[摘　要]　通过“鲁布革”工程，建筑业进行了企业生产关系的大变革，但并没有把科学优化施工技术方案作为“鲁布革”经验的重点。提出进一步提升施工生产方式，就要发展以“减少工程量、降低消耗量、确保高质量”为核心内容的工程总承包。“LG”工程经验是继“鲁布革”工程之后的第二次冲击，冲击的目标是建立适应工程总承包需要的行业管理体制和企业运行机制。
[关键词]　项目管理；“鲁布革”工程；“LG”工程；工程总承包
Abstract: According to Lubuge Hydro-electrical Project, the construction industry carried out large reform of enterprises production relations, but it didn't take optimizing construction technical scheme as the emphasis of Lubuge Hydro-electrical Project's experience. The paper put forward to develop project general contract for the core of reducing quantity, decreasing consumption and ensuring quality. LG Project experience is the second shock after
Lubuge Project. Its target is to build up new industry management system and enterprise operation mechanism applicant to project general contract.
Key words: project management; Lubuge Hydro-electrical Project; LG Project; project general contract
[参考文献]
[1]张青林.项目管理与建筑业[M].北京：中国计量出版社，2004.
[2]中施企协.我国施工业总体状况分析[J].施工企业管理，2007（8）.
建筑经济，2009（5）：27-30