柬埔寨甘再水電站項(xiàng)目管理研究
發(fā)布時(shí)間：2018-08-13 13:09
【摘要】：我國水電資源開發(fā)始于上世紀(jì)初,隨著小浪底、三峽等大型水利樞紐工程的建成并投入使用后,中國水電建設(shè)市場需求明顯下降,逐步顯現(xiàn)出水電建設(shè)產(chǎn)能過剩的局面。隨著改革開放步伐的加快,我國實(shí)施了“走出去”的戰(zhàn)略,“走出去”為國內(nèi)水電企業(yè)的提供了一條新的發(fā)展道路。近些年來,隨著我國越來越多的企業(yè)“走出去”,更多水電企業(yè)進(jìn)入國際工程市場后,項(xiàng)目開發(fā)模式也由以前的單一施工模式轉(zhuǎn)為工程總承包、EPC、PD、BOT等多種模式,各種不同開發(fā)形式的項(xiàng)目對(duì)項(xiàng)目管理的要求越來越高,也各有管理側(cè)重。 本文以柬埔寨甘再水電的項(xiàng)目管理研究對(duì)象,運(yùn)用項(xiàng)目管理理論知識(shí)分析管理過程中存在的優(yōu)勢(shì)與不足。中國水利水電建設(shè)集團(tuán)在甘再水電站項(xiàng)目上顯現(xiàn)出以下管理模式和優(yōu)點(diǎn)：(1)業(yè)主精干高效管宏觀；(2)授權(quán)監(jiān)理抓現(xiàn)場；(3)成本控制增效益。存在以下問題：(1)項(xiàng)目管理隊(duì)伍實(shí)力不夠；(2)項(xiàng)目合同關(guān)系不明確；(3)項(xiàng)目風(fēng)險(xiǎn)規(guī)避有局限性。針對(duì)項(xiàng)目管理過程中存在的不足,深度挖掘問題出現(xiàn)的原因,旨在從源頭對(duì)癥下藥、解決問題,擬提出以下可行性方案：(1)提升項(xiàng)目團(tuán)隊(duì)管理水平和業(yè)務(wù)技術(shù)能力；(2)清理前期工作,理順項(xiàng)目合同管理體系；(3)調(diào)整優(yōu)化設(shè)計(jì)、施工組織和采購環(huán)節(jié)；(4)完善風(fēng)險(xiǎn)分擔(dān)機(jī)制,以規(guī)避或轉(zhuǎn)移風(fēng)險(xiǎn)。為切實(shí)發(fā)揮對(duì)策實(shí)施效果,制定完善的保障措施：(1)獲取高級(jí)管理層的支持；(2)加強(qiáng)進(jìn)度計(jì)劃的檢查和控制；(3)建立技術(shù)專家組咨詢制度；(4)推行績效評(píng)價(jià)機(jī)制及完善人員激勵(lì)措施；(5)建立良好的信息反饋機(jī)制。
[Abstract]:The development of hydropower resources in China began at the beginning of the last century. With the completion and operation of the Xiaolangdi and three Gorges Project, the market demand for hydropower projects in China has dropped obviously, and the situation of overcapacity in hydropower construction has been gradually revealed. With the quickening pace of reform and opening up, China has implemented the strategy of "going out", which provides a new way for the development of domestic hydropower enterprises. In recent years, as more and more enterprises in our country "go out" and more hydropower enterprises enter the international engineering market, the project development model has also changed from a single construction mode to a variety of modes, such as EPC / PDBOT, etc. Various development forms of the project management requirements are higher and higher, also have their own management emphasis. This paper analyzes the advantages and disadvantages of the project management by using the theory of project management. China Water Conservancy and Hydropower Construction Group has shown the following management modes and advantages in Ganzao Hydropower Station Project: (1) the owner can manage efficiently and efficiently macroscopically; (2) the authorized supervision should grasp the site; (3) the cost control will increase the benefit. There are the following problems: (1) the strength of the project management team is not enough; (2) the project contract relationship is not clear; (3) the project risk aversion has its limitations. In view of the deficiency in the process of project management and the causes of the problem of deep mining, the purpose of this paper is to put forward the following feasible solutions: (1) to improve the management level and technical ability of the project team; (2) cleaning up the previous work, straightening out the project contract management system; (3) adjusting the optimal design, construction organization and purchasing link; (4) perfecting the risk sharing mechanism to avoid or transfer the risk. In order to give full play to the effectiveness of the implementation of the countermeasures, we should formulate perfect safeguards: (1) to obtain the support of senior management; (2) to strengthen the inspection and control of the progress plan; (3) to establish the advisory system of the technical expert group; (4) to implement the performance evaluation mechanism and perfect the staff incentive measures; (5) to establish a good information feedback mechanism.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F416.61
本文編號(hào)：2181094
[Abstract]:The development of hydropower resources in China began at the beginning of the last century. With the completion and operation of the Xiaolangdi and three Gorges Project, the market demand for hydropower projects in China has dropped obviously, and the situation of overcapacity in hydropower construction has been gradually revealed. With the quickening pace of reform and opening up, China has implemented the strategy of "going out", which provides a new way for the development of domestic hydropower enterprises. In recent years, as more and more enterprises in our country "go out" and more hydropower enterprises enter the international engineering market, the project development model has also changed from a single construction mode to a variety of modes, such as EPC / PDBOT, etc. Various development forms of the project management requirements are higher and higher, also have their own management emphasis. This paper analyzes the advantages and disadvantages of the project management by using the theory of project management. China Water Conservancy and Hydropower Construction Group has shown the following management modes and advantages in Ganzao Hydropower Station Project: (1) the owner can manage efficiently and efficiently macroscopically; (2) the authorized supervision should grasp the site; (3) the cost control will increase the benefit. There are the following problems: (1) the strength of the project management team is not enough; (2) the project contract relationship is not clear; (3) the project risk aversion has its limitations. In view of the deficiency in the process of project management and the causes of the problem of deep mining, the purpose of this paper is to put forward the following feasible solutions: (1) to improve the management level and technical ability of the project team; (2) cleaning up the previous work, straightening out the project contract management system; (3) adjusting the optimal design, construction organization and purchasing link; (4) perfecting the risk sharing mechanism to avoid or transfer the risk. In order to give full play to the effectiveness of the implementation of the countermeasures, we should formulate perfect safeguards: (1) to obtain the support of senior management; (2) to strengthen the inspection and control of the progress plan; (3) to establish the advisory system of the technical expert group; (4) to implement the performance evaluation mechanism and perfect the staff incentive measures; (5) to establish a good information feedback mechanism.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F416.61
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