Missing items and inaccurate measurement in the preparation of the bill of quantities lead to frequent settlement disputes
The bill of quantities (BOQ) is a foundational document for construction project tendering and cost management. The completeness and accuracy of its preparation directly affect the smooth progress of tendering and the reasonableness of final settlement. According to GB 50500-2013 Code of Bills of Quantities and Valuation for Construction Works, the BOQ shall be prepared by a tenderee with the capability to prepare it or by a cost consulting agency with corresponding qualifications entrusted by the tenderee. However, in actual engineering projects, quality problems in BOQ preparation are prominent, with omissions and inaccurate measurement being the two most common issues. Omissions mainly manifest in miscellaneous components being missed in civil works, terminal equipment being missed in installation works, and incomplete preparation of the measures project list. Inaccurate measurement mainly manifests in improper selection of excavation slope coefficients in earthwork, failure to deduct hook extension values in rebar works, and inconsistent area calculation rules in decoration works. From the perspective of codes and standards, GB 50500-2013 provides detailed provisions on the preparation format and calculation rules of BOQs, but its provisions on the professional competence requirements for BOQ preparers and quality control measures are relatively principle-based. From the perspective of operational impact, the direct consequences of inaccurate BOQ preparation are numerous clarification inquiries from bidders during the tendering stage, becoming an excuse for contractors to raise claims during the construction stage, and becoming the focus of disputes between the employer and contractor during the final settlement stage. According to statistics, over 70% of construction cost dispute cases involve BOQ preparation issues. From cost data, settlement cost increases caused by BOQ omissions typically account for 3%-8% of the contract amount. Core measures to address such issues include promoting BIM-assisted BOQ preparation, using the quantity calculation modules of Revit, Tekla or Glodon BIM software to automatically extract component quantities from models, and establishing a three-level review system for BOQ preparation. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. From the systems engineering perspective of engineering management, resolving this issue requires coordinated advancement across four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating code 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 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 culture building 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 recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management.