国际EPC总包项目下的设计咨询业务风险管理研究
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摘要
近期我国铁路施工企业积极参与国际铁路市场的竞争,但承包企业管理水平多停留在设计、采购、施工平行建设承包模式上,而国际市场普遍采用“设计-采购-施工总承包”模式(即Engineering-Procurement-Construction,简称EPC总承包),因此国内铁路设计和施工企业必须改变传统的设计、施工平行总承包模式下功能单一的经营模式,适应市场机制,积极参与海外项目,提高承接海外交钥匙项目的能力。本文作者在近几年参与了国内铁路设计、高铁四电集成、巴基斯坦铁路信号重建工作后,总结工作经验、对比不同模式,以巴基斯坦项目设计业务为切入点,以风险管理理论为基础,研究在实施阶段的铁路信号海外EPC项目,由设计单位分包的设计咨询业务与传统业务的差别和管理措施。研究设计单位在从事国际铁路工程EPC项目的咨询和设计业务时如何识别风险、如何加强管理以避免和化解风险,进而实现整体项目管理目标。
本文主要内容有：(1)巴基斯坦铁路项目的设计分包业务的风险识别；(2)对EPC项目的主要设计过程和问题进行深入分析,如设计计划的制定、设计与采购、施工的沟通等,并提出问题解决方案；(3)EPC项目的设计控制,重点对工程实施阶段的设计控制进行分析,闸述了在设计进度、质量、成本控制方面的要点；(4)EPC项目的设计管理策略和方法。
The parallel contract mode of engineering, procurement, and construction have been applied in our domestic railway engineering projects for a very long time, while the overall contract mode of Engineering-Procurement-Construction (EPC in short) is commonly adopted in the international market. Therefore, domestic railway engineering and construction companies must change the traditional single-functioned business mode of parallel contract with engineering and construction, and adapt to the market mechanism with more involvement in oversea projects, thus improving the competency in international turnkey projects. With the experiences of domestic railway engineering, the integration of electricity, traction power supply, communication & signaling in high-speed railways, and railway re-signaling project in Pakistan, the author of this thesis by summarizing his work and comparing different business modes, studies the differences and managements of traditional business and engineering consultancy sub-contracted by engineering company on the basis of an on-going oversea signaling EPC project—Pakistan Railway Re-signaling Project with the method of risk management theory. This thesis carries out a research on how designing companies identify risks and strengthen management to prevent and mitigate those risks realizing an overall project management in consultancy and engineering of international railway EPC projects. The main contents of this thesis are:
1. Risk identification in sub-contracted engineering in Pakistan Railway Re-signaling Project;
2. Further analysis of major engineering procedures and problems in EPC projects, such as making engineering schedule, engineering and procurement, and communication during construction, etc. Solutions to the problems are proposed as well.
3. Engineering control in EPC projects, especially that in the period of project construction phase. Key points in the aspects of engineering progress, quality, and cost control are demonstrated.
4. Strategies and methods of engineering management in EPC projects.
本文主要内容有：(1)巴基斯坦铁路项目的设计分包业务的风险识别；(2)对EPC项目的主要设计过程和问题进行深入分析,如设计计划的制定、设计与采购、施工的沟通等,并提出问题解决方案；(3)EPC项目的设计控制,重点对工程实施阶段的设计控制进行分析,闸述了在设计进度、质量、成本控制方面的要点；(4)EPC项目的设计管理策略和方法。
The parallel contract mode of engineering, procurement, and construction have been applied in our domestic railway engineering projects for a very long time, while the overall contract mode of Engineering-Procurement-Construction (EPC in short) is commonly adopted in the international market. Therefore, domestic railway engineering and construction companies must change the traditional single-functioned business mode of parallel contract with engineering and construction, and adapt to the market mechanism with more involvement in oversea projects, thus improving the competency in international turnkey projects. With the experiences of domestic railway engineering, the integration of electricity, traction power supply, communication & signaling in high-speed railways, and railway re-signaling project in Pakistan, the author of this thesis by summarizing his work and comparing different business modes, studies the differences and managements of traditional business and engineering consultancy sub-contracted by engineering company on the basis of an on-going oversea signaling EPC project—Pakistan Railway Re-signaling Project with the method of risk management theory. This thesis carries out a research on how designing companies identify risks and strengthen management to prevent and mitigate those risks realizing an overall project management in consultancy and engineering of international railway EPC projects. The main contents of this thesis are:
1. Risk identification in sub-contracted engineering in Pakistan Railway Re-signaling Project;
2. Further analysis of major engineering procedures and problems in EPC projects, such as making engineering schedule, engineering and procurement, and communication during construction, etc. Solutions to the problems are proposed as well.
3. Engineering control in EPC projects, especially that in the period of project construction phase. Key points in the aspects of engineering progress, quality, and cost control are demonstrated.
4. Strategies and methods of engineering management in EPC projects.
引文
[1]钟玉平.国际水电工程EPC项目实施风险管理[学位论文].国防科学技术大学.2007.11
[2]王卉.EPC总承包项目的设计要素研究[学位论文].天津大学.2006.01
[3]吉军鹏.公路勘察设计企业参与国际项目EPC总承包研究[学位论文].长安大学.2008.12
[4]王勇.雷黎.纪寿文.基于AHP法出行方式的分析.中国科技信息.2007年02期98～101
[5]姚观.涉外化工项目设计风险谈.广东化工.1999年03期.51～59
[6]陈靓.EPC模式工程中设计咨询工作的风险管理.建筑设计管理.2010年第1期.7～9
[7]张崇涛.EPC总承包模式的风险管理.建筑管理现代化.2004年第3期.12～14
[8]徐伟.风险管理在水电设计企业EPC项目中的应用.水利与建筑工程学报.2010年10月第5期.143～146
[9]王建军.海外工程设计及建造项目管理.科技资讯.2010年16期.161
[10]郭威.基于AHP方法选择以设计为龙头的EPC风险管理关键因素.广东水利水电.2010年第6期.39～41
[11]蒋林魁等.水电设计院在EPC项目中的优势及项目风险对策研究.中国水能及电气化.2010年11期.19～24
[12]肖茂堂.我国承包企业如何做好国际EPC总承包项目,项目管理技术.2010年第3期.75～78
[13]陈忠江.某海外新建炼油厂EPC项目管理中的WBS分解实例,石油化工建设,2008年第6期.12～27
[14]李大茂.电力设计企业开展海处输电线路EPC总承包的基本策略,能源技术经济,2011年第1期,62～66
[15]李小宁.海外大型石化项目EPC总承包管理实践—苏丹喀土穆炼油厂扩建项目,石油化工建设,2009年第4期,28～32
[16]阎继宏.海外EPC项目设计风险的管理分析与对策,北京石油管理干部学院学报,2009年第4期,25～29
[17]仲崇贞.避免工期风险-国外电站EPC项目的措施,国际经济合作,2006年第8期,52～54
[18]中华人民共和国建设部.GB/T.50358-2005.建设项目工程总承包管理规范.中国建筑工业出版社.2005年第1版.
[19]刘伊生.工程造价管理基础理论与相关法规,2009版.中国计划出版社.2009.
[20]Tender Document Provision of November 2006 Modern Signaling System (LON-KWL) Technical Specifications.Pakistan Railways.2006.
[21]Tender Documents Provision of Modern Signaling System Bin Qasim to Mirpur Mathelo Double Line Section.Pakistan Railways.2008.
[22]Master Programme of Pakistan Railway Rehabilitation Signaling Project.2010.
[23]Work Breakdown Structure of Replacement of Old and Damaged Signal Gear From Mirpur Mathelo to Bin Qasim Section of Pakistan Railways. Bombardier Inc.2010.
[24]FIDIC.The FIDIC Contracts Guide:Conditions of Contract for EPC/Turnkey Projects,FIDIC.1999.
[25]PMI.PMBOK GUIDE FOURTH EDITION. PROJECT MGMT INST.2009.
[2]王卉.EPC总承包项目的设计要素研究[学位论文].天津大学.2006.01
[3]吉军鹏.公路勘察设计企业参与国际项目EPC总承包研究[学位论文].长安大学.2008.12
[4]王勇.雷黎.纪寿文.基于AHP法出行方式的分析.中国科技信息.2007年02期98～101
[5]姚观.涉外化工项目设计风险谈.广东化工.1999年03期.51～59
[6]陈靓.EPC模式工程中设计咨询工作的风险管理.建筑设计管理.2010年第1期.7～9
[7]张崇涛.EPC总承包模式的风险管理.建筑管理现代化.2004年第3期.12～14
[8]徐伟.风险管理在水电设计企业EPC项目中的应用.水利与建筑工程学报.2010年10月第5期.143～146
[9]王建军.海外工程设计及建造项目管理.科技资讯.2010年16期.161
[10]郭威.基于AHP方法选择以设计为龙头的EPC风险管理关键因素.广东水利水电.2010年第6期.39～41
[11]蒋林魁等.水电设计院在EPC项目中的优势及项目风险对策研究.中国水能及电气化.2010年11期.19～24
[12]肖茂堂.我国承包企业如何做好国际EPC总承包项目,项目管理技术.2010年第3期.75～78
[13]陈忠江.某海外新建炼油厂EPC项目管理中的WBS分解实例,石油化工建设,2008年第6期.12～27
[14]李大茂.电力设计企业开展海处输电线路EPC总承包的基本策略,能源技术经济,2011年第1期,62～66
[15]李小宁.海外大型石化项目EPC总承包管理实践—苏丹喀土穆炼油厂扩建项目,石油化工建设,2009年第4期,28～32
[16]阎继宏.海外EPC项目设计风险的管理分析与对策,北京石油管理干部学院学报,2009年第4期,25～29
[17]仲崇贞.避免工期风险-国外电站EPC项目的措施,国际经济合作,2006年第8期,52～54
[18]中华人民共和国建设部.GB/T.50358-2005.建设项目工程总承包管理规范.中国建筑工业出版社.2005年第1版.
[19]刘伊生.工程造价管理基础理论与相关法规,2009版.中国计划出版社.2009.
[20]Tender Document Provision of November 2006 Modern Signaling System (LON-KWL) Technical Specifications.Pakistan Railways.2006.
[21]Tender Documents Provision of Modern Signaling System Bin Qasim to Mirpur Mathelo Double Line Section.Pakistan Railways.2008.
[22]Master Programme of Pakistan Railway Rehabilitation Signaling Project.2010.
[23]Work Breakdown Structure of Replacement of Old and Damaged Signal Gear From Mirpur Mathelo to Bin Qasim Section of Pakistan Railways. Bombardier Inc.2010.
[24]FIDIC.The FIDIC Contracts Guide:Conditions of Contract for EPC/Turnkey Projects,FIDIC.1999.
[25]PMI.PMBOK GUIDE FOURTH EDITION. PROJECT MGMT INST.2009.