摘要
我国油气管道工程建设项目管理经历了从传统建设模式、管理型建设模式到工程总承包建设模式的过渡。基于当前中国石油推行的EPC总承包、业主+PMT+PMC+EPC总承包、项目业主+委托业主+EPC承包、设计+施工承包(EC)、设计+采购承包(EP)五种常用模式,分析了实践中存在的主要问题,包括:相关法律法规有待健全完善;各相关方的职责界面有待进一步完善;设计标准有待进一步统一规范;建设期间工程遗留问题较多;项目风险识别需加强;EPC总承包商的实力还有待于进一步提升。针对这些问题,应结合实际,修订完善相关法规;规范相关责任方的工作职责界面;发挥以监理为主体的项目管理作用,共同加强质量管控;加强风险识别,把项目风险降到最低;培育发展壮大管道运输业EPC总承包商骨干企业;加强实践经验的研究总结及推广。
The management of oil&gas pipeline construction projects in China has undergone a transition from traditional construction model,to administrative construction model,to a general contracting construction model.Five common models have been adopted in CNPC:the general contracting of EPC,owner+PMT +PMC+EPC general contracting,project owner+ commissioned owner+EPC contracting,engineering+ construction(EC),engineering+purchase(EP).The main problems encountered in practice with them are analyzed,and they include the following:refining relevant laws®ulations,improving the responsibility interface between the interested parties,unifying the design standards,many outstanding problems during project construction,enhancing project risk identification,and further empowering the general EPC contractor.In view of these problems and the underlying reality,relevant legislation should be revised and refined;the work responsibility interfaces between relevant responsible parties should be regulated;supervisor-dominated project management should be given an increasing role to play in jointly tightening quality management and control;project risks should be reduced by improving risk identification; key general EPC contractors in the pipeline transportation industry should be nurtured and employed;practical experience should be better researched,summarized and popularized.
出处
《国际石油经济》
2012年第11期83-87,112,共5页
International Petroleum Economics
