浅谈如何有效实施项目管理和过程控制  

Opinions on How to Implement Project Management and Process Control

作　　者：袁得芳[1] 陈微熙[1] 师成灿[1] 杨霞[1] 

机构地区：[1]中国石油青海油田公司井下作业公司研发中心

出　　处：《石油科技论坛》2013年第3期29-31,67,共3页PETROLEUM SCIENCE AND TECHNOLOGY FORUM

摘　　要：中国石油青海油田公司井下作业公司针对项目实施过程中出现的无统一流程管理、缺少监管和质量控制、延期拖后与中期终止时有发生、后期转化与应用效果差等问题,结合油田非科研单位实际,指出项目管理必须结合生产实际,必须产生安全效益和经济效益,必须依靠基层;抓好项目立项管理、实施管理、验收管理、成果管理四大环节;通过贴近生产实际需求开发革新项目,使科技项目在实际生产中发挥降低安全风险、降低劳动强度、降低作业污染、提高生产效率的"三降一提"的作用。Downhole Service Company of PetroChina Qinghai Oilfield Company is focused on a number of problems existing in execution of projects,such as lack of unified management,failure of monitoring and quality control,occasional extension of duration and suspension of the project,and poor results in later-on conversion and application.The article points out that project management should be combined with actual production with work safety and economic performance,based on the fact that the company is not an oil field scientific research unit.It is necessary to pay attention to four main links——management of project launch,management of project execution,management of examination and acceptance,and management of results.The creation projects developed on the basis of actual production can enable technological projects to reduce safety risk,work intensity and operational pollution and improve productivity.

关 键 词：科技项目 管理 实施 控制 

分 类 号：F426.22[经济管理—产业经济]