Analysis Of The Implementation Of The Project Management During The Inner Ring Road Renewal

The Guangzhou Municipal Government had decided to make an overall renewal of the Inner Ring Road, the most important primary road in the urban area, and its radial roads before the event of the 16th Asian Games to be held in Guangzhou. This renewal work had the characteristics of large work quantity (the total resurfacing area is about 1.5million m2) and short contract period (70 days) and faced a number of difficulties such as the traffic diversion and arrangement during the construction, the bitumen resurfacing of the steel box girder deck at the Zhen'an Interchange, the construction of distressed bridge sections and the treatment of the expansion joints etc.This Paper discusses the project management of this urban road renewal project in terms of the traffic arrangement, work scheduling management, quality management, safety management and financial management. It aims at the challenges emerged during the implementation of this key municipal project such as large work quantity, tight construction schedule, strict requirements of high quality, construction safety, and environment protection during construction, and the difficulty of traffic arrangement during construction as the project was implemented on the ring road in the city center where the traffic volume was high and the work might bring impacts on people's daily trips. Measures and solutions for traffic arrangement, information dissemination, construction progress, quality and safety were worked out to ensure the successful implementation of the project, including the establishment of high efficient management and institutional structures, the priority and optimization of the traffic arrangement, disclosure of the information, diversity of information dissemination, PDCA cycling method applied to quality control and dynamic model of safety analysis etc.Implementation of above-mentioned measures such as the establishment of high efficient institutional arrangement, optimized traffic arrangement, timely information disclosure and dynamic quality and safety management etc. had helped greatly to reduce the construction period from contracted 70 days to only 39 days, about 50% time saving. It also helped to save the construction cost. The actual cost of this project was RMB103 million yuan, which was RMB80 million yuan less than the estimation. The unit cost was RMB68 yuan, equal to other similar projects such as the bitumen pavement of the BRT project. Construction safety and quality were also guaranteed with the records of a zero accident rate and a more than 98% pass rate of the quality test.The successful implementation of this project has received high praise both from the government and the citizens. It has brought economic and social benefits to the city and has provided a set of effective project management methods to other similar projects in the future. It has also proposed improvement of the project management aiming at the problems existing currently in key municipal projects and provided valuable reference for other similar projects.