發(fā)布時(shí)間：2018-05-12 08:01

  本文選題：國(guó)際工程 + 項(xiàng)目管理��； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：改革開放以來,我國(guó)對(duì)外承包工程業(yè)務(wù)規(guī)模逐年擴(kuò)大,取得了很大的進(jìn)步和成績(jī),同時(shí)也暴露出了許多弱點(diǎn)和問題,特別是較低的施工項(xiàng)目管理水平嚴(yán)重制約著我國(guó)施工企業(yè)海外業(yè)務(wù)的發(fā)展前景。近年來中國(guó)鐵建兵敗沙特輕軌項(xiàng)目、中海外-中鐵隧道折戟波蘭A2公路項(xiàng)目等重大海外工程事件已經(jīng)為我們敲響了警鐘,提升國(guó)際工程施工項(xiàng)目管理水平已經(jīng)成為了當(dāng)務(wù)之急。 在上述背景下,本文選取非洲某國(guó)供水工程施工項(xiàng)目管理案例作為研究對(duì)象有著重要的時(shí)代背景和現(xiàn)實(shí)意義。非洲某國(guó)供水工程施工項(xiàng)目是由兩家中國(guó)公司組成V-B內(nèi)部聯(lián)營(yíng)體來共同實(shí)施的,該項(xiàng)目是一個(gè)專業(yè)性強(qiáng)、工程門類繁多、工程技術(shù)復(fù)雜的大型綜合性的工程項(xiàng)目,對(duì)承包商在技術(shù)上和商務(wù)上都很有挑戰(zhàn)性。項(xiàng)目實(shí)施期間,中國(guó)承包商遭遇到了施工項(xiàng)目管理方面的很多困難,例如監(jiān)理工程師簽發(fā)了大量的變更令和現(xiàn)場(chǎng)指令、當(dāng)?shù)貙�業(yè)分包商普遍履約能力差、中方人員國(guó)際化水準(zhǔn)不高、中方人員對(duì)當(dāng)?shù)氐募夹g(shù)規(guī)范和施工慣例不適應(yīng)等。雖然中國(guó)承包商已經(jīng)盡了最大努力去解決施工項(xiàng)目管理上的問題,但該項(xiàng)目還是最終被業(yè)主終止了合同,承包商的施工機(jī)械設(shè)備被扣押,履約保函被沒收,還遭受了工期罰款,累計(jì)虧損達(dá)3000萬美金。 基于實(shí)事求是的原則,本文花了大量的篇幅詳細(xì)介紹了該供水工程施工項(xiàng)目管理的方方面面情況,在肯定成績(jī)的同時(shí)主要披露了該工程在施工項(xiàng)目管理上存在的諸多弊端和不足,然后對(duì)該工程施工項(xiàng)目管理不善的原因進(jìn)行了多方面的分析和研究,找出了問題的癥結(jié)所在。在分析和研究的過程中,本文還介紹了國(guó)際工程施工項(xiàng)目的12大特點(diǎn),梳理了目前國(guó)際工程施工項(xiàng)目管理方面的文獻(xiàn),并從國(guó)際工程項(xiàng)目管理的理論角度出發(fā)分析了該工程的項(xiàng)目管理狀況并研究了項(xiàng)目管理最終失敗的原因。筆者獨(dú)有見解地揭示了中國(guó)施工企業(yè)在國(guó)際工程市場(chǎng)上存在的3大短板。 在詳細(xì)分析和研究的基礎(chǔ)上于論文最后得出結(jié)論和啟示,提出了3點(diǎn)政策建議和我國(guó)對(duì)外施工承包企業(yè)在國(guó)際工程施工項(xiàng)目管理中應(yīng)重點(diǎn)關(guān)注的15個(gè)方面的問題及對(duì)策。
[Abstract]:Since the reform and opening up, the scale of China's foreign contracting projects has expanded year by year, and great progress and achievements have been made. At the same time, many weaknesses and problems have been exposed. Especially the low level of construction project management seriously restricts the development prospects of overseas business of Chinese construction enterprises. In recent years, China's railway construction troops have defeated the Saudi light rail project, and the major overseas engineering events, such as the Sino-overseas China Railway Tunnel and the Polish A2 Highway Project, have sounded the alarm for us, and it has become a top priority for us to improve the management level of international construction projects. Under the above background, this paper selects a water supply project management case of a water supply project in Africa as the research object, which has important background and realistic significance. The construction project of a water supply project in a certain African country was jointly implemented by two Chinese companies forming a V-B internal consortium. The project is a large-scale and comprehensive project with a strong professionalism, various engineering categories, and complex engineering techniques. It is technically and commercially challenging for the contractor. During the implementation of the project, Chinese contractors encountered many difficulties in the management of construction projects, such as a large number of change orders and on-site orders issued by supervisory engineers, and poor performance by local professional subcontractors. The internationalization level of Chinese personnel is not high, and Chinese personnel are not adapted to local technical specifications and construction practices. Although the Chinese contractor has tried his best to solve the construction project management problem, the project was eventually terminated by the employer, the contractor's construction machinery and equipment were seized, the performance guarantee was confiscated, and the construction period was fined. The accumulated loss amounted to $30 million. Based on the principle of seeking truth from facts, this paper has devoted a great deal of space to introduce in detail all aspects of the construction project management of the water supply project. At the same time, this paper mainly discloses many disadvantages and shortcomings in the construction project management of the project, and then analyzes and studies the causes of the mismanagement of the construction project in many aspects, and finds out the crux of the problem. In the course of analysis and research, this paper also introduces 12 major characteristics of international engineering construction projects, and combs the current literature on international engineering construction project management. From the perspective of the theory of international project management, this paper analyzes the project management situation of the project and studies the causes of the final failure of the project management. The author reveals three short plates in the international engineering market of Chinese construction enterprises. On the basis of detailed analysis and research, the paper draws conclusions and enlightenments at the end of the paper, and puts forward three policy suggestions and 15 problems and countermeasures which should be paid attention to in the international construction project management of our country's foreign construction contracting enterprises.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TU991.05;TU71

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