SC石化項(xiàng)目IPMT模式應(yīng)用案例研究
發(fā)布時(shí)間：2019-01-09 13:03
【摘要】：目前,國內(nèi)千萬噸級(jí)大型煉廠工程管理模式各異,均在積極探索先進(jìn)的管理技術(shù)。為了保證中國石油天然氣股份公司(以下簡稱：中國石油)批量千萬噸級(jí)大型煉廠項(xiàng)目建設(shè),滿足中國石油煉油發(fā)展需要,研究千萬噸級(jí)大型煉廠工程建設(shè)管理與應(yīng)用,開發(fā)適應(yīng)中國石油千萬噸級(jí)大型煉廠工程項(xiàng)目管理模式,必將快速推動(dòng)中國石油煉油業(yè)務(wù)的高速發(fā)展。IPMT模式從引入到現(xiàn)在,已經(jīng)在中國石油的多套大型煉廠上進(jìn)行應(yīng)用,雖然IPMT模式在大型建設(shè)項(xiàng)目上取得了斐然的成績,但一味照搬國外的IPMT模式,也產(chǎn)生了水土不服。中國石油應(yīng)根據(jù)工程項(xiàng)目的建設(shè)地點(diǎn)、項(xiàng)目特點(diǎn)、外部環(huán)境、企業(yè)內(nèi)部特點(diǎn)以及項(xiàng)目所在地是否有老廠依托等因素,針對性的選擇一套適合自身發(fā)展的管理模式。本文主要針對新建大型煉廠,沒有老廠依托的建設(shè)項(xiàng)目,因?yàn)樵擃愋陆?xiàng)目業(yè)主方需要新組建組織管理模式,故受傳統(tǒng)的管理模式影響較小,較容易形成一致管理思路,并利于貫徹執(zhí)行,因其打破了區(qū)域的局限性,非常適合采用IPMT模式。正因上述需要,SC石化項(xiàng)目正好提供了摸索和實(shí)踐的機(jī)會(huì),本文以SC石化項(xiàng)目IPMT模式應(yīng)用為案例,針對IPMT模式在SC石化項(xiàng)目上的應(yīng)用現(xiàn)狀,運(yùn)用項(xiàng)目組織管理理論,分析組織管理過程中存在的問題,如：業(yè)主方和受委托的項(xiàng)目管理方之間的協(xié)調(diào)與配合,組織結(jié)構(gòu)模式選擇,人員任命及授權(quán),部門或人員間的矛盾與沖突等等。運(yùn)用質(zhì)量管理、進(jìn)度管理理論的相關(guān)知識(shí),分析質(zhì)量管理工作中存在的漏洞和不足,進(jìn)度管理工作中存在的欠缺和不足等諸如此類問題。以業(yè)主方的角度,運(yùn)用理論與實(shí)踐相結(jié)合,采用文獻(xiàn)研究法、實(shí)證研究法的方法,在組織管理、質(zhì)量管理、進(jìn)度管理三個(gè)方面,提出問題,分析原因,采取對策并提出優(yōu)化建議,也為中國石油千萬噸級(jí)大型煉廠工程項(xiàng)目建設(shè)提供有益的借鑒和對策。第一章,緒論,本章主要闡述所研究項(xiàng)目的背景、意義、方法和內(nèi)容,明確寫作思路,列出論文的結(jié)構(gòu)。第二章,案例正文,描述企業(yè)基本背景和SC石化項(xiàng)目概況,對SC石化項(xiàng)目IPMT模式的確定依據(jù)以及IPMT模式在SC石化項(xiàng)目上應(yīng)用的現(xiàn)狀和出現(xiàn)的問題進(jìn)行介紹。第三章,案例分析,以現(xiàn)代項(xiàng)目管理理論為基礎(chǔ),引用項(xiàng)目管理模式、組織管理、質(zhì)量管理、進(jìn)度管理、溝通與沖突管理等相關(guān)理論,分析IPMT模式選擇的優(yōu)勢并進(jìn)行可行性分析。運(yùn)用分析方法,研究并分析出IPMT模式在SC石化項(xiàng)目應(yīng)用中,在組織管理、質(zhì)量管理、進(jìn)度管理三個(gè)方面所出現(xiàn)問題的根源。第四章,管理對策與建議,針對現(xiàn)狀存在的問題以及產(chǎn)生的原因,制定管理對策以有效解決問題,并提出優(yōu)化建議。最后,結(jié)論,對本文內(nèi)容作簡要總結(jié),提升對本文的研究意義。
[Abstract]:At present, there are different management models in domestic ten-million-ton refinery engineering, and they are actively exploring advanced management technology. In order to ensure the large refinery project construction of China National Petroleum Corporation (hereinafter referred to as PetroChina), and to meet the development needs of China Petroleum Refinery, the project construction management and application of 10 million ton large refinery project are studied. Development and adaptation to the project management model of PetroChina's ten million tonnage large refineries will promote the rapid development of China's petroleum refining business. The IPMT model has been applied to many large refineries in PetroChina since its introduction. Although the IPMT model has made great achievements in the large-scale construction projects, but blindly copying the foreign IPMT model, it has also produced a difficult situation. According to the construction location, project characteristics, external environment, internal characteristics of the enterprise and whether there are old factories in the project location, PetroChina should choose a set of management mode suitable for its own development. This article mainly aims at the new large-scale refinery, does not have the old plant to rely on the construction project, because this kind of newly built project owner needs to set up the organization management pattern, therefore is less affected by the traditional management mode, easy to form the consistent management thought. Because it breaks the limitation of the region, it is very suitable to adopt IPMT mode. Because of the above needs, the SC petrochemical project provides an opportunity for exploration and practice. This paper takes the application of the IPMT model of the SC petrochemical project as a case study, and applies the theory of project organization and management to the current situation of the application of IPMT mode in the SC petrochemical project. This paper analyzes the problems existing in the process of organization management, such as coordination and cooperation between owner and entrusted project management, choice of organizational structure model, appointment and authorization of personnel, contradictions and conflicts between departments or personnel, etc. By using the relevant knowledge of quality management and schedule management theory, this paper analyzes the loopholes and deficiencies in quality management, the shortcomings and deficiencies in schedule management, and so on. From the angle of owner, combining theory with practice, using the method of literature research and empirical research, this paper puts forward problems and analyzes the reasons in three aspects of organization management, quality management and schedule management. Taking countermeasures and putting forward optimization suggestions will also provide useful reference and countermeasures for the construction of large refinery projects of ten million tonnage of PetroChina. Chapter one, introduction, this chapter mainly elaborates the background, significance, method and content of the research project, clarifies the writing thought, and lists the structure of the thesis. The second chapter, the case text, describes the basic background of the enterprise and the general situation of the SC petrochemical project, and introduces the basis for determining the IPMT model of the SC petrochemical project and the current situation and problems of the application of the IPMT model in the SC petrochemical project. The third chapter, case analysis, based on the modern project management theory, cites the relevant theories such as project management model, organization management, quality management, schedule management, communication and conflict management, etc. Analyze the advantages and feasibility of IPMT mode selection. By using the analytical method, this paper studies and analyzes the root causes of the problems existing in the application of IPMT mode in the application of SC petrochemical projects in three aspects: organization management, quality management and schedule management. The fourth chapter, the management countermeasure and suggestion, according to the present situation question and the reason which produces, formulates the management countermeasure to solve the problem effectively, and puts forward the optimized suggestion. Finally, the conclusion of this paper is a brief summary of the content of this paper to enhance the significance of the study.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.72
本文編號(hào)：2405666
[Abstract]:At present, there are different management models in domestic ten-million-ton refinery engineering, and they are actively exploring advanced management technology. In order to ensure the large refinery project construction of China National Petroleum Corporation (hereinafter referred to as PetroChina), and to meet the development needs of China Petroleum Refinery, the project construction management and application of 10 million ton large refinery project are studied. Development and adaptation to the project management model of PetroChina's ten million tonnage large refineries will promote the rapid development of China's petroleum refining business. The IPMT model has been applied to many large refineries in PetroChina since its introduction. Although the IPMT model has made great achievements in the large-scale construction projects, but blindly copying the foreign IPMT model, it has also produced a difficult situation. According to the construction location, project characteristics, external environment, internal characteristics of the enterprise and whether there are old factories in the project location, PetroChina should choose a set of management mode suitable for its own development. This article mainly aims at the new large-scale refinery, does not have the old plant to rely on the construction project, because this kind of newly built project owner needs to set up the organization management pattern, therefore is less affected by the traditional management mode, easy to form the consistent management thought. Because it breaks the limitation of the region, it is very suitable to adopt IPMT mode. Because of the above needs, the SC petrochemical project provides an opportunity for exploration and practice. This paper takes the application of the IPMT model of the SC petrochemical project as a case study, and applies the theory of project organization and management to the current situation of the application of IPMT mode in the SC petrochemical project. This paper analyzes the problems existing in the process of organization management, such as coordination and cooperation between owner and entrusted project management, choice of organizational structure model, appointment and authorization of personnel, contradictions and conflicts between departments or personnel, etc. By using the relevant knowledge of quality management and schedule management theory, this paper analyzes the loopholes and deficiencies in quality management, the shortcomings and deficiencies in schedule management, and so on. From the angle of owner, combining theory with practice, using the method of literature research and empirical research, this paper puts forward problems and analyzes the reasons in three aspects of organization management, quality management and schedule management. Taking countermeasures and putting forward optimization suggestions will also provide useful reference and countermeasures for the construction of large refinery projects of ten million tonnage of PetroChina. Chapter one, introduction, this chapter mainly elaborates the background, significance, method and content of the research project, clarifies the writing thought, and lists the structure of the thesis. The second chapter, the case text, describes the basic background of the enterprise and the general situation of the SC petrochemical project, and introduces the basis for determining the IPMT model of the SC petrochemical project and the current situation and problems of the application of the IPMT model in the SC petrochemical project. The third chapter, case analysis, based on the modern project management theory, cites the relevant theories such as project management model, organization management, quality management, schedule management, communication and conflict management, etc. Analyze the advantages and feasibility of IPMT mode selection. By using the analytical method, this paper studies and analyzes the root causes of the problems existing in the application of IPMT mode in the application of SC petrochemical projects in three aspects: organization management, quality management and schedule management. The fourth chapter, the management countermeasure and suggestion, according to the present situation question and the reason which produces, formulates the management countermeasure to solve the problem effectively, and puts forward the optimized suggestion. Finally, the conclusion of this paper is a brief summary of the content of this paper to enhance the significance of the study.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.72
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