基于OKR模式的EPC项目绩效管理体系研究  

Research on performance management system of EPC project based on OKR model

作　　者：梁衍为 LIANG Yanwei(Heilongjiang University of Science and Technology,Harbin 150020,China)

机构地区：[1]黑龙江科技大学,黑龙江哈尔滨150020

出　　处：《石油工程建设》2024年第2期60-65,共6页Petroleum Engineering Construction

摘　　要：近年来,OKR管理模式除了被广泛应用于互联网公司外,不同行业和领域也越来越多地开始尝试。在EPC项目管理中,激励和提高团队成员的工作热情和提高技术创新能力,是实现项目效率、效益双提升的关键。OKR方法要求目标具有挑战性,与关键结果高度一致且不与个人绩效直接挂钩,强调双向及透明沟通,是一种非常适合EPC项目、技术研发、智造等知识型团队的绩效管理模式。以某石油公司EPC项目绩效管理为例,对常规的OKR方法做了三点创新,特别是将BSC和KPI的思想与OKR相结合。改进的OKR管理模式可为正处于数字经济新时期的石油企业EPC项目绩效管理提供借鉴。In recent years,OKR management model is not only widely used in Internet companies,but also increasingly experimented in different industries and fields.In EPC project management,incentivizing team members and improving their technical innovation ability isessential to higher efficiency and effectiveness.OKR requires that the objectives are not only challenging,but also highly consistent with the key results,not directly linked to individual performance,emphasizing two-way and transparent communication.It is a kind of management model that is very suitable for knowledge-based teams in EPC projects,technology research&development,and intellectual performance manufacturing.Taking the performance management of EPC project of an oil company as an example,this paper made three innovations to the conventional OKR method,especially combining the ideas of BSC and KPI with OKR.The improved OKR management model serves as a reference for the EPC project performance management of petroleum engineering enterprises in the period of digital economy.

关 键 词：OKR EPC项目 知识型团队 绩效管理 

分 类 号：F426.22[经济管理—产业经济] F272.92