspects that need to be evaluated. 103. What does “it is necessary to establish fixed quotas” mean? Answer: By “establishing fixed quotas,” it refers to setting fixed staffing levels for project organizations of different scales and in different types of projects. 　　“The “two quotas” refer to the annual per-person management cost quota for project departments in different regions, as well as the guiding prices (quotas) for labor subcontracting in projects of different regions and of various project types. 104. What are the “five incorporations” in the work of mass-based supervision of work safety? Answer: The five incorporations are: incorporation into the safety management system, incorporation into the collective contracts of various units, incorporation as an important part of safety inspections and comprehensive safety audits conducted by these units, incorporation into the annual safety assessment criteria for project teams, and incorporation into the requirements for evaluating sites that meet safety and civilized construction standards. 105. What are the “three certificates and one mark, four uniformities, and five similarities” in terms of the allocation of safety protection equipment? Answer: Three certificates and one mark: production license, product qualification certificate, safety assessment certificate, and safety mark. 　　Four unifications: unified planning, unified standards, unified procurement, and unified distribution. Five simultaneities: simultaneous planning, arrangement, inspection, summary, and evaluation. 106. “Three treasures, four openings, five edges” Answer: Three treasures: safety helmets, safety belts, and safety nets. Four openings: stairway entrances, elevator entrances, pre-existing holes, and passage entrances. Five edges: A. The perimeters of ditches, pits, grooves, and deep foundations; B. The perimeters of floors; C. The sides of stairs; D. The edges of platforms or balconies; E. The perimeter of the roof. 107. Subgrade engineering: “Three stages, four sections, eight processes” Answer: Three stages: preparation stage, construction stage, and finishing/inspection stage. Four sections: filling section, leveling section, rolling section, and inspection section. Eight processes: construction preparation, base treatment, layered filling, spreading and leveling, watering and drying, rolling and compaction, inspection, and subgrade finishing. 108. What are the basic principles for managing subcontractors? Answer: The basic principles for managing subcontractors are as follows: sign a contract before starting work, determine pricing based on progress, allocate funds in line with the pricing, process payments and deductions simultaneously, control the quantity of work at each stage, control procurement prices at each stage, and control advance payments for the project at each stage. 109. How is the Qing’an Post organized, and what conditions must it meet? Answer: The Qing’an Post consists of a post leader and several staff members. In units with a small number of employees under 35 years of age, the number of positions shall in principle be no less than 30% of the number of young employees; in units with a large number of employees under 35 years of age, the number of positions shall in principle be no less than 20% of the number of young employees. Among the Qing’an Post duty personnel, a certain proportion of young members from external support teams should also be included; this number generally should not be less than 20% of the total number of duty personnel in the unit. 　　Requirements for candidates for the Youth Safety Supervision Position: 1. In principle, they should be no older than 35 years old, and possess a strong sense of dedication and responsibility; 2. They should have a certain level of knowledge regarding safe production and be willing to serve as role models in safety management; 3. They must be strict with themselves, study safety production knowledge diligently, master the contents of \"300 Key Questions on Knowledge for Youth Safety Supervision Officers at China Railway\", and pass the qualification exam for this position; 4. They should adhere to principles, dare to propose suggestions for ensuring the implementation of safety responsibilities and for addressing potential hazards at the production site, and be willing to correct any violations of safety rules or uncivilized behaviors at the workplace; 5. They must abide by the work discipline related to this position and follow the arrangements made by their supervisors. 110. What are the basic conditions for the final assessment? Answer: 1. The project department has completed all the tasks specified in the responsibility plan; 2. The project guarantee has been revoked or the project deposit has been recovered; 3. All remaining payments related to the project have been settled; 4. The project department has completed the transfer of archival materials and prepared a summary of the project; 5. The group company or its subsidiary(s) has carried out an audit of the completed project; 6. Any other conditions specified by the group company or its subsidiary(s).