Irregular signatures and seals on project documents result in insufficient legal validity, which hinders completion filing.
The standardization of signatures and seals on engineering documentation directly affects the legal validity of the documents and the smooth progress of completion filing, and is a foundational task that cannot be overlooked in the construction quality management system. In accordance with the provisions of the Regulations on the Quality Management of Construction Projects and the Code for Archiving of Construction Project Documents (GB/T 50328), all types of construction technical documentation involving quality acceptance, material submission for inspection, concealed works, inspection lots, subitem works, subdivision works, unit works, and other stages must be signed by the responsible units and responsible persons at the specified locations and affixed with the unit official seal or project-specific seal. Signatories shall be licensed practitioners bearing statutory responsibilities, such as the project manager, the chief supervision engineer, and the design project leader. In actual projects, however, non-standard document sign-off is a long-standing chronic problem. First, proxy signing is widespread: quality inspectors of the contractor sign inspection lot quality acceptance records on behalf of the project manager, and supervisors of the supervision unit sign subdivision work acceptance records on behalf of the chief supervision engineer, while the signatories do not actually hold statutory authorization. Second, missing signatures are prominent: an acceptance record requiring sign-off by all four parties—construction, supervision, design, and the client—often lacks the signatures of one or two parties. Third, seals are incomplete or invalid seals are used: project seals and official seals are used interchangeably and are inconsistent with those filed at the quality supervision station or the archives. Fourth, signature dates are logically disordered: acceptance record dates precede construction completion dates or postdate archiving dates, among other unreasonable situations. From a legal perspective, non-standard sign-off will severely diminish or even void the legal validity of engineering documentation. In construction quality disputes or safety accident investigations, courts and administrative authorities primarily rely on the sign-off records in engineering documentation to trace the responsibilities of each party; if the signatories lack statutory qualifications or the signature dates are illogical, the relevant evidence may be inadmissible. From an operational impact perspective, non-standard document sign-off is one of the most common reasons for the rejection of joint completion acceptance filing; approximately 30% of rectification opinions for completion filing involve sign-off issues, with each rectification taking an average of 5–10 working days. A systematic solution to such problems includes establishing a sign-off responsibility checklist system for all parties and promoting the application of electronic seals. The responsibility checklist system requires that, at the project initiation stage, the client organize the contractor, supervision unit, and design unit to jointly prepare a document sign-off authorization schedule clarifying which personnel must sign each type of document. At the same time, electronic seal technology should be actively promoted, using the engineering documentation management platform promoted by the housing and construction authorities to implement real-name electronic seals, ensuring the authenticity and non-repudiation of signatures through CA digital certificates or biometric identification technology. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere pursuing excellence. Only by organically integrating these four dimensions can the quality common problems and management chronic problems that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management.