大庆新华发电厂扩建工程项目管理研究
摘要
随着我国加入WTO 和经济体制改革的不断深入,如何在现有基础上进一步发展和完善我国电力建设工程项目管理,使电力企业能持续、健康地发展,已成为电力行业迫切需要研究和解决的课题。
本文结合项目管理理论,运用实证分析与规范分析方法,在对新华电厂扩建工程项目管理流程进行研究的基础上,重点探讨了电力工程项目管理过程中质量、进度、成本三要素的控制问题。
通过项目管理三要素的分析,指出质量、进度、成本的控制是关系项目成败的关键,三者既相互联系又相互制约,必须以企业效益最大化为出发点进行综合控制。同时对项目管理过程中存在的一些问题提出了解决的方法,并对电力工程项目管理过程中实行流程再造和优化提出了积极建议。
Project management is one of the advanced subjects of modern enterprisemanagement. At the present time, the construction of electric power engineeringis operating under a planned economy and the application of project managementtheories to electric power engineering still needs bettering. The urgent problem tobe solved of electric power engineering is how to apply the advancedmanagement theories and methods to it to sustain the development of theenterprise. The analysis of the present study is based on the project managementpractice of the expansion project of DaQingXinHua electric power. The purposeof the study is to help the relevant projects to use the experience for reference.
Project management is the systematic planning, organizing and controllingof allocated resources to accomplish project cost, time and performanceobjectives. Project management is normally reserved for focused, non-repetitive,time-limited activities with some degree of risk and that are beyond the usualscope of program (operational) activities for which the organization is responsible.Project management originated in 1950s and it widespread in European countries,while in China, project management needs bettering and problems appeared inimplementation need solving.
In project management, quality, time and cost are the three main elementsand must be balanced, among them quality is the most important.
Fossil-fuel generating plant is a rather complex systems engineering. Itrequires technology, large investment and a long term. The project managementof fossil-fuel generating plant includes not only the application of advanced
technology, complex management, allotment organization and control of thepeople, fund and substance, but also the efficient communication andconcordance among enterprises and departments. Only when the quality of theproject, time and cost are managed efficiently, can the accomplishment be insuredfundamentally. Among the three, project quality is the significant goal.
HuaNeng group is biggest power company, which is rich in experience inChina. While XingHua electric power that was founded in 1970s lives underHuaNeng group. In the process of implementation of the project, the followingproblems were found:
1.Improper assessing method of achievement and efficiency.
The general goal of XinHua project is to put into production of the machineshop according to the requirement as planed. The project team leader is assessedby it. Without the quantification and division of the partial objectives and specifictasks, there will be no system of prize and assessment. Meanwhile, as the realowner of XinHua project, incentive measures taken by HuaNeng group is for theperiod between the beginning of the project and the starting of the machine shop,after that economic effects have nothing to do with the project team. Thereforethe members of the project team only concern with the management of the projectand care for nothing about the economic effects after the starting of the machineshop, which is short --term behaviors.
2.Disproportion control of quality, time and cost.
Since the goal of project time is relatively clear, HuaNeng group check theproject mainly by time rather than the project quality and the control of cost. Soall the works is in the premise of time, effective system of high quality andcontrol of cost can’t work.
3.Lack of legal supervision.
Some people collude with the bidding company for private benefits whichdisorders the system of bidding, at the same time, the interference in bidding ofsome leader becomes the excuse of project team to shirk the responsibility for thecontrol of cost, thus no one is responsible for the problems of cost.
4.Lagging of management method
Although advanced management method such as matrix management patternis adapted, management concept of the people still remains in the traditionalpatterns. On the whole without the help of P3 software, the management is in arelatively low level.
5.Unsound project supervision system
There is no project supervision for the whole project. The members of theproject team supervise some processes. Due to the limitation of ability, time andexperience of the team members, the actual effect is not satisfactory.
Pointing to the problems above, effective measures are taken as follows:
1.Innovate the existing testing method of achievement and efficiency andevaluate project management from every aspect. Meanwhile, assess theachievement of a project in terms of economic effects, therefore not only theproject leader but also the entire project members will concern with the economiceffects and long term development.
2.Aim at the maximization of economic effects of the company to balancequality, time and cost. In the implementation of the project, first of all, determinethe general aim and specific aims and make sure there is no conflicts betweeneach other; secondly divide the tasks to individual person according to specificaims and lay stress on concordance of the whole.
本文结合项目管理理论,运用实证分析与规范分析方法,在对新华电厂扩建工程项目管理流程进行研究的基础上,重点探讨了电力工程项目管理过程中质量、进度、成本三要素的控制问题。
通过项目管理三要素的分析,指出质量、进度、成本的控制是关系项目成败的关键,三者既相互联系又相互制约,必须以企业效益最大化为出发点进行综合控制。同时对项目管理过程中存在的一些问题提出了解决的方法,并对电力工程项目管理过程中实行流程再造和优化提出了积极建议。
Project management is one of the advanced subjects of modern enterprisemanagement. At the present time, the construction of electric power engineeringis operating under a planned economy and the application of project managementtheories to electric power engineering still needs bettering. The urgent problem tobe solved of electric power engineering is how to apply the advancedmanagement theories and methods to it to sustain the development of theenterprise. The analysis of the present study is based on the project managementpractice of the expansion project of DaQingXinHua electric power. The purposeof the study is to help the relevant projects to use the experience for reference.
Project management is the systematic planning, organizing and controllingof allocated resources to accomplish project cost, time and performanceobjectives. Project management is normally reserved for focused, non-repetitive,time-limited activities with some degree of risk and that are beyond the usualscope of program (operational) activities for which the organization is responsible.Project management originated in 1950s and it widespread in European countries,while in China, project management needs bettering and problems appeared inimplementation need solving.
In project management, quality, time and cost are the three main elementsand must be balanced, among them quality is the most important.
Fossil-fuel generating plant is a rather complex systems engineering. Itrequires technology, large investment and a long term. The project managementof fossil-fuel generating plant includes not only the application of advanced
technology, complex management, allotment organization and control of thepeople, fund and substance, but also the efficient communication andconcordance among enterprises and departments. Only when the quality of theproject, time and cost are managed efficiently, can the accomplishment be insuredfundamentally. Among the three, project quality is the significant goal.
HuaNeng group is biggest power company, which is rich in experience inChina. While XingHua electric power that was founded in 1970s lives underHuaNeng group. In the process of implementation of the project, the followingproblems were found:
1.Improper assessing method of achievement and efficiency.
The general goal of XinHua project is to put into production of the machineshop according to the requirement as planed. The project team leader is assessedby it. Without the quantification and division of the partial objectives and specifictasks, there will be no system of prize and assessment. Meanwhile, as the realowner of XinHua project, incentive measures taken by HuaNeng group is for theperiod between the beginning of the project and the starting of the machine shop,after that economic effects have nothing to do with the project team. Thereforethe members of the project team only concern with the management of the projectand care for nothing about the economic effects after the starting of the machineshop, which is short --term behaviors.
2.Disproportion control of quality, time and cost.
Since the goal of project time is relatively clear, HuaNeng group check theproject mainly by time rather than the project quality and the control of cost. Soall the works is in the premise of time, effective system of high quality andcontrol of cost can’t work.
3.Lack of legal supervision.
Some people collude with the bidding company for private benefits whichdisorders the system of bidding, at the same time, the interference in bidding ofsome leader becomes the excuse of project team to shirk the responsibility for thecontrol of cost, thus no one is responsible for the problems of cost.
4.Lagging of management method
Although advanced management method such as matrix management patternis adapted, management concept of the people still remains in the traditionalpatterns. On the whole without the help of P3 software, the management is in arelatively low level.
5.Unsound project supervision system
There is no project supervision for the whole project. The members of theproject team supervise some processes. Due to the limitation of ability, time andexperience of the team members, the actual effect is not satisfactory.
Pointing to the problems above, effective measures are taken as follows:
1.Innovate the existing testing method of achievement and efficiency andevaluate project management from every aspect. Meanwhile, assess theachievement of a project in terms of economic effects, therefore not only theproject leader but also the entire project members will concern with the economiceffects and long term development.
2.Aim at the maximization of economic effects of the company to balancequality, time and cost. In the implementation of the project, first of all, determinethe general aim and specific aims and make sure there is no conflicts betweeneach other; secondly divide the tasks to individual person according to specificaims and lay stress on concordance of the whole.
引文
1.毕星瞿丽主编,《项目管理》,复旦大学出版社,2000 年4 月第1 版, 引用页码: P209～P223。
2.刘伊生编著,《建设项目管理》,清华大学出版社、北京交通大学出版社,2004 年9 月第2 版,引用页码: P125～P138。
3.马士华林鸣主编,《工程项目管理实务-范式、方法与管理表格》, 电子工业出版社,2003 年4 月第1 版,引用页码: P34～P42、P78～P80。
4.杨旭中张政治编著,《电力工程项目管理》,中国电力出版社,2001 年1 月第1 版,引用页码: P21～P31、P40～P49、P121～P147。
5.杨旭中编著,《电力工程造价控制》,中国电力出版社,1999 年7 月第1 版,引用页码: P50～P53、P99～P106。
6.小塞缪尔.J.曼特尔编著,《项目管理实践》,电子工业出版社,2002 年第1 版,引用页码: P5。
1.春洪浩:《二滩水电站建设项目管理的实践与思考》,引用页码:P33～P39、P42～P43。
2.胡勇:《电站工程项目管理-改进东方公司工程项目管理之研究》,引用页码:P4、P35、P41。
3.王静:《建筑工程项目管理的成本、进度和质量监控案例分析》,引用页码:P16～P17、P34～35。
2.刘伊生编著,《建设项目管理》,清华大学出版社、北京交通大学出版社,2004 年9 月第2 版,引用页码: P125～P138。
3.马士华林鸣主编,《工程项目管理实务-范式、方法与管理表格》, 电子工业出版社,2003 年4 月第1 版,引用页码: P34～P42、P78～P80。
4.杨旭中张政治编著,《电力工程项目管理》,中国电力出版社,2001 年1 月第1 版,引用页码: P21～P31、P40～P49、P121～P147。
5.杨旭中编著,《电力工程造价控制》,中国电力出版社,1999 年7 月第1 版,引用页码: P50～P53、P99～P106。
6.小塞缪尔.J.曼特尔编著,《项目管理实践》,电子工业出版社,2002 年第1 版,引用页码: P5。
1.春洪浩:《二滩水电站建设项目管理的实践与思考》,引用页码:P33～P39、P42～P43。
2.胡勇:《电站工程项目管理-改进东方公司工程项目管理之研究》,引用页码:P4、P35、P41。
3.王静:《建筑工程项目管理的成本、进度和质量监控案例分析》,引用页码:P16～P17、P34～35。