联系我们

论文查询结果	返回搜索

论文编号：	8458
作者编号：	2220140321
上传时间：	2016/6/13 11:42:09
中文题目：	珠海LNG项目的联合体总承包管理研究
英文题目：	Research on the Management of Zhuhai LNG Project through Consortium EPC Contract
指导老师：	杨坤
中文关键字：	联合体；总承包项目；项目范围管理；项目成本管理；项目时间管理
英文关键字：	Consortium; EPC Project; Work Scope Management; Cost Management; Schedule Management
中文摘要：	随着中国经济的不断发展，中国的设计院也逐步完成了从设计院到工程公司的转型，工作范围也从原来的设计扩大到了了设计、采购和施工的国际通用的总承包模式。但是，很多大型项目投资巨大、工程量超大、工程建设标准高、专业技术要求高及工期较长，而中国的工程公司由于长期受到行业和业务范围的限制，无法独立承担这样的工程总承包。为取长补短，获得专有技术以及合理利用各类优势条件，对于一些大型或者专业性强的项目，中国工程公司会选择与一些有实力、有经验、有专有技术的世界知名工程公司合作，组成联合体进行项目投标及工程实施. 联合体或者项目合资公司这种管理方式在国际市场上已经比较普遍，而且我国工程项目也越来越多地采用联合体总承包模式执行项目，但是由于联合体各方在项目分工、责任分担、成本控制、工期管理等方面的项目管理理念和方法、企业文化和风俗习惯等方面存在诸多差异，很多中国工程公司对联合体项目管理并不熟悉，在联合体运作过程中遇到了诸多问题，导致项目不能按照预定的目标完成，给众多的企业造成了很大的损失，本文针对联合体总承包项目存在的这些问题，首先对联合体总承包项目及项目范围管理、项目成本管理、项目时间管理理论进行了阐述和回顾，并通过天辰工程公司的珠海LNG储库项目实际投标及实施情况为例，提出联合体总承包项目在项目投标和执行过程中出现的组织建立、工作范围确定、项目实施过程成本管理和时间管理等问题进行了分析研究，并提出了与之相应的解决方案，从而建立了以联合体总承包项目实施管理的模板，为今后此类大型项目的实施，总结出了一套有效可行的方法。
英文摘要：	Along with the development of Chinese economy, Chinese design institutes were also changed to engineering corporations with the change of work scope from design to general EPC, which was widely adopted by international engineering corporations. However, there are lots of projects with the characteristic of big investment, huge work quantities, high level of standards, stringent technical requirements and long timing duration, etc. Chinese engineering corporations could not undertake EPC works of such kinds of projects due to the limitation of industries and work scopes in past few decades. To overcome the shortcomings, obtain technical know-how and utilize other advantages, Chinese engineering corporations would like to choose to cooperate with some famous and experienced international engineering corporations with their own technical know-how. They could form a consortium to be involved in the bidding and EPC execution of the project with huge size or stringent technical requirements. China The consortium or project joint venture has been widely adopted for EPC project execution in international engineering market. Nowadays, it was also accepted by lots of projects in China. However, due to discrepancies between the parties of consortium in respect of work split, responsibilities, price, project management, concept, company culture and customs, there are lots of problems occurred during the execution of projects. Furthermore, due to the lack of confidence to each other, the consortium can’ t deal with the problems properly in case of interest conflict. Moreover, many Chinese engineering corporations are not quite familiar with the project management of a project undertaken by a consortium. All above-mentioned facts will lead to the failure of project targets and loss to all parties involved. In this article, through the study of project scope management and organization management, I mentioned the problems of selection of partners, project organization establishment, work scope confirmation and work split during the bidding and execution of projects. Based on the example of CNOOC Zhuhai LNG Terminal Project, I submitted the solutions to those problems and establish the project execution plan for this type of projects. And this will be the basis for future project execution.
查看全文：	预览  下载(下载需要进行登录)