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| 论文编号: | 1205 | |
| 作者编号: | 2220070626 | |
| 上传时间: | 2009/6/10 17:44:09 | |
| 中文题目: | 松木岛铁路专用线工程总承包项目 | |
| 英文题目: | A Research on EPC Project Risk | |
| 指导老师: | 戚安邦 | |
| 中文关键字: | 铁路;工程总承包;风险管理tl| | |
| 英文关键字: | Railway;Engineering Procuremen | |
| 中文摘要: | 工程总承包商要按照合同约定对工程项目的质量、工期、造价等向业主负责。这种承包方式可以减少业主管理上的工作量,有利于综合协调各方面关系和矛盾。强化项目的统一指挥,加强了对工程进度、建设资金、设备供应、竣工验收等几个方面的统筹和控制监督,缩短了建设工期并保证了建设的质量,是铁路建设项目组织模式的发展趋势。 风险管理是项目管理的重要内容之一,也是项目成败的关键因素。工程总承包企业在获得超额利润的同时也面临着巨大的风险,如何成功、有效地进行风险管理对于企业的经营至关重要。 本论文着重研究工程总承包项目风险管理全过程的关键环节,结合松木岛铁路专用线工程项目风险管理实例,通过对各阶段风险的识别与度量,研究适合于铁路工程总承包全过程风险管理的方法。 首先,在松木岛总承包项目风险管理的特点、风险类型的基础上,系统介绍了该项目应用现代风险管理理论、方法和工具对项目进行风险识别、风险度量及风险应对策略的整个风险管理过程。 其次,分别选取总合同签订前、施工招标前和施工后一年为三个项目进程时间点,系统地介绍了不同阶段的项目风险分析方法、过程、内容和结果。在此基础上,依据本项目的风险度量原则,采用应用期望损失法对风险进行度量,评价其对项目各项目标的影响程度,识别出项目不可接受的风险。 在风险识别和分析的基础上,介绍本项目针对各项风险所采取的应付策略、控制措施,具体针对不同阶段所采取的风险回避、风险转移、风险自留和风险控制方法和措施,通过项目的风险监控对应对策略的实施效果做了分析和评价。 最后,阐述了风险应对策略采用的原则、经验和教训,以及当前总承包项目风险管理所面临的政策、法规环境的不足。 | |
| 英文摘要: | According to the agreement of contract, The Engineering Procurement and Construction contractor is responsible for quality, time limit and construction cost of projects for the employer. This contract type could decrease the work load of the employer on the project management, and could be of great advantage to deal with the relationship and the conflict among different units. Engineering Procurement and Construction could strengthen the unified command of project, and enhance the plan as whole, the control and supervise of some aspects such as construction progress, construction fund, delivery of equipment, acceptance of completed projects etc., and shorten the construction time limit as well as ensuring the construction quality. It’s developing trend of the type of project organization in railway construction area. The risk management of project is one of important aspects of the project management and is also one of key factors leading the project to success or failure. The Engineering Procurement and Construction contractor obtains excessive profits at the same time also faces huge risks. How to success and the effective risk management is of the most important factor for the enterprise operation. In this paper, some key factors during the overall process of the risk management of Engineering Procurement and Construction projects are studied. Combined with the example of the risk management in Songmudao railway dedicated line project, through the identification and the measure of risk in various stages, the method of risk management suitable for railway construction Engineering Procurement and Construction project is also studied. First of all, on the basis of the characteristics of risk management and risk type of Songmudao railway dedicated line project, the whole process of risk management including risk identification, risk measurement, risk analysis and risk countermeasure strategies applying the modern risk management theory, method and tools is system introduced. Secondly, the three time points of project process such as before the signature of Engineering Procurement and Construction contract, before the bidding of construction and one year after the commence of construction are respectively selected, and the risk analysis method, process, content and result at different stages of construction project are system introduced. And then, according to the principal of risk measure of this project, the expected loss method to measure risk, assess their impact on the objectives of the project is employed, and the risks of unacceptable are identified. On the basis of the risk identification and analysis, the strategies and control methods and measures specifically targeted at different stages to take the risk averse, risk transfer, risk retention and risk control are explained. The applying effectiveness of countermeasures is analyzed and assessed through the project strategies of risk monitor. Finally, the principle of countermeasure strategies, experiences and lessons learned from the risk are explained as well as the deficiency of policies, regulatory environment related to risk management for the Engineering Procurement and Construction project by now are also discussed. | |
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