CM模式的質(zhì)量管理體系的建立

CM模式的質(zhì)量管理體系的建立摘要質(zhì)量是工程項目的靈魂，項目一次性和投資額度大的特點，決定了工程質(zhì)量在項目中的重要性，工程項目只能一次成功，不能失敗。因此，質(zhì)量管理成為項目管理的三大要素之一。CM(ConstructionManagement)模式作為我國近幾年從國外引進的一種新型承發(fā)包模式，雖然被幾個項目所引用，但卻一直被人們所忽視。國內(nèi)對CM模式的研究資料并不多，對CM模式下質(zhì)量管理體系的更是少之又少，質(zhì)量管理職能的實現(xiàn)主要依靠質(zhì)量管理體系的建立及其有效運行，本文針對上述現(xiàn)象對CM模式的質(zhì)量管理體系的建立進行了研究。本文以CM模式的質(zhì)量特點、質(zhì)量管理特點、質(zhì)量管理體系的特點和質(zhì)量管理體系的流程要素為理論基礎(chǔ)，結(jié)合ISO9000和全面質(zhì)量管理下質(zhì)量管理的原則，并以質(zhì)量管理體系的流程要素味模板來建立CM模式的質(zhì)量管理體系。大致分為四個內(nèi)容：CM模式的管理職能；CM模式的資源管理；CM模式的產(chǎn)品實現(xiàn)；CM模式質(zhì)量管理體系的測量、分析和改進。關(guān)鍵字：CM模式質(zhì)量管理質(zhì)量管理體系流程要素ToestablishQualityManagementSystemfor

ConstructionManagementABSTRACTThequalityisthesoulofprojects.Bothdisposableandlargeamountoftheinvestmentisthecharacteristicoftheprojectdecidethequalityofengineeringintheimportanceoftheproject.Theengineeringmustbesuccessful,cannotbefailing.Therefore,thequalitymanagementhasbecomeoneofthethreeelementsofProjectManagement.Inrecentyears,CMhasbeenintroducedtoChina,asanewkindofManagementContracting.Althoughseveralprojectshadbeencited,butCMstillbeignoredbypeople.InChina,therearefewresearchdateaboutCM.Then,therearefewerresearchdateaboutthequalitymanagementsystemofCM.Toestablishqualitymanagementsystemanditoperatingefficientlydecidetorealizequalitymanagement.Abouttheabovephenomenon,IresearchedaboutestablishqualitymanagementsystemforCMinthearticle.Thearticlebasedonthecharacterinthequality;qualitymanagement;qualitymanagementsystem,ofCMandtheprocesselementsofthequalitymanagementsystem,CombinedwiththeprincipleofqualitymanagementundertheISO9000andTotalQualityManagement,andwiththeprocesselementsofthequalitymanagementsystemfortemplatetoestablishqualitymanagementsystem.Itcanbedividedintofourcontents:themanagementfunctionsofCM;theresourcemanagementofCM;theproductrealizationofCM;aboutmeasurement,analysisandimprovementofqualitymanagementsystemofCM.KeyWords:ThemodeofCMQualitymanagementQualitymanagementsystemProcesselements目錄TOC\o"1-5"\h\z第一章緒論1選題背景1關(guān)于CM模式國內(nèi)外研究現(xiàn)狀21.2.1國外研究現(xiàn)狀21.2.2國內(nèi)研究現(xiàn)狀21.2.3小結(jié)3課題研究的目的和方法4研究目的4研究方法41.3.3技術(shù)路線見圖1.25第二章質(zhì)量管理體系的理論介紹6質(zhì)量管理體系的概念及內(nèi)涵6質(zhì)量管理體系的概念6質(zhì)量管理體系的內(nèi)涵6質(zhì)量管理的原則7ISO9000族標準下質(zhì)量管理的原則72.2.2全面質(zhì)量管理(TQM)標準下質(zhì)量管理的原則7質(zhì)量管理體系的流程要素8管理職責9資源管理112.3.3產(chǎn)品實現(xiàn)122.3.4測量、分析和改進14第三章CM模式下質(zhì)量管理的分析16CM模式介紹16CM模式的定義16CM模式的合同結(jié)構(gòu)16CM模式的適用范圍18CM模式下的參與者分析18確定參與者18參與者的行為對工程質(zhì)量的影響18CM模式下質(zhì)量及質(zhì)量管理的特點19CM模式項目質(zhì)量特點19CM模式質(zhì)量管理特點20CM模式的質(zhì)量管理體系的特點21第四章CM模式的質(zhì)量管理體系的建立23質(zhì)量管理體系建立的原則23CM模式的質(zhì)量管理體系的設(shè)計建立24CM模式的管理職責。24CM模式的資源管理。25CM模式的產(chǎn)品實現(xiàn)。26CM模式質(zhì)量管理體系的測量、分析和改進。27第五章結(jié)論29參考文獻30致謝31#ConstructionManagementatRisk:AnInnovativeProjectDeliveryMethodatStormwaterTreatmentAreaintheEverglades,FloridaABSTRACTThetraditionalmethodofcontractingfortheconstructionofaresidentialorcommercialdevelopment,infrastructure,schools,andgovernmentfacilitieshasbeenthe"lowbid"approach.ThereareotherprojectdeliverymethodswhichhavebeensuccessfullyutilizedintheStateofFlorida.Design/BuildisthemostwidelyunderstoodalternativeprojectdeliverymethodandiscurrentlysuccessfullyemployedinmanyconstructionprojectsthroughoutFloridaandtheworld.AneedtomixthebestofbothoftheseprojectdeliverymethodsandprovidegreaterownerinteractioninthedesignandconstructionprocessleadtothedevelopmentoftheConstructionManagementatRisk(CM@Risk)projectdeliverymethod.ThepurposeofthispaperistofamiliarizetheaudiencewiththeCMatRiskprocess.Firstitcomparesitsbenefitswiththetraditionalanddesign/buildapproaches.Then,thepaperexploresthebenefitsoftheCM@RiskprojectdeliverymethodfortheconstructionofStormwaterTreatmentArea3/4(STA3/4),thelargestoftheSTAsintheEvergladesConstructionProject.LowBidProjectDeliveryMethodThetraditionallowbidmethodofprojectdeliveryhastheownerhiringtheA/Eaftertheconceptualizationoftheproject.Thedesignteamconductssiteinvestigations,preparesthepreliminarydesignalternatives,andcompletesthedesign.Afterownerapproval,thedesignteampreparesbiddocumentsandassiststheownerinselectionofacontractortoconstructtheproject.Thecontractorselectshissubcontractorsandproceedstoconstructtheprojectfromaninterpretationoftheplansandasclarifiedthrough"RequestsforInformation"totheownerandthearchitect/engineer.Thetraditionalprocessrequirestheselectionofthecontractorbasedsolelyonthelowbidandabilitytomeetthebidqualifications,e.g.,M/WBEcontractgoals,bondandinsurancerequirements,etc.Thebidpriceisthelowestpricethattheownerwillgetandusuallyescalatesduetoplaninterpretationsanderrors,changingsiteconditions,andownermodificationstotheprojectduetocontractorphasing,materialselection,andconstructionmethodology.However,thelowbidapproachdoesnotselectcontractorsonthebasisofqualificationsorprovenabilitytoperformonprevioussimilarprojectsDesign/BuildProjectDeliveryMethodTheDesign/Buildmethodofprojectdeliveryhasbeenemployedonnumerousprojectsandhasaprovenrecordofsuccess.Thisdeliverymethodrequirestheownertohaveaclearunderstandingoftheprojectgoalsandtheaestheticandfunctionalconstructiondetails.Theprocessmixesthelowbidandthequalificationsofthecontractor-A/Efirmintotheselectionprocess.Theowner'sabilitytoselectfromvariousdesignsatthebiddingprocessreducesthetimerequiredtocompletetheproject.Theowner'sinvolvementinthedesignislimited,butqualityofconstructioncanbeimprovedthroughtheselectionprocess.CMatRiskProjectDeliveryMethodTheCM@RiskdeliverymethodhassomeofthebenefitsoftheDesign/Buildmethod(improvedqualitybasedonqualificationsofthedesign-buildteam,andfast-trackconstructioncapability).TheCM@Riskprocessisbasedonteambuildingbetweentheowner,thedesignarchitect/engineer,andthecontractor-constructionmanagerfromthebeginningoftheprojectconceptualdesignthroughthefinalconstructionandoperationoroccupancyofthefacility.Theteamapproachprovidesforinputfromalloftheteammembersthroughoutthedesignandtheconstructionphases.Thismethodofdeliveryprovidesforflexibilityintheimplementationofdesignchangeslateinthedesignprocesswithoutimpactingconstructionschedulesandfinaldeliverydates.TheabilityoftheCMtoinputconstructabilityreviews,constructionphasing,materialavailability,andcostestimatingthroughoutthedesignprocessreducestheprobableoccurrencesofchangeorders,projectconstructiondelays,andincreasedprojectcostsduetocontractoridentificationoftheseelementsinthedesignphaseinsteadoftheconstructionphase.CMatRisk-TheProcessandTheBenefits，Theselectionofthearchitect/engineeristheinitialstepintheproject.TheCM@Riskmethodofconstructiondevelopsateamcomprisingoftheowner,thedesignteam,andtheCM/contractor.Thisteamisestablishedintheearlystagesoftheproject.Teambuildingthroughpartneringisakeyelementintheproject'ssuccess.TheA/Efirmiscontractedthroughprojectcompletion,whichincludessiteinvestigations,alternativeanalyses,costestimates,detaileddesign,constructionbiddocuments,andconstructionmanagementservices.TheselectionoftheCM/contractorissimilartothatunderwhichthedesignconsultantwasselected.TheCMsubmitsaresponsetotheowner'sRequestforProposals.TheresponsehighlightstheCM'spersonneltobeassignedtotheproject,previousexperienceonprojectssimilartotheonebeingadvertised,financialresources(SomestatelawrequirestheCMtohaveliquidassetsequaling1/20t"oftheconstructionvalue),localofficetoservicetheproject,andtheCM'sapproachtotheproject.TheCMiscontractedforthedesignphasetoconductdocumentreview,constructabilityreviews,costestimatingandscheduling.Thenegotiatedcompensationisbasedonactualhours,overheadandprofit.At50%to75%detaildesigndocumentscompletestage,theCMnegotiatesaGuaranteedMaximumPrice(GMP)fortheentireproject.TheGMPiscomposedofwork,overhead,profit,andacontingency(usually2-5%).Thecontingencygoesbacktotheownerifitisnotrequiredfortheproject.TheownerandtheA/EaredirectlyinvolvedinthedeterminationoftheGMPthroughcostestimatingatthe30%,60%,and90%designlevels.TheinteractionoftheCMwiththedesignconsultantduringthedesignphaseoftheprojectenablestheCMtoinputcostandconstructiondetailsthatshouldimprovetheGMPcalculationsandattaintheprojectgoals.Thesubcontractorsarepre-qualifiedbytheCMusingthepoolofcontractorsprequalifiedbytheowner,withthegoalofmeetingtheM/WBEgoalsofthecontractandtohavequalitycontractorsinthespecialtyareasrequiredtocompletetheproject.ThesubcontractorsareencouragedtoparticipateinthedesignphasethroughperiodicupdatesbytheCMandcommunicateontheconstructiondetails.Thisinterchangeofideasprovidesteambuildingwiththesubcontractorpoolandreducestheriskbythesubcontractorwhentheyarerequiredtobidontheproject.TheCM'stasksincludethedevelopmentofseparatetradebidpackagestomeettheoverallprojectschedule.TheconstructionoftheprojectistheresponsibilityoftheCMandthesubcontractorsselectedthroughthepre-qualificationlowbidprocess.ThereductionofthepossibilityofbidproteststhroughtheCMselectionandtheprequalificationofthesubcontractors,andthereductionofRequestForInformation'sandchangeordersduetoCMandsubcontractorreviewinvolvementinthedesignphasearesignificantbenefitstotheCMatRiskprojectdeliverymethod.TheimplementationoftheCMatRiskallowsthefasttrackingoftheprojectifitisrequiredtomeetfinancial,legalorlegislativetimeschedules.AfteraGMPisnegotiatedandthedetaileddesigniscompletedforcriticalelementsoftheproject,selectedstand-aloneelementsoftheprojectcanbeputonafasttrackforconstruction.TheCMTeam(Owner,Consultant,andCM/contractor)hastheabilitytoselectivelycompletedesigns,bidpackages,andconstructionmanagementteamsnecessarytomeetthegoalsoftheproject.CM@Riskisanintegratedconceptthatneedstobereflectedintheowner'scontractswiththeCMTeam.Theprocessrequiresthecommunicationandcoordinationoftheentireteamthroughoutthedesign,construction,andcertification/start-upphasesoftheproject.TheCM@RiskandtheDesign/BuildprojectdeliverymethodsarebeingusedasthepreferredmethodbymanyschoolsystemsintheStateofFlorida.TheStateofFloridahascontinuousconstructionactivitiesunderwayforitsnumerousagencies,departments,commissions,andlegislativeorganizations.TheDepartmentofManagementServices(DMS),DivisionofBuildingConstruction,hastheresponsibilitytomanagetheconstructionfortheseentities.About10yearsago,theylookedforabettermethodofprojectdeliverythanthe"lowbid"method,theStatestandard,andtheprojectdeliverymethodrequiredundertheStateprocurementlaws.DMSisassistingtheselocalgovernmententitiesintheCM@RiskorDesign/Buildprojectdeliverysystems.DMSisprovidingtrainingtotheconstructionmanagementstaffsofthelocalschoolboards,cities,andcountiessotheycanimplementtheseprojectdeliverysystemsonfutureprojects.CMatRisk-ApplicationtoSTA3/4DesignandConstructionTheCM@RiskprocessisadeliverysystemwhichhastheopportunitiestomeettheProgramgoalsofSTA3/4.TheCM@Riskdeliverysystemislikeathree-leggedstoolwiththeprojectbeingtheseatandthethreelegsbeingtheCMTeam.Allthreecomponentsarenecessarytosupporttheprojectgoals.AllthreelegsmustsupporttheirshareofthestoolweightandfunctionasasingleTeam.TheCM@Riskdeliverymethodreducestherealtimerequiredtocompletetheprojectfromconceptiontocompletion.TimeanddollarsaresavedinthesolicitationofcontractorsandthereduceduncertaintiesencounteredwiththeCMprocesswhencomparedtothetraditionaldeliverymethodof"lowbid".TheapplicationoftheCMatRiskdeliverymethodfortheSTAiscomparedintable1.STArequireirwiitConstructionoftheSTAbyIOct2003—inoperalion—whiehrequinesa6—12monthgrow-inperiodforthecahiihtoDesignandpeerSTArequireirwiitConstructionoftheSTAbyIOct2003—inoperalion—whiehrequinesa6—12monthgrow-inperiodforthecahiihtoDesignandpeerreviewofthe30%,60%&l90%detaiIdesignsarerequiredtoensurequality*andconstructabilitj'ConstructionbidprotestshavcbeenainajorconcernfortheattainmentofpnojecI:schedulesinotherSTAsConstructiondollarsaitIimitedfortheproject—controlofdesignandconstructioncostsaree^entialIdthesuccessfulcompletionoftheprojectThedesignnequirementsneedtoincIudetheflexibilityIdincludetheiinpiementalionofsuppiementiltechnologytoattainthe10ppbconcentrationofphosphorusSignificantelementsofthepreviousSTAconstructioncanbeiinpiementedeconomicallysuehastheoperationofanon-sitebak:hplant,thedirectcontractingwithablasterIdensunestandandizexieconomicapplicationandtechnicalqualitj\andthenequiremenl:ofsingledesigncrosssectionsforspecificle^'eesMinorit}'andwomenownedbusinessopportLinitiesarewrilieninbothepnojecIsthnoug.hcontractpencentagegoa1eofM/WEEparticipationValueengineeringcanbeacriticalTable'I.Applicatiunofthe^CM^athecontractIdproceedwiththehighestSummaryUlll-IWilhi門Iheu卩卩im\xlscheduleTheapplicationofCM@RiskprojectdeliverymethodthatprovidesCM回Risk亦如AHowsI'asl:trecking-coinponentconstructionasthedetaildesigniscompleteandthebid■吐us亂redui’uIqpedCMiscontractedtofulfilIthepeerre^'iewandtheconstructabilitj*reviewwithsignil'icantinputtohchetiuleandconstruetionphasingTheCMishiredthroughtheCCNApnocessbasedonqualificationsandisonboandthroughoutthedesignandconstructionphases—The□MPfortheprojectisnegotiatedinthe75%-designphaseandis11sedfortheentireproject—itwi11notbeexceededwithouttheownerrequestingachaii^eorder■_TheCMmethodprovidestheflexibilitj'toimplemenl:thesupplementaltechnologylateinthedesignprocessandduringtheconstructionEconomicandtechnicalRjquiremenlsofthepnojuctcanbeinstitutedinthedesignandtheconstructionphasingwiththeCMaspeerrex'iewroleandastheprimecontractor—Eubcontractorswillliavethesameunderstandingoftheconstruetionphasithnoutihthepn^qualificationprocessEnhancementoftheopportunitiestoincludementoringoftheMfWBEsisanattractiveelementoftheCMroleintheconstructionoftheSTA—impiDvedperfoi'inanceoftheM/WBEfirmscanbeidentifiedinpastCMdelive：Qi,methodsforpnojecls—increasedmonitoringandupfrontownerinvolvementValueTraditionalsippiixKMhProvidesforopportunitiesIdbidelemenIsseparately—butnequirestheinanagementofnumerousprimecontractorsAseparatepeerreviewconsultintishiredIdconductthenet'iuwsEatthedesignatedphases—contractorsarenotpartofthereview-u.constructionphasingplanisnotpossiblewithoutthecontractor(s)onboardTheeisnocontrolofthebidprotestpossibilitywiththisdeliverj'method—thecontractorisnotonboarduntiIthedetaildesigniscompeteandthebidpackagesareadvertisedThelowbidpriceforeachoftheconstructioncontrolscannotbedetermined一exceptthroughthecostestimates—untiItheactualelementsarebid.Thesearethelowestconstructionprice一contractoi'costincreasesduetochangingsiteconditionsandplaninterpretationsaremoreIikelyunderthisdeliver}!methodThetraditionalmethodwillnotprovidetheopportunitytomodifythedesignlateinthedesignprocessandintoconstruction—withoutthecontractorfullyinvolvedinthedesignprocesstheabilit^1toimpiemenI:changesintheconstructionmethodologyorschcxiulearelimitedOptionsforthesecontractelementscanbealtermfivesinthebidprocess—butfinalselectionoI'themethodologyandphasinganttheresponEibilityofthelowbidder—theownerinthepasthasresistedtheopportunitj'torequireconstructionmethods—indicatingthatthebidswouldreflecttheIiniileticontractin^environinentThecontractgoalfor6-1/WBEparticipationistheonlyopportunitj'forprogramenhancementwithinthelowbidprocess—pne-qualificationoftheM/WBEsubcontracbongisnotanoptionunderthecurrentprocessofcertificationandprimecontractorsclectionoI'theseconipaniesValueengjneeringcanonlybeacontractorcontractisawandeciandthecontrajctorandsubcontractorahavestartedconstruction—delaysinpioductioncanbe-theresultofcostsavingsatthislatephaseengineeringtRiskiDelivery1Methodfo*the1STAslieprocesswhiehininiinizesthepossibilitiesofprojectdelaydueIdvalueengineeringaftertheforijheiconstruciiomofiSTA3^^is^consideredanalternativecontrattorhasstartedopportunitiesfortimeandcostsavings.TheselectionoftheCM/contractorwillallowselectionofthemostqualifiedCM/contractorwhowillassumerolesofpeerreviewerandconstructionmanager.Thetimerequiredbycertainaspectsofthisdeliverymethodandtheopportunitiestoreducethetimeforconstructionthroughfasttrackingandconstructionsequencingprovidethebufferneededtomeetthedeadline.Thismethodalsoprovidestheopportunitytobeflexiblefortheimplementationofsupplementaltechnology,shouldtheresearchprovidecleardirectionastothetechnicallyfeasibleandcosteffectivealternative.AlthoughthesamefacilityorprojectwasnotconstructedusingboththetraditionalandtheCM@Riskmethods,acostcomparisoncouldbeaccomplished.Costsintermsofinitial,operational,andmaintenancewouldtendtofavortheCMqualityandrejectthelowbidtraditionalmethodofprojectdelivery.CMatRisk:運用在佛羅里達州的沼澤的與水處理區(qū)的一種新型項目交付方式摘要住宅或商業(yè)發(fā)展、基礎(chǔ)設(shè)施、學(xué)校和政府設(shè)施的施工的傳統(tǒng)承包方法是"低標"的方法。還有其他項目交付方式被成功地利用在佛羅里達州。設(shè)計/建造是得到最廣泛認可的項目交付方式，而且當前成功的被用于佛羅里達和世界的許多建設(shè)項目中。結(jié)合這兩種項目交付方式的優(yōu)點和提供設(shè)計與施工過程之間更大互動的CM@Risk項目交付方式在項目建設(shè)的設(shè)計與施工過程中的溝通。本文的目的是使觀眾熟悉在CM模式下的風險過程。本文將首先比較及其它與傳統(tǒng)建筑方法的長處。然后，本文探討建設(shè)最大的大沼澤工程項目中STAs的雨水處理區(qū)3/4（STA3/4）CM@Risk項目交付方式的優(yōu)點。低投標項目交付法傳統(tǒng)的低投標項目交付法是在將項目概念化后業(yè)主聘請的A/E,設(shè)計團隊會進行現(xiàn)場調(diào)查、準備初步設(shè)計選擇的選項并完成設(shè)計。在經(jīng)過業(yè)主批準后,設(shè)計團隊準備投標文件，并協(xié)助業(yè)主選擇承包商。通過對項目業(yè)主和建筑師/工程師的咨詢請求。承包商選擇他的分包商并將建設(shè)任務(wù)轉(zhuǎn)到分包商,傳統(tǒng)工藝下的工程,只根據(jù)低的投標和是否符合投標資格選擇承包商,例如,M/WBE合同目標、負債、保險的要求等。投標價最低的承包商將獲得承包資格,承包商通常設(shè)法使應(yīng)付款增加,由于投標價的修改,承建商、材料的選擇和施工方法通常會將原來的計劃提高,然而,低的投標方法不會考慮承包商的資格或以前的類似項目執(zhí)行能力經(jīng)驗。設(shè)計/建造（D/B）項目交付方式D/B方式已經(jīng)應(yīng)用于許多項目上也取得了很多的成功經(jīng)驗。這種交付方式要求所有者能清楚地了解的項目目標和審美與功能建設(shè)詳細信息。這個過程融合了低投標方法和承包商-A/E企業(yè)的資格。業(yè)主在各種設(shè)計招標過程中的選擇能力強的承包商,業(yè)主就能夠減少了完成項目所需的時間。在設(shè)計方面業(yè)主的參與是有限的,但可以通過選擇過程提高施工質(zhì)量。CM@Risk項目交付方法CM@Risk項目交付方法有一些D/B方面（以D/B的團隊及快速路徑法的施工能力為基礎(chǔ)來改進質(zhì)量）的好處。CM@Risk過程基于業(yè)主、設(shè)計建筑師/工程師團隊的團隊建設(shè)，承包商的介入時間從項目初步設(shè)計階段到最終興建及運營或入住該設(shè)施的建設(shè)。所有團隊成員在整個設(shè)計和施工階段都提為項目工作。這種交付方法提供靈活的設(shè)計變更，在以后設(shè)計過程執(zhí)行中不影響施工的時間表和最終交付日期。由于承包商在設(shè)計階段而不是施工階段，CM建設(shè)能力的檢查，建設(shè)階段，施工材料的及時性，并在整個設(shè)計過程中的成本估算盡可能的減少工程變更、項目建設(shè)的延誤和避免增加項目成本CM@Risk項目交付方式的過程和好處選擇建筑師/工程師是該項目的第一步。CM@Risk是由的業(yè)主、設(shè)計團隊、CM承包商組成的團隊。這個團隊是在項目的早期階段建立的。團隊關(guān)系的建設(shè)是項目成功的關(guān)鍵要素。A/E公司是通過一系列工作來完成項目，包括場地勘測、替代分析、成本預(yù)算、詳細的設(shè)計、施工的投標文檔和建設(shè)管理服務(wù)來訂立合同的。CM承包商的選擇類似于設(shè)計顧問的選擇。CM響應(yīng)業(yè)主的要求，響應(yīng)突出顯示要分配給該的項目上的人員類似的項目經(jīng)驗的這類似于廣告、金融資源的（若干國家法律要求CM承包商的流動資產(chǎn)有1/201施工值），有當?shù)氐霓k事處并盡可能接近項目。合同規(guī)定在設(shè)計階段CM主要負責進行文檔審閱、施工能力評論、成本估計和計劃的設(shè)計階段。協(xié)商的賠償基于實際的小時、開銷和利潤。在詳細設(shè)計完成50%至75%階段，CM協(xié)商保證整個項目最大價格（GMP）。GMP組成部分有：工作、開銷、利潤和應(yīng)急（通常2-5%）。如果這不是項目必需的意外損失可追溯到業(yè)主。業(yè)主和A/E直接參與成本估計在設(shè)計階段完成30%、60%及90%時通過GMP的測定。在項目設(shè)計階段設(shè)計顧問與CM的相互作使CM對投入成本和施工詳圖提高GMP計算并實現(xiàn)項目目標。分包商均是由CM承包商進行預(yù)審后業(yè)主再進行審查，目的是為了滿足M/WBE目標的合同,在專業(yè)領(lǐng)域質(zhì)量承包商必須完成這個項目。分包商應(yīng)被鼓勵參加與CM承包商交流來定期變更設(shè)計。這里的與分包商意圖交流顯示了與分包商團隊精神，并降低了分包商的投標風險。CM的任務(wù)包括編寫開發(fā)貿(mào)易的整套標書和整體的項目計劃。工程建設(shè)是由CM負責的。通過資格審核低價投標過程來選擇分包商。通過CM對分包商的預(yù)審來減少可能產(chǎn)生的投標抗議與分包商對項目的信息請求，這些都是由于CM和承包商在設(shè)計階段介入并參與對設(shè)計重復(fù)審查，這在CMatRisk項目交付方法中具有重大意義。如有必要，在CMatRisk實施中，允許快速跟蹤項目，以滿足金融、法律或立法的時間表。項目GMP詳細的設(shè)計關(guān)鍵元素的完成后可以協(xié)商以快速軌道法的建設(shè)項目選定分包區(qū)間。整個CM團隊（業(yè)主、顧問，和CM承包商）有能力去選擇地完成全面設(shè)計、招標的包和施工管理隊伍符合該項目的目標。CM@Risk是一個整體的概念，表現(xiàn)在業(yè)主與CM團隊的合約中。此過程整個團隊需要溝通和協(xié)調(diào)貫穿在整個設(shè)計、施工和認證/起動上階段的項目。CM@Risk和設(shè)計/建造項