【正文】 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)后評(píng)估地產(chǎn)咨訊網(wǎng)絡(luò)公司內(nèi)部反饋的需求信息業(yè)主信息收集設(shè)計(jì)后評(píng)估流程圖工程指令管理流程圖注：T—代表“同意” B—代表“不同意”合約管理部匯報(bào)溝通公司主管領(lǐng)導(dǎo)T核數(shù)報(bào)單協(xié)商以【工程聯(lián)系單】或函件形式提出異議BT施工施工單位T項(xiàng)目發(fā)展部由設(shè)計(jì)部發(fā)出工程指令工程指令管理取消工程聯(lián)系單管理流程圖可直接審批答復(fù)審核設(shè)計(jì)部審批答復(fù)引起工程量變化【工程聯(lián)系單】【工程洽商】設(shè)計(jì)部設(shè)計(jì)部項(xiàng)目發(fā)展部施工單位工程聯(lián)系單施工匯報(bào)溝通公司主管領(lǐng)導(dǎo)協(xié)商內(nèi)部資料，請(qǐng)勿外傳！9JWKffwvGtYM*Jgamp。機(jī)電、水暖材料樣板選擇及確定流程圖機(jī)電、水暖材料樣板選擇及確定 竣工（總結(jié)）參與議標(biāo)會(huì)議，解決技術(shù)問(wèn)題參與機(jī)電、水暖設(shè)備、材料供應(yīng)商的考察確定主要甲供機(jī)電、水暖設(shè)備、材料的技術(shù)參數(shù)施工單位提供的機(jī)電、水暖工程材料樣板的管理程序配合機(jī)電、水暖物資采購(gòu)工作根據(jù)最終效果的影響程度及成本控制，報(bào)公司主管領(lǐng)導(dǎo)或上級(jí)公司或兩級(jí)規(guī)劃評(píng)審委員會(huì)審定，完成選樣提出材料樣板選擇建議【項(xiàng)目重要機(jī)電、水暖工程材料清單】發(fā)合約、項(xiàng)目部，作為招標(biāo)、采購(gòu)的基礎(chǔ)性文件根據(jù)施工圖紙及過(guò)往經(jīng)驗(yàn)，編制【項(xiàng)目重要機(jī)電、水暖工程材料清單】，報(bào)公司領(lǐng)導(dǎo)審批機(jī)電、水暖專業(yè)景園設(shè)計(jì)階段設(shè)計(jì)管理發(fā)標(biāo)前10個(gè)工作日上報(bào)填報(bào)評(píng)審表，評(píng)審意見(jiàn)景園樣板初選及號(hào)苗制定【景園項(xiàng)目重要材料清單】及【景園項(xiàng)目種植清單】，初步選定及收集材料樣板及初步號(hào)苗，并進(jìn)行內(nèi)部初評(píng)景園施工階段設(shè)計(jì)管理流程圖維修配合配合售樓準(zhǔn)備工程和公共裝飾工程的維修工作工程驗(yàn)收配合項(xiàng)目發(fā)展部進(jìn)行內(nèi)部初驗(yàn), 視工程規(guī)模，負(fù)責(zé)邀請(qǐng)各相關(guān)部門參與驗(yàn)收施工設(shè)計(jì)管理協(xié)助項(xiàng)目發(fā)展部進(jìn)行裝修施工設(shè)計(jì)管理，負(fù)責(zé)組織設(shè)計(jì)交底，做好會(huì)議紀(jì)要，完善項(xiàng)目設(shè)計(jì)管理組織架構(gòu)，明確設(shè)計(jì)管理分工，確認(rèn)材料施工樣板及施工范圍，配合參與隱蔽工程驗(yàn)收，進(jìn)行設(shè)計(jì)質(zhì)量檢驗(yàn)，控制設(shè)計(jì)付款進(jìn)度硬景材料選樣及軟景種植號(hào)苗協(xié)助制定【項(xiàng)目報(bào)板計(jì)