【摘要】：現(xiàn)階段,中國的石油管道施工企業(yè)發(fā)展十分迅速,正處在一個穩(wěn)中求進的階段。中石油管道局及相關部門,高瞻遠矚,在這種情況下,創(chuàng)造性的對中國油氣管道行業(yè)現(xiàn)階段的發(fā)展方向進行了規(guī)劃,并立志將中國油氣管道建設成為世界矚目的品牌。特別是隨著西氣東輸二線管道工程的建設,管道局作為EPC總承包商承攬國內國際管道工程能力的提升,為管道施工行業(yè)提供了前所未有的發(fā)展空間。然而,受到各種因素的影響,管道建設工程項目的建設并不是一件很容易的事情,比如項目參與人數(shù)、項目的建設周期、項目的活動內容以及資金、資源、時間、環(huán)境等等,都會導致管道建設工程的不穩(wěn)定性,給該項目工程帶來一定程度的風險。管道建設工程是一項跨年度的工程項目,施工周期長、投資額高、投資效益差、野外施工環(huán)境差。除此之外,本國的管道行業(yè)的項目管理還處在一個比較低級的階段,其管理過程還比較粗放,對于預防風險這方面的處理能力不足,而且,項目的進行過程中不確定的因素也特別多,這些項目相關因素對于項目的有效完成來說都會形成一定的阻力。EPC模式特點主要表現(xiàn)為：合同的內容及結構分布比較精細,其中對于責權的劃分一目了然；在設計、采購、施工以及開車和控制等方面,對于項目主管的能力要求相對比較高,究其原因,其實就是這些項目子項的管理跨度較大；由于是外包的形式,項目的業(yè)主只負責整體層面上原則性的控制以及管理,這就大大增加了項目承接人的風險。由于在管道建設的過程中,存在著眾多的不確定性因素,比如對項目得確立和計劃過程,計劃方案的論證以及開展等等,我們必須盡早的發(fā)現(xiàn)并且規(guī)避風險,以防止風險影響到整個項目工作的開展實施。工程項目的實施需要一定的控制管理的控制,在工程項目中,起作用的控制工具主要有三個,一是進度控制,也是首要及主要的控制任務；而是質量控制,這是對項目完成情況的保證；三是成本控制,以確保在最小的成本條件下有效完成項目。其中,對于項目的風險進行有效的預測和管理時非常關鍵的,這是因為如果不能很好的對項目風險進行預測管理,那么一旦風險發(fā)生,勢必會對項目的實施和完成造成無法預估的影響。為了確保管道項目施工成功,盡快投入生產使用,必須要注重項目進度管理在管道施工中的應用及所起的重要作用。本文,筆者結合西氣東輸二線23標段管道工程,深入分析了管道建設項目過程中經(jīng)常要遇到的諸多不確定因素,包括項目相關內外部環(huán)境因素,比如政治經(jīng)濟法律等。項目的特點通常都是限時性,因而對于項目工期的管理就變得相當重要,本文的分析中心就在于對項目進度的控制管理。
[Abstract]:At present, China's oil pipeline construction enterprises are developing very quickly and are in a stage of steady progress. China National Petroleum Pipeline Bureau and related departments, with great foresight, have creatively planned the development direction of China's oil and gas pipeline industry at this stage, and are determined to build China's oil and gas pipeline into a world famous brand. Especially with the construction of the second line pipeline project, as the main contractor of EPC, the pipeline bureau, as the main contractor of EPC, has promoted the ability of domestic and international pipeline engineering, which provides an unprecedented development space for the pipeline construction industry. However, due to various factors, the construction of pipeline construction projects is not an easy task, such as project participants, project construction cycle, project activities and funds, resources, time, environment, and so on. It will lead to the instability of pipeline construction project and bring some risks to the project. Pipeline construction project is a cross-year project with long construction period, high investment, poor investment benefit and poor field construction environment. In addition, the domestic pipeline industry project management is still in a relatively low stage, its management process is relatively extensive, to prevent this aspect of risk management capacity is inadequate, and, There are also many uncertain factors in the process of the project. These project related factors will form certain resistance for the effective completion of the project. The characteristics of EPC mode are: the content and structure of the contract are relatively fine distribution. In the aspects of design, procurement, construction, start-up and control, the ability of the project manager is relatively high, the reason is that the management span of these project sub-items is large; Since it is the form of outsourcing, the owner of the project is only responsible for the overall level of principled control and management, which greatly increases the risk of the project taker. In the process of pipeline construction, there are many uncertain factors, such as the establishment and planning of the project, the demonstration and development of the plan, and so on, so we must find out and avoid the risk as soon as possible. To prevent risk from affecting the implementation of the entire project work. The implementation of the project needs the control of certain control management. In the engineering project, there are three main control tools, one is progress control, and the first is the primary and main control task, but the quality control. This is the guarantee of project completion and the third is cost control to ensure the effective completion of the project at minimum cost. Among them, it is very important to effectively forecast and manage the risk of the project. This is because if the risk of the project is not well predicted and managed, then once the risk occurs, It is bound to have an unpredictable impact on the implementation and completion of the project. In order to ensure the successful construction of the pipeline project and put it into production as soon as possible, it is necessary to pay attention to the application and the important role of the project schedule management in the pipeline construction. In this paper, the author deeply analyzes many uncertain factors in the process of pipeline construction project, including the internal and external environmental factors related to the project, such as politics, economy and law. The characteristics of the project are usually time-limited, so the management of the project duration becomes very important. The analysis center of this paper lies in the control management of the project schedule.
【學位授予單位】：北京化工大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：TE973;TU722

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相關碩士學位論文 前2條

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2 王艷春;基于關鍵鏈技術的項目進度管理研究[D];華北電力大學;2014年

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本文編號：2129612