Abstract: Abstract: In response to the common pain points in large-scale engineering projects such as responsibility dispersion, information barriers, and low efficiency, this study takes a large-scale university campus construction project in Chongqing as an empirical case and innovatively explores the deeply integrated management model of "whole-process engineering consultation + EPC engineering general contracting". Relying on the two core mechanisms of "reconstruction of organizational rights and responsibilities"（building a four-level linkage system of "government task force - university command center - whole-process consultation team - EPC general contractor"）and "digital collaboration", the study aims to achieve the integration and full-chain management of project management services. Practice shows that this model has successfully broken through the limitations of traditional management, achieving efficient control throughout the project cycle: the construction period was significantly reduced by 50%, investment was strictly controlled, and the project won the "Three Gorges Cup Quality Structure Engineering Award" and the title of "Chongqing Safety and Civilization Demonstration Site". This study provides a highly replicable successful model and management experience for similar large and complex public construction projects.