T/XZBX 0187-2026 Active Group standards

T/XZBX 0187-2026 Digital Delivery Application Guide for Construction Project Management

Publish Date: 2026-03-16 Implement Date: 2026-04-01 For services related to genuine standard inquiry, procurement, translation, and other related services in China, please Contact Us

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Basic Information

Standard Code: T/XZBX 0187-2026

Standard Type: Group standards

Standard Status: Active

is_force_gb: no

CCS Name: Satellite broadcasting equipment

ICS Name: Comprehensive Application of Information Technology

Publish Date: 2026-03-16

Implement Date: 2026-04-01

Scope

With the accelerated transformation of the construction industry towards industrialization, digitalization, and green development, project management activities exhibit typical characteristics of multiple participants, complex interfaces, diverse data types, and long collaboration chains throughout the entire project lifecycle. Traditional delivery methods, primarily based on paper materials or scattered electronic files, often suffer from information fragmentation, version control issues, difficulty in traceability, duplicate entry, and unverifiable quality. This easily leads to information disconnects between design, procurement, construction, acceptance, and operation and maintenance, resulting in an inefficient model where "delivery equals archiving, and archiving is hard to utilize". Against the backdrop of expanding project scale, compressed deadlines, and increasingly stringent quality and compliance requirements, establishing a digital delivery system tailored to project management and achieving structured, standardized, traceable, and reusable deliverables has become a critical step in improving project management and operational efficiency. The core of digital delivery in construction project management lies not only in "electronifying" existing paper materials, but also in reconstructing the organization of information and delivery logic around management objectives: taking the project object as the main line, driving it with business processes, constraining it with data standards and coding systems, and leveraging verifiable quality control points to form a delivery outcome system covering key areas such as progress, quality, safety, cost, contracts, materials and equipment, change and verification, completion documents, and operational handover. By establishing unified data structures, standardized naming and versioning rules, and unified approval and traceability mechanisms across all project phases, we can shift project management from "post fac