SD2公司赞比亚电力项目风险管理研究

发布时间：2018-06-06 02:09

本文选题：项目管理 + 风险管理　；参考：《山东财经大学》2015年硕士论文

【摘要】：随着改革开放的不断深化和世界经济一体化进程的加快,越来越多的中国电力企业开始全面参与海外电力投资、建设、运营与服务。迅猛发展的电力行业迫切需要与之相适应的工程项目风险管理水平。但是,目前我国整体的电力项目风险管理水平与先进国家相比仍存在较大差距,尤其是海外电力建设工程项目的风险管理仍是我国电力企业的薄弱环节。如何从事后“救火式”风险管理的模式向事前“预防式”的管理模式转变,从根本上提高电力企业的风险管理水平,是摆在我们每一个电力工程项目承包者面前的问题。本文基于传统风险管理流程的框架,识别了赞比亚电力工程建设项目在施工准备阶段、正式施工阶段、竣工验收阶段三个主要阶段共21个风险因素。之后,通过层次分析方法,采用了定量与定性相结合的分析技术,对识别出的风险进行了科学地评估和预测,最终将识别出的风险因素分为四个风险等级。然后,通过对各等级风险特点的分析,分别针对各等级风险因素进行了具体控制方法的探讨。最后本文提出了电力项目风险管理的四个保障措施:加强风险管理团队建设、加大技术风险管控力度、保持安全风险管理强度、深化全面监控和持续改进。本文基于赞比亚电力项目所做的风险管理研究,对国外电力项目的风险管控起到了很好的借鉴作用,对未来电力企业风险管理水平的提高提供了有力的依据。
[Abstract]:With the deepening of reform and opening up and the acceleration of the process of world economic integration, more and more Chinese power enterprises begin to participate in overseas power investment, construction, operation and service. The rapid development of electric power industry urgently needs to adapt to the engineering project risk management level. However, there is still a big gap between China's power project risk management level and that of advanced countries, especially the risk management of overseas electric power construction projects is still a weak link in Chinese power enterprises. How to change from "fire-fighting" risk management mode to "preventive" management mode after the event, and how to improve the risk management level of electric power enterprises is a problem for every electric power project contractor. Based on the framework of traditional risk management process, this paper identifies 21 risk factors in three main stages of Zambian electric power engineering construction project: construction preparation stage, formal construction stage and completion acceptance stage. After that, the identified risk is scientifically evaluated and forecasted by using the analytic technique of quantitative and qualitative analysis. Finally, the identified risk factors are divided into four risk levels. Then, through the analysis of the characteristics of each grade risk, the specific control methods for each grade risk factor are discussed respectively. Finally, this paper puts forward four guarantee measures of power project risk management: strengthening the construction of risk management team, strengthening technical risk control, maintaining the intensity of security risk management, deepening overall monitoring and continuous improvement. Based on the risk management research of Zambian electric power project, this paper provides a good reference for foreign power project risk management, and provides a strong basis for improving the level of power enterprise risk management in the future.
【学位授予单位】：山东财经大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.61;TM73

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