境外大型工程承包项目风险管理实践  

作　　者：赵清[1] 赵淑红[1] 

机构地区：[1]中国石化工程建设公司

出　　处：《工程建设项目管理与总承包》2012年第5期10-13,共4页Project Management and EPC/Turnkey Contract

摘　　要：境外大型工程承包项目具有合同工期长，合同金额大，合作模式多样化等特点，在合同履行过程中要面临更多的不确定性，因此有必要实施风险管理。按照项目执行周期划分，境外大型工程承包项目的风险管理可以分为投标报价和项目执行两个阶段管理。投标报价阶段风险管理的主要工作是识别风险，制定应对策略，并通过定量分析计算风险储备金，从而确定合理的投标价格。项目执行阶段风险管理的主要任务是风险应对和监控，包括执行应对措施、跟踪已识别的风险、检测残余风险、识别新风险、确保风险计划的执行并评估其降低风险的有效性。It is necessary to implement risk management on the major overseas EPC projects, which is determined by its properties with long contract period, huge budget and various contract modes, including EPC, EP, EPCM and PMC etc. According to the project life cycle, the risk management practices for major overseas EPC projects can be divided into bidding phase and execution phase. In the bidding phase, risk management shall focus on risk identification, risk response strategy and risk reserve estimation by Monte Carlo simulation to figure out the tender price. In the execution phase, implementing risk response plan, monitoring plans to make sure the response strategy is effective, assessing residual risk, identifying new risk are the main tasks.

关 键 词：风险管理 境外 总承包工程 

分 类 号：TU71[建筑科学—建筑技术科学]