项目管控在海外工程总承包项目管理中的创新实践  

Management innovation and practice of project control in overseas EPC project

作　　者：蔡伟[1] 吴平 潘海涛[1] 刘俊生[1] CAI Wei;WU Ping;PAN Hai-tao;LIU Jun-sheng(CCCC Water Transportation Consultants Co.,Ltd.,Beijing 100007,China;China Harbor Engineering Co.,Ltd.,Beijing 100027,China)

机构地区：[1]中交水运规划设计院有限公司,北京100007 [2]中国港湾工程有限责任公司,北京100027

出　　处：《水运工程》2021年第10期27-30,共4页Port & Waterway Engineering

摘　　要：传统的总承包项目多存在设计和施工脱节的问题,而设计院因内部管理机制问题也常无法充分发挥牵头优势。依托典型国际现汇总承包项目,以设计院视角充分把握其牵头实施项目的总体及技术优势,以设计部门牵头实施的模式克服内部管理问题,通过“一颗心”“一条船”“一盘棋”“一家人”的顶层设计,“融合管理”共赢组织构建和“对赌承诺”考核机制等系列管理创新实践活动,充分调动利益相关方及基层团队的积极性,实现技术创造价值的管理目标。项目的顺利推动体现管理机制创新的有效性,所采取的管理措施可为类似海外工程提供参考。Traditional EPC projects often suffer from a disconnection between design and construction,and design institutes often fail to play the role of leading advantage due to the problems of internal management.This paper is based on a typical international project with cash settlement.Fully grasping the overall and technical advantages from the perspective of the design institute and overcoming the internal management problems with the mode of the design department leading,with the top-level design formed by“One Intention”,“One Boat”,“One Chessboard”,and“One Family”,and by the mode of“Combination Management”and the system of“Earn-out Commitment”,the enthusiasm of project management team is fully motivated and the management objective of creating value through technology value from technology is achieved.The successful implementation of the project proves the effectiveness of such innovative management,which may serve as reference for similar projects.

关 键 词：工程总承包 海外项目 共赢 融合管理 对赌承诺 属地化 

分 类 号：U655.55[交通运输工程—港口、海岸及近海工程] U652.71[交通运输工程—船舶与海洋工程]