柬埔寨甘再水电站项目管理研究

发布时间：2018-08-13 13:09

【摘要】：我国水电资源开发始于上世纪初,随着小浪底、三峡等大型水利枢纽工程的建成并投入使用后,中国水电建设市场需求明显下降,逐步显现出水电建设产能过剩的局面。随着改革开放步伐的加快,我国实施了“走出去”的战略,“走出去”为国内水电企业的提供了一条新的发展道路。近些年来,随着我国越来越多的企业“走出去”,更多水电企业进入国际工程市场后,项目开发模式也由以前的单一施工模式转为工程总承包、EPC、PD、BOT等多种模式,各种不同开发形式的项目对项目管理的要求越来越高,也各有管理侧重。本文以柬埔寨甘再水电的项目管理研究对象,运用项目管理理论知识分析管理过程中存在的优势与不足。中国水利水电建设集团在甘再水电站项目上显现出以下管理模式和优点：(1)业主精干高效管宏观；(2)授权监理抓现场；(3)成本控制增效益。存在以下问题：(1)项目管理队伍实力不够；(2)项目合同关系不明确；(3)项目风险规避有局限性。针对项目管理过程中存在的不足,深度挖掘问题出现的原因,旨在从源头对症下药、解决问题,拟提出以下可行性方案：(1)提升项目团队管理水平和业务技术能力；(2)清理前期工作,理顺项目合同管理体系；(3)调整优化设计、施工组织和采购环节；(4)完善风险分担机制,以规避或转移风险。为切实发挥对策实施效果,制定完善的保障措施：(1)获取高级管理层的支持；(2)加强进度计划的检查和控制；(3)建立技术专家组咨询制度；(4)推行绩效评价机制及完善人员激励措施；(5)建立良好的信息反馈机制。
[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.
【学位授予单位】：西北大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F416.61

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