本文選題：惠州項目 + 風(fēng)險識別　； 參考：《蘭州交通大學(xué)》2017年碩士論文

【摘要】：2016年兩會期間,習(xí)近平主席提出了同中亞臨近各國建設(shè)具有現(xiàn)代意義的絲綢之路經(jīng)濟(jì)帶的戰(zhàn)略倡議,為我國工程承包商開拓絲綢之路經(jīng)濟(jì)帶沿線市場的石油化工工程項目建設(shè),提供了更多的優(yōu)質(zhì)機遇,絲綢之路經(jīng)濟(jì)帶沿線的工程項目數(shù)量也必然會明顯增多。由于石油化工工程項目建設(shè)具有不確定性及事故多發(fā)性的特點,包含的風(fēng)險因素眾多,這些風(fēng)險因素關(guān)系密切,相互關(guān)聯(lián)且相互轉(zhuǎn)化。面對新挑戰(zhàn),中油化建四公司應(yīng)做好應(yīng)對新挑戰(zhàn)的準(zhǔn)備,加強項目風(fēng)險管理建設(shè)。中油化建四公司為預(yù)防惠州項目的風(fēng)險管理方面出現(xiàn)問題,積累了前人經(jīng)驗、不斷創(chuàng)新。由于中油化建四公司惠州項目風(fēng)險管理不是特別規(guī)范和系統(tǒng),風(fēng)險問題仍然存在。因此,將風(fēng)險控制理論和方法引入到工程項目管理中來勢在必行。此舉也能為中油化建四公司今后工程項目風(fēng)險管理方面的規(guī)范化提供有力的幫助。增強各施工現(xiàn)場的風(fēng)險應(yīng)對能力,同時也要鍛煉項目經(jīng)理及施工技術(shù)人員面對風(fēng)險的應(yīng)對舉措,控制好一般風(fēng)險,防御嚴(yán)重風(fēng)險,提高企業(yè)經(jīng)濟(jì)效益。本文通過對中油化建四公司惠州項目的項目分析,全面分析了惠州項目存在的主要風(fēng)險及成因、風(fēng)險控制工作現(xiàn)狀,將公司的規(guī)章制度建設(shè)、招投標(biāo)管理、合同管理、設(shè)備采購管理等方面的問題與風(fēng)險因素調(diào)查表中的風(fēng)險要素兩兩對比,發(fā)現(xiàn)目前中油化建四公司惠州項目風(fēng)險管理中仍舊存在的突出問題,提出風(fēng)險解決方案,以及工程項目風(fēng)險管理的改善策略,建立適合中油化建四公司工程建設(shè)的項目風(fēng)險管理框架體系,促進(jìn)后續(xù)項目風(fēng)險管理工序系統(tǒng)化、程序化、規(guī)范化。本文第一部分為緒論部分,介紹了背景及意義、國內(nèi)外研究現(xiàn)狀、論文內(nèi)容安排以及研究方法和創(chuàng)新不足;第二部分介紹了中油化建四公司及惠州項目簡介及惠州項目的特殊性;第三部分介紹了惠州項目的風(fēng)險識別和風(fēng)險分析過程,將復(fù)雜的項目風(fēng)險分解為簡單的風(fēng)險因素;第四部分對識別出的風(fēng)險因素,制成風(fēng)險評價指標(biāo)體系,對各個風(fēng)險要素進(jìn)行評價后得出風(fēng)險因素的權(quán)重指標(biāo),然后判斷風(fēng)險等級,求得較高等級風(fēng)險。第五部分建立風(fēng)險控制體系,判斷風(fēng)險等級并針對重要風(fēng)險歸納出中油化建四公司惠州項目應(yīng)對風(fēng)險的措施。本文通過對中油化建四公司惠州項目管理模式及風(fēng)險管理現(xiàn)狀的分析,采用專家調(diào)查和層次分析法得出外部風(fēng)險和項目內(nèi)部風(fēng)險及重要風(fēng)險因素,并針對重要風(fēng)險因素提出了應(yīng)對風(fēng)險的措施,以降低外部風(fēng)險、改善內(nèi)部風(fēng)險為目標(biāo),增加項目中標(biāo)率和利潤率。對識別出的風(fēng)險因素,制成風(fēng)險評價指標(biāo)體系,對各個風(fēng)險要素進(jìn)行評價后得出風(fēng)險因素的權(quán)重指標(biāo),然后判斷風(fēng)險等級,得出較高等級風(fēng)險。并歸納出中油化建四公司惠州項目的風(fēng)險處理辦法,明確了具體的風(fēng)險應(yīng)對措施,提高中油化建四公司的投標(biāo)中標(biāo)率�；葜蓓椖康捻樌袠�(biāo)及未來建成后的良性運行,將會對東南部沿海地區(qū)后續(xù)市場的開發(fā)起到推動作用,給中油化建四公司的后續(xù)投標(biāo)提供適當(dāng)?shù)慕ㄗh和參考。
[Abstract]:During the two sessions of 2016, President Xi Jinping proposed a strategic initiative to build a modern economic belt of the Silk Road with the neighboring countries of Central Asia, providing more opportunities for the construction of the petrochemical engineering projects along the Silk Road Economic Belt along the Silk Road in China, and the projects along the Silk Road Economic belt. As the construction of petrochemical engineering projects has the characteristics of uncertainty and accident, there are many risk factors, these risk factors are closely related, interrelated and transform each other. In the face of new challenges, the four companies should be prepared to deal with new challenges and strengthen project risk management. In order to prevent the risk management of Huizhou project, four companies have accumulated previous experiences and constantly innovating. Because the risk management of the Huizhou project is not special and systematic, the risk problems still exist. Therefore, it is necessary to introduce the risk control theory and method into the project management. This can also provide a powerful help for the standardization of the project risk management of the four company in the future. Strengthen the risk coping ability of the construction site, and exercise the measures to deal with the risk of the project manager and the construction technicians, control the general risk, defend the serious risk and improve the economic benefit of the enterprise. In this paper, through the analysis of the Huizhou project of the four company, the main risks and causes of the Huizhou project, the present situation of the risk control work are analyzed, and the rules and regulations of the company, the management of bidding, the management of the contract, the management of the equipment procurement and so on are compared with the risk factors of the risk factor 22 in the risk factors questionnaire. It is found that the outstanding problems still exist in the Huizhou project risk management of the four company of medium oil construction company, put forward the risk solution, and the improvement strategy of the project risk management, and establish the project risk management framework which is suitable for the construction of the medium oil construction four company, and promote the systematization, procedure and regulation of the post project risk management process. The first part of this article is the introduction part, which introduces the background and significance, the research status at home and abroad, the content arrangement of the paper and the research methods and the lack of innovation. The second part introduces the introduction of the four company and Huizhou project and the particularity of the project in Huizhou, and the third part introduces the risk identification and risk analysis of the project in Huizhou. Cheng, the complex project risk is divided into simple risk factors; the fourth part of the identified risk factors, the risk evaluation index system, the evaluation of each risk factor to get the weight index of risk factors, then judge the risk level, to get a higher level of risk. The fifth part of the risk control system to determine the risk. In order to sum up the measures to deal with the risks of the Huizhou project of the four company, which is an important risk. Through the analysis of the Huizhou project management model and the risk management status of the four company, the author uses the expert investigation and the analytic hierarchy process to obtain the external risk, the internal risk and the important risk factors of the project, and aim at the important wind. Risk factors put forward measures to deal with risk, in order to reduce external risk, improve internal risk as the target, increase the target rate and profit rate of the project. To identify the risk factors identified, the risk assessment index system is made, the risk factors are evaluated and the weight index of risk factors is obtained, then the risk grade is judged, and a higher grade wind is obtained. It also sums up the risk treatment measures for the Huizhou project of the four company, clarifies the specific measures to deal with the risk, and improves the bid rate of the four companies in the medium oil construction. The successful bid of the Huizhou project and the benign operation after the completion of the future will play a role in promoting the development of the aftermarket in the southeast coastal areas and the medium oil. We will provide appropriate suggestions and references for the subsequent bidding of Jian four company.
【學(xué)位授予單位】：蘭州交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：TE48

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