EPC工程承包项目管道工程协同管理实践

塔河重质原油改质项目是全厂性EPC工程承包建设项目。通过该EPC工程承包项目实例,论述了EPC工程承包商基于协同管理理念,整合和优化其工程机能和资源,强化管道工程的工作流、信息流和物资流中若干关键环节的管理。协同管理的核心理念在于通过工作协同、信息协同和资源协同,提高绩效,达成目标。介绍了协同管理在该项目管道工程管理上的应用,探索了以设计为主体的EPC工程承包商将设计优势延伸至采购和施工,扩展到项目控制,实现设计、采购和施工以及项目控制深度交叉,高度融合,协同管理的途径,确保了项目质量良好,按时中交,提前40余天一次投料开车成功。

Practice of synergistic management in piping engineering of EPC project

Tahe heavy oil upgrading project is a plant-wide EPC contract project. Through a case study on the implementation of EPC contract, the synergistic management concept the EPC contractor is based on is described. The practice of synergetic management has integrated and optimized the project mechanisms and re- sources, and strengthened the management of critical work flow, information flow and material flow piping pro- ject. The core concept of synergistic management aims at improving work performance through work synergy, information synergy and resource synergy to realize the specified objectives. The application of synergistic man- agement in piping engineering of the EPC project is described. The EPC contractor with engineering as its main function has the project engineering advantages which he can extend to procurement and construction or even to project controls to realize the deep overlapping, high integration and effective synergistic management of engineering, procurement, construction and project controls. As the results, the project quality has been ensured. The project has been handed over as scheduled and successfully commissioned 40 days before the schedule.