水电类国际工程承包项目管理要素分析  

Critical success factors in international hydropower contract project management

作　　者：陈文超[1] 强茂山[1] 林正航[1] 

机构地区：[1]清华大学水沙科学与水利水电工程国家重点实验室,项目管理与建设技术研究所,北京100084

出　　处：《水力发电学报》2014年第5期228-234,共7页Journal of Hydroelectric Engineering

基　　金：国家自然科学基金面上项目(51179086);国家自然科学基金面上项目(51079070);国家自然科学基金委员会;二滩水电开发有限责任公司雅砻江水电开发联合研究基金重点项目(50539130)

摘　　要：与常规工程项目相比,水电类国际工程承包项目具有规模大、周期长、项目地点特殊、牵涉利益相关者复杂、风险来源广等特点。对已建项目进行数据资料的对比分析和实证研究,具有很强的理论探索和实践指导意义。本研究依据2006-2010年ENR年度报告数据,选取具有代表性的企业样本与项目样本,对包括麦洛维大坝、罗赛雷斯大坝、巴贡水电站、塔里干水利枢纽等10个项目样本进行结构化数据收集。基于公开性资料的实证研究表明,联营体机制规划、汇率风险、国际合同惯例、变更管理、争端解决机制(DAB/DRB)、国际技术标准等12个管理要素是水电类国际工程承包项目管理中的关键要素,并且其形成机理与该类项目的规模周期、项目性质与环境的特殊性密切相关。In comparison with conventional engineering projects, international hydropower engineering projects have exclusive characteristics： large-scale, long-term, special-situated, complicated relationship with stakeholders, diverse risk sources, etc. It is of great directive significance to conduct an empirical study with the data obtained from the projects that were accomplished. From the 2006-2010 Engineering News-Record （ENR） Annual Report, a sample of ten typical projects including Merowe Dam, Roseires Dam, Bakun Dam and Taleghan Dam were selected for structural data in this empirical study based on public documents. In international hydropower contract project management, twelve factors were recognized as critical success factors, including strategic of joint venture, exchange rates, international practice of contract, variation of contract, DAB/DRB, and international technique standard, and the formation mechanism of these factors is closely related to the scale, cycle, and environment of the projects.

关 键 词：水利水电工程 管理要素 实证研究 中国承包商 

分 类 号：TU7[建筑科学—建筑技术科学]