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随着我国改革开放的深入发展,我国承揽国外工程建设项目逐年增加。由于国外承包工程的外部环境及其它条件比国内复杂得多,且有许多不同的特点,因而选择好国外承包工程项目的项目经理和以项目经理为核心的项目管理集体是承包工程项目能否取得成功的关键因素之一。本文结合1993年由中国石化工程建设公司和中国石油工程建设公司(以下简称SEI/CPECC)承建的科威特艾哈迈迪炼油厂修复检修工程项目(以下简称RRP-C-01项目)在实施全过程中,对项目经理作一些粗浅的分析。 RRP-C-01项目是一个大型修复检修工
With the in-depth development of China’s reform and opening up, China’s foreign engineering construction projects have increased year by year. As the external environment and other conditions of foreign contracted projects are much more complex than domestic ones, and there are many different features, project managers who have chosen a good foreign contracted project and a project management group that has a project manager as the core are the ability to obtain contracted projects. One of the key factors for success. This article combines the repair and overhaul engineering project (hereinafter referred to as the RRP-C-01 project) of the Kuwaiti Ahmadi Refinery undertaken by the Sinopec Engineering Construction Company and the China Petroleum Engineering Construction Corporation (hereinafter referred to as SEI/CPECC) in 1993. In the project manager, some shallow analysis. The RRP-C-01 project is a large repair and maintenance worker