超大型企业集团信息化项目推广实施工作的一个突出难题是无法在实施效果与实施周期、实施成本之间取得一个三全其美的结果,尤其像中国石油天然气集团公司这类超大型中央企业,项目投资大、实施范围广、实施周期长、应用见效慢慢已经成为此类企业信息化项目的普遍特点,更为严峻的是历时几年上线的信息系统却要面临技术落伍、运维费激增等困境。如何深入研究此类项目的推广实施实务工作,对加快企业信息化进程、节约投资成本具有非常重要的意义,能够直接的推动此类企业实现信息化项目向投资小、快速规范推广、即刻见效的转变。中国石油的目标是建立综合性国际能源公司,企业规模大、产业链条长,业务遍布国内外,无论是为了增强集中管控能力、还是为了提高整体运营和效率水平,建设绿色、国际、可持续的综合性国际能源公司,都离不开信息化的全面支持。 A prominent problem in popularizing and implementing the informatization project for super-large enterprise groups is the inability to achieve the best of both worlds in terms of the implementation effect, the implementation period and the implementation cost. In particular, the super-large-scale central enterprises such as China National Petroleum Corporation Large investment, wide range of implementation, long implementation period and slow application have become the general characteristics of such enterprise informatization projects. What is even more serious is that information systems that have been online for a few years face technological overdone and surge in operation and maintenance costs Dilemma. How to further study the promotion and implementation of such projects is of great significance to accelerating the process of enterprise informatization and saving the investment cost. It can directly promote the informatization projects of such enterprises to make small investment, quick and standard promotion, immediate and effective change. CNPC’s goal is to establish a comprehensive international energy company with a large scale, long industrial chain and business operations both at home and abroad, whether for enhancing centralized control capabilities or for enhancing the overall operation and efficiency level and building a green, international and sustainable Comprehensive international energy companies, are inseparable from the full support of information technology.