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W国油田扩建项目是由中方和W方联合体执行的大型EPC项目,在执行过程中遇到了诸如项目执行模式复杂、工作流程和设计方法不同、业主要求严苛等诸多问题,从而给进度控制与管理工作带来了一定的困难。从计划工作的特点难点,计划工作的内容——进度计划、进度统计、进度报告、进度汇报、进度预测,进度滞后的原因分析等方面,全面剖析了该项目的计划管理工作,并从中总结了以联合体形式在海外承包EPC项目的典型经验教训,为同行提供思路。
W State Oilfield Expansion Project is a large-scale EPC project implemented by the Chinese side and the W-side consortium. During the implementation process, many problems such as complex project execution modes, different workflows and design methods, strict owner requirements and many other issues were encountered, thus giving progress control And management has brought some difficulties. From the difficult points of the planning work, the contents of the planning work - the progress planning, the progress statistics, the progress report, the progress reporting, the progress forecasting, the reason analysis of the progress lagging and so on, comprehensively analyzed the project plan management and summarized Typical experiences and lessons learned from contracting out EPC projects overseas in the form of consortia provide ideas for peers.