设计牵头EPC项目管理及应对措施——以某大学研究院项目为例  

Design-Led EPC Project Management and Response Measures:Taking a University Research Institute Projectasan Example

作　　者：汪超平 杜东芝 时开青 Wang Chaoping;Du Dongzhi;Shi Kaiqing(China United Engineering Corporation,Hangzhou 310002,China)

机构地区：[1]中国联合工程有限公司,杭州310022

出　　处：《绿色建造与智能建筑》2025年第3期149-151,170,共4页Green Construction and Intelligent Building

摘　　要：设计牵头EPC总承包管理联合体模式优越性明显,实施过程中出现的不足与短边日渐频繁。本文以某大学研究院设计牵头的EPC项目为例,结合项目在实施过程中遇到的问题和困难,围绕团队建设、统筹管理、设计管理、进度管理四个方面进行分析,提出具体的经验总结,以期为设计牵头的联合体EPC总承包项目管理提供借鉴与参考。The superiority of the design-led EPC general contracting consortium model is evident,but the deficiencies and shortcomings in the implementation process are becoming increasingly frequent.This article takes an EPC project led by a university research institute as an example,and based on the issues and difficulties encountered during the project implementation,it analyzes and summarizes specific experiences in four aspects:team building,overall management,design management,and schedule management.The aim is to provide references and insights for the management of design-led consortium EPC general contracting projects.

关 键 词：设计牵头 联合体EPC 项目管理 

分 类 号：TU712.1[建筑科学—建筑技术科学]