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EPC总承包模式是目前大型工程项目中采用最多的一种项目运作模式,它有着提高项目效益、权责分明、总价合同的特点。总承包商在与业主签订总承包合同后,就承担着工程项目建设的重任,并对工程进度负有全责。然而,由于总承包商的分包商较多,容易出现工程进度耦合性差、分交混乱和应急响应不及时等事件,使工程总体进度滞后,进而影响了公司的信誉和利润。本文从EPC工程特点出发,探讨总承包商应如何管理和协调各承包商,编制行之有效的进度计划、建立有效的沟通机制、定期/不定期召开工程协调会和制定预警/应急响应机制,提高工程管理水平,保证工程项目的总体进度,按时、保质、保量完成工程项目。
EPC general contract mode is the most widely used project in large-scale project operation mode, it has to improve project efficiency, rights and responsibilities, the characteristics of the contract price. After the general contractor has signed the general contracting contract with the owner, it undertakes the important task of construction of the project and takes full responsibility for the progress of the project. However, due to the large number of sub-contractors of the general contractor, there is a tendency of poor coupling of project schedule, chaotic delivery and improper emergency response, which lags the overall progress of the project and further affects the company’s reputation and profit. Based on the characteristics of EPC project, this paper discusses how the general contractor should manage and coordinate the contractors, formulate effective schedule, establish effective communication mechanism, hold regular / occasional project coordination meetings and formulate early warning / emergency response mechanism, Improve the project management level, ensure the overall progress of the project, complete the project on schedule, durability and quantity.