大量工程实践证明,一般模式下建设工程项目工作的遗漏与缺陷、纠纷与索赔多发生在界面上。建设单位由于管理力量、管理经验不足,会将一部分项目建设管理的工作内容让专业的工程咨询单位。在实践中,经常会碰到项目管理单位与其他项目管理(咨询)单位、其他项目管理单位之间分工重叠、职责不清的。合同作为工程建设中的最高行为准则,是解决争执纠纷的依据与法律保证,因此加强合同界面管理是解决以上问题的关键。 A large number of engineering practice proves that the omissions and defects in the construction project under normal mode, disputes and claims occur in the interface. Due to the lack of management power and management experience, the construction unit will assign a part of the project management content to professional engineering consulting units. In practice, often encounter the project management unit and other project management (consulting) units, other project management units overlap in the division of labor, unclear responsibilities. As the highest code of conduct in project construction, the contract is the basis and legal guarantee for settling dispute disputes. Therefore, strengthening contract interface management is the key to solve the above problems.