EPC总承包模式下的工程项目管理研究
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摘要
EPC总承包是指工程总承包企业按照合同约定,承担工程项目的设计、采购、施工、试运行一体化服务,并对承包工程的建设质量、安全、工期、造价等全面负责。EPC总承包模式是国际通行的工程建设模式,这种模式能充分发挥设计在建设过程中的主导作用,有利于整体方案的不断优化,能有效地克服设计、采购、施工相互制约和脱节的矛盾,有利于设计、采购、施工各阶段工作的合理深度交叉,能有效地对质量、进度和费用进行综合控制。
本文首先从总体上阐述了论文的研究背景、研究意义和研究方法,然后从概念上介绍了工程项目管理的定义及特点、工程总承包的主要方式及其特点。并对EPC总承包模式与其他主要承包模式的区别以及我国与发达国家的EPC总承包差距进行了比较分析。
之后,本文从总承包商的角度,根据EPC模式的运行特点,从两个角度对EPC的项目管理进行了讨论:一是从项目的各个运行阶段来探讨总承包商的优化管理措施,针对复杂的投标过程,提出了基于效用理论的投标决策优化模型;二是从项目的整体角度探讨项目综合管理的方法,包括项目的组织管理,项目的风险管理,项目的合同管理,信息管理,HSE管理。
最后,本文总结了一个EPC总承包项目管理的案例。
本文通过对EPC模式下的总承包商的项目管理研究,对提高我国总承包企业的国际竞争力,应对加入WTO带来的机遇和挑战提供了一定的理论依据和实践指导。
EPC total contract is that the enterprises are charged with the service of items'design, stock, construction and operation by the contract's provisions. And the enterprises answer for the quality, safety, time limit and cost. EPC pattern is the universal pattern not only in the national but also in the international. This pattern can exert it's dominant function to many extend, it does good to optimizing scheme and can conquer the contradiction which design, stock and construction are restricted each other. And it is beneficial to the rational intersect of design, stock and construction, in addition, it also can control quality, plan and charge synthetically。
This thesis firstly introduces the research background, research significance and research means. Secondly, the thesis introduces the definition and characteristics of construction project management in concept. Then, a further analysis is carried out for the differences between total contract and other contract patterns and the gap between our country and other developed countries on EPC total contract.
Afterwards, based on the operational features of EPC pattern, the EPC total contractor's project management falls into two aspects in this paper: First, to explore how to optimize the total contractor's project management from the angle of the phase of EPC project. The optimization model for bid decision-making based on the utility theory is put forward to aim at complicated tender process. Second, to probe into project's general management including organization management, risk management, contract management, information management and HSE management from the angel of the whole project.
Lastly, a real case is concluded and analyzed to show the management gist in EPC total contract projects.
This thesis can be helpful to improve the ability of international competition for the civil engineering general company, at the same time also can present theory and practice guidance for dealing with the chance and the challenge of the WTO.
本文首先从总体上阐述了论文的研究背景、研究意义和研究方法,然后从概念上介绍了工程项目管理的定义及特点、工程总承包的主要方式及其特点。并对EPC总承包模式与其他主要承包模式的区别以及我国与发达国家的EPC总承包差距进行了比较分析。
之后,本文从总承包商的角度,根据EPC模式的运行特点,从两个角度对EPC的项目管理进行了讨论:一是从项目的各个运行阶段来探讨总承包商的优化管理措施,针对复杂的投标过程,提出了基于效用理论的投标决策优化模型;二是从项目的整体角度探讨项目综合管理的方法,包括项目的组织管理,项目的风险管理,项目的合同管理,信息管理,HSE管理。
最后,本文总结了一个EPC总承包项目管理的案例。
本文通过对EPC模式下的总承包商的项目管理研究,对提高我国总承包企业的国际竞争力,应对加入WTO带来的机遇和挑战提供了一定的理论依据和实践指导。
EPC total contract is that the enterprises are charged with the service of items'design, stock, construction and operation by the contract's provisions. And the enterprises answer for the quality, safety, time limit and cost. EPC pattern is the universal pattern not only in the national but also in the international. This pattern can exert it's dominant function to many extend, it does good to optimizing scheme and can conquer the contradiction which design, stock and construction are restricted each other. And it is beneficial to the rational intersect of design, stock and construction, in addition, it also can control quality, plan and charge synthetically。
This thesis firstly introduces the research background, research significance and research means. Secondly, the thesis introduces the definition and characteristics of construction project management in concept. Then, a further analysis is carried out for the differences between total contract and other contract patterns and the gap between our country and other developed countries on EPC total contract.
Afterwards, based on the operational features of EPC pattern, the EPC total contractor's project management falls into two aspects in this paper: First, to explore how to optimize the total contractor's project management from the angle of the phase of EPC project. The optimization model for bid decision-making based on the utility theory is put forward to aim at complicated tender process. Second, to probe into project's general management including organization management, risk management, contract management, information management and HSE management from the angel of the whole project.
Lastly, a real case is concluded and analyzed to show the management gist in EPC total contract projects.
This thesis can be helpful to improve the ability of international competition for the civil engineering general company, at the same time also can present theory and practice guidance for dealing with the chance and the challenge of the WTO.
引文
[1]http://www.interconstruction.com
[2]李炜.EPC工程总承包项目合同风险管理的探讨[J].科技咨询,NO.30,2007
[3]赖一飞,夏滨,张清.工程项目管理学[M].武汉:武汉大学出版社,2003
[4]查京民.国际工程总承包项目管理[M].北京:化学工业出版社,2006
[5]仲景冰,王红兵.工程项目管理[M].北京:北京大学出版社,2006
[6]孟宪海,次仁顿珠,赵启.EPC总承包模式与传统模式之比较[J].经贸实务,NO.11,2004
[7]秦景光.抓住机遇促改企建制迎接挑战与国际接轨(中)[J].中国勘察设计,2004,(2)
[8]秦景光.抓住机遇促改企建制迎接挑战与国际接轨(下)[J].中国勘察设计,2004,(3)
[9]胡德银.现代EPC工程项目管理讲座(二)[J].有色冶金设计与研究,2004,25(1)
[10]林知炎主编.建设工程总承包务实[M].北京:中国建筑工业出版社,2004
[11]徐赟,李相国等.建设项目投标报价决策与风险分析[M].北京:中国水利水电出版社,2007
[12]孟宪海,赵启.EPC项目选择总承包商的原则与标准[J].经贸实务,NO.7,2005
[13]赵长歌,侯渡舟.工程招标采购的模糊多目标群决策分析[J].西安建筑科技大学学报(社会科学),2005,24(3)
[14]姜青舫.实用决策分析[M].贵阳:贵州人民出版社,1987
[15]赵延军,王晓鸣.房地产开发项目的效用决策模型研究[J].华中科技大学学报(城市科学),2006,23(1)
[16]国际咨询工程师联合会,中国工程咨询协会.设计采购施工(EPC)/交钥匙工程合同条件(1999年第1版)[M].北京:机械工业出版社,2002
[17]James L.Burati Jr.etc.Quality Managemem in Design and Construction[J],Journal of Construction Engineering and Management.1992,118(1)
[18]梁祖涛.论建设工程总承包中的工程设计投资控制[J].凯里学院学报,2007,25(6)
[19]宋晓红等.浅谈限额设计在工程设计中的作用[J].水利科技与经济,2006,12(12)
[20]吕文学.工程总承包(EPC)项目的设计分包管理[J].石油工程建设,NO.5,1999
[21]马骅.国际工程项目管理(四.EPC采购管理)[J].石油工程建设,2005,31(3)
[22]马向民,赵立新.试论EPC总承包工程的进度计划管理[J].工程论坛,NO.20,2004
[23]海因茨.韦里克等.管理学(全球化视角)[M].北京:经济科学出版社,2004
[24]商品住宅性能认定管理办法.建设部文件建住房[1999]114号
[25]王彬彬.国际工程总承包模式下承包商风险研究.北京交通大学硕士论文,2005.3
[26]张水波等.EPC总承包工程项目的争端与索赔[J].经贸实务,NO.2,2006
[27]张水波,何伯森.FIDIC新版合同条件导读与解析[M].北京:中国建筑工业出版社,2003
[28]Bryan M.Seifert.International Construction Dispute Adjudication under International Federation of Consulting Engineers Conditions of Contract and the Dispute Adjudication Board[J].Journal of Professional Issues In Engineering Education And Practice,2005,131(2):149-157
[29]汪小金.工程合同索赔[M].北京:中国建筑工业出版社,1995
[30]Turner J Rodney.Project Contract Management and A Theory of Organization[J].International Journal of Project Management.2001,19(8)
[31]陈巧莲.浅谈大型工程项目的信息管理[J].广东建材,2007.(6)
[32]何伯森.工程项目项目管理的国际惯例[M].北京:中国建筑工业出版社,2007.10
[33]胡德银.现代EPC32程项目管理讲座(三)[J].有色冶金设计与研究,2004,25(1)
[34]张铮林.对EPC模式系统学的浅见[J],四川水电,2007,26(5)
[35]胡德银.我国工程项目管理和工程总承包发展现状与展望[J].中国工程咨询,NO.2,2003
[36]By W.Edward Back and Karen A.Moreau.Cost and Schedule Impacts of Information Management on EPC Process[J].Journal of Management in Engineering,2000.3-4:59-70
[37]Project Management Institute(PMI)Standards Committee.A guide to the project management body of knowledge(PMBOK),1996
[38]李小东.中国建筑业组织及其合理化建议[M].北京:中国水利出版社,知识产权出版社,2006
[39]关于培育发展工程总承包和工程项目管理企业的指导意见.建设部建市[2003]30号
[2]李炜.EPC工程总承包项目合同风险管理的探讨[J].科技咨询,NO.30,2007
[3]赖一飞,夏滨,张清.工程项目管理学[M].武汉:武汉大学出版社,2003
[4]查京民.国际工程总承包项目管理[M].北京:化学工业出版社,2006
[5]仲景冰,王红兵.工程项目管理[M].北京:北京大学出版社,2006
[6]孟宪海,次仁顿珠,赵启.EPC总承包模式与传统模式之比较[J].经贸实务,NO.11,2004
[7]秦景光.抓住机遇促改企建制迎接挑战与国际接轨(中)[J].中国勘察设计,2004,(2)
[8]秦景光.抓住机遇促改企建制迎接挑战与国际接轨(下)[J].中国勘察设计,2004,(3)
[9]胡德银.现代EPC工程项目管理讲座(二)[J].有色冶金设计与研究,2004,25(1)
[10]林知炎主编.建设工程总承包务实[M].北京:中国建筑工业出版社,2004
[11]徐赟,李相国等.建设项目投标报价决策与风险分析[M].北京:中国水利水电出版社,2007
[12]孟宪海,赵启.EPC项目选择总承包商的原则与标准[J].经贸实务,NO.7,2005
[13]赵长歌,侯渡舟.工程招标采购的模糊多目标群决策分析[J].西安建筑科技大学学报(社会科学),2005,24(3)
[14]姜青舫.实用决策分析[M].贵阳:贵州人民出版社,1987
[15]赵延军,王晓鸣.房地产开发项目的效用决策模型研究[J].华中科技大学学报(城市科学),2006,23(1)
[16]国际咨询工程师联合会,中国工程咨询协会.设计采购施工(EPC)/交钥匙工程合同条件(1999年第1版)[M].北京:机械工业出版社,2002
[17]James L.Burati Jr.etc.Quality Managemem in Design and Construction[J],Journal of Construction Engineering and Management.1992,118(1)
[18]梁祖涛.论建设工程总承包中的工程设计投资控制[J].凯里学院学报,2007,25(6)
[19]宋晓红等.浅谈限额设计在工程设计中的作用[J].水利科技与经济,2006,12(12)
[20]吕文学.工程总承包(EPC)项目的设计分包管理[J].石油工程建设,NO.5,1999
[21]马骅.国际工程项目管理(四.EPC采购管理)[J].石油工程建设,2005,31(3)
[22]马向民,赵立新.试论EPC总承包工程的进度计划管理[J].工程论坛,NO.20,2004
[23]海因茨.韦里克等.管理学(全球化视角)[M].北京:经济科学出版社,2004
[24]商品住宅性能认定管理办法.建设部文件建住房[1999]114号
[25]王彬彬.国际工程总承包模式下承包商风险研究.北京交通大学硕士论文,2005.3
[26]张水波等.EPC总承包工程项目的争端与索赔[J].经贸实务,NO.2,2006
[27]张水波,何伯森.FIDIC新版合同条件导读与解析[M].北京:中国建筑工业出版社,2003
[28]Bryan M.Seifert.International Construction Dispute Adjudication under International Federation of Consulting Engineers Conditions of Contract and the Dispute Adjudication Board[J].Journal of Professional Issues In Engineering Education And Practice,2005,131(2):149-157
[29]汪小金.工程合同索赔[M].北京:中国建筑工业出版社,1995
[30]Turner J Rodney.Project Contract Management and A Theory of Organization[J].International Journal of Project Management.2001,19(8)
[31]陈巧莲.浅谈大型工程项目的信息管理[J].广东建材,2007.(6)
[32]何伯森.工程项目项目管理的国际惯例[M].北京:中国建筑工业出版社,2007.10
[33]胡德银.现代EPC32程项目管理讲座(三)[J].有色冶金设计与研究,2004,25(1)
[34]张铮林.对EPC模式系统学的浅见[J],四川水电,2007,26(5)
[35]胡德银.我国工程项目管理和工程总承包发展现状与展望[J].中国工程咨询,NO.2,2003
[36]By W.Edward Back and Karen A.Moreau.Cost and Schedule Impacts of Information Management on EPC Process[J].Journal of Management in Engineering,2000.3-4:59-70
[37]Project Management Institute(PMI)Standards Committee.A guide to the project management body of knowledge(PMBOK),1996
[38]李小东.中国建筑业组织及其合理化建议[M].北京:中国水利出版社,知识产权出版社,2006
[39]关于培育发展工程总承包和工程项目管理企业的指导意见.建设部建市[2003]30号