Barriers And Countermeasures Of Construction Management Of Beijing Apital International Airport Terminal3: From The Point Of View Of General Contractor

As the Chinese Government forbid the construction and development of officebuildings projects “for party and government bodies” last year, the investment scale ofinfrastructure is expanding everywhere else. For example, large-scale public projects areconstantly emerging such as airports. Furthermore, most of the large-scale projects aremore than200,000m2. The Beijing Capital International Airport Terminal3operationsproject commenced in2008. The building area was580,000m2, it is the largest singlepublic building in China. Moreover, Terminal3is such a large scale construction, itcreated huge investment, high attention from the national and Beijing office andtremendous social influence. The Managing Contractor(MC) of the Terminal3projectfaces many challenges in it’s long construction period. Construction management,construction team and professional sub-contract aspects, especially with the projectplanning and schedule management, technology management and quality management.If the Terminal3project utilizes a general conventional contracting management model,the MC will encounter many of difficulties and it is hard to smoothly complete theconstruction task.This paper analyzes the Managing Contractor Management System (MCMS)during the features of the construction management of the Terminal3project.Additionally, the MCMS operates the general contracting of company+constructionparty+labor team as a PortfolioManagement Module(PMM). In other words, the PMM is made up of an efficientgeneral constructing project of the company; at the same time the project is divided intoseveral regions: to choose several powerful subsidiaries, establish construction party,and then the labor team building the project by construction party organizing.Based on the project planning and schedule management, technology managementand quality management the Managing Contractor (MC) analysis the difficulties andresolves problems in order to improve the level of management throughout theenhancement of the system and measure. In the project planning and schedulemanagement of the MC aspect, the analysis of difficulties and resolving of problemsfirstly include to analyze unreasonable contract periods and the difficulties of the system division coordination task in order to enhance the project planning and schedulemanagement of the professional subcontractor, paying attention to the constructioninterface and relying on technological innovation. Secondly, in technology managementof the MC aspect, this paper analyzes various aspects of professional intersection, lackof technical management experience in the subcontractor, the difficulties of the tasks oftechnical innovation. In this way the work of the contractor and the sub-contractor isclearly sub-divided and therefore makes it easier for each party to perform its role in theproject. Furthermore, it forecasts the problems of the management system of designdevelopment, in an effort to reduce cross influence on each other, and enhance theunderstanding for technical communication with professional subcontractors so as tobetter coordinate the project. Thirdly, in the quality management of MC, it is difficult toachieve a high quality standard because of the weak level of the cooperating buildingteam. Therefore, it is a solution that enhances the control process of qualitymanagement and the differences of the quality management of each sub-contract.Finally, this paper illustrates the results according to the project planning andschedule management, technical management, quality management and investmentbenefit in the Terminal3project. In addition, it has been proved the application value,and that the relation to system and measure of management is reasonable and efficient.