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SC石化项目IPMT模式应用案例研究

发布时间:2019-01-09 13:03  文章来源:笔耕文化传播
【摘要】:目前,国内千万吨级大型炼厂工程管理模式各异,均在积极探索先进的管理技术。为了保证中国石油天然气股份公司(以下简称:中国石油)批量千万吨级大型炼厂项目建设,满足中国石油炼油发展需要,研究千万吨级大型炼厂工程建设管理与应用,开发适应中国石油千万吨级大型炼厂工程项目管理模式,必将快速推动中国石油炼油业务的高速发展。IPMT模式从引入到现在,已经在中国石油的多套大型炼厂上进行应用,虽然IPMT模式在大型建设项目上取得了斐然的成绩,但一味照搬国外的IPMT模式,也产生了水土不服。中国石油应根据工程项目的建设地点、项目特点、外部环境、企业内部特点以及项目所在地是否有老厂依托等因素,针对性的选择一套适合自身发展的管理模式。本文主要针对新建大型炼厂,没有老厂依托的建设项目,因为该类新建项目业主方需要新组建组织管理模式,故受传统的管理模式影响较小,较容易形成一致管理思路,并利于贯彻执行,因其打破了区域的局限性,非常适合采用IPMT模式。正因上述需要,SC石化项目正好提供了摸索和实践的机会,本文以SC石化项目IPMT模式应用为案例,针对IPMT模式在SC石化项目上的应用现状,运用项目组织管理理论,分析组织管理过程中存在的问题,如:业主方和受委托的项目管理方之间的协调与配合,组织结构模式选择,人员任命及授权,部门或人员间的矛盾与冲突等等。运用质量管理、进度管理理论的相关知识,分析质量管理工作中存在的漏洞和不足,进度管理工作中存在的欠缺和不足等诸如此类问题。以业主方的角度,运用理论与实践相结合,采用文献研究法、实证研究法的方法,在组织管理、质量管理、进度管理三个方面,提出问题,分析原因,采取对策并提出优化建议,也为中国石油千万吨级大型炼厂工程项目建设提供有益的借鉴和对策。第一章,绪论,本章主要阐述所研究项目的背景、意义、方法和内容,明确写作思路,列出论文的结构。第二章,案例正文,描述企业基本背景和SC石化项目概况,对SC石化项目IPMT模式的确定依据以及IPMT模式在SC石化项目上应用的现状和出现的问题进行介绍。第三章,案例分析,以现代项目管理理论为基础,引用项目管理模式、组织管理、质量管理、进度管理、沟通与冲突管理等相关理论,分析IPMT模式选择的优势并进行可行性分析。运用分析方法,研究并分析出IPMT模式在SC石化项目应用中,在组织管理、质量管理、进度管理三个方面所出现问题的根源。第四章,管理对策与建议,针对现状存在的问题以及产生的原因,制定管理对策以有效解决问题,并提出优化建议。最后,结论,对本文内容作简要总结,提升对本文的研究意义。
[Abstract]:At present, there are different management models in domestic ten-million-ton refinery engineering, and they are actively exploring advanced management technology. In order to ensure the large refinery project construction of China National Petroleum Corporation (hereinafter referred to as PetroChina), and to meet the development needs of China Petroleum Refinery, the project construction management and application of 10 million ton large refinery project are studied. Development and adaptation to the project management model of PetroChina's ten million tonnage large refineries will promote the rapid development of China's petroleum refining business. The IPMT model has been applied to many large refineries in PetroChina since its introduction. Although the IPMT model has made great achievements in the large-scale construction projects, but blindly copying the foreign IPMT model, it has also produced a difficult situation. According to the construction location, project characteristics, external environment, internal characteristics of the enterprise and whether there are old factories in the project location, PetroChina should choose a set of management mode suitable for its own development. This article mainly aims at the new large-scale refinery, does not have the old plant to rely on the construction project, because this kind of newly built project owner needs to set up the organization management pattern, therefore is less affected by the traditional management mode, easy to form the consistent management thought. Because it breaks the limitation of the region, it is very suitable to adopt IPMT mode. Because of the above needs, the SC petrochemical project provides an opportunity for exploration and practice. This paper takes the application of the IPMT model of the SC petrochemical project as a case study, and applies the theory of project organization and management to the current situation of the application of IPMT mode in the SC petrochemical project. This paper analyzes the problems existing in the process of organization management, such as coordination and cooperation between owner and entrusted project management, choice of organizational structure model, appointment and authorization of personnel, contradictions and conflicts between departments or personnel, etc. By using the relevant knowledge of quality management and schedule management theory, this paper analyzes the loopholes and deficiencies in quality management, the shortcomings and deficiencies in schedule management, and so on. From the angle of owner, combining theory with practice, using the method of literature research and empirical research, this paper puts forward problems and analyzes the reasons in three aspects of organization management, quality management and schedule management. Taking countermeasures and putting forward optimization suggestions will also provide useful reference and countermeasures for the construction of large refinery projects of ten million tonnage of PetroChina. Chapter one, introduction, this chapter mainly elaborates the background, significance, method and content of the research project, clarifies the writing thought, and lists the structure of the thesis. The second chapter, the case text, describes the basic background of the enterprise and the general situation of the SC petrochemical project, and introduces the basis for determining the IPMT model of the SC petrochemical project and the current situation and problems of the application of the IPMT model in the SC petrochemical project. The third chapter, case analysis, based on the modern project management theory, cites the relevant theories such as project management model, organization management, quality management, schedule management, communication and conflict management, etc. Analyze the advantages and feasibility of IPMT mode selection. By using the analytical method, this paper studies and analyzes the root causes of the problems existing in the application of IPMT mode in the application of SC petrochemical projects in three aspects: organization management, quality management and schedule management. The fourth chapter, the management countermeasure and suggestion, according to the present situation question and the reason which produces, formulates the management countermeasure to solve the problem effectively, and puts forward the optimized suggestion. Finally, the conclusion of this paper is a brief summary of the content of this paper to enhance the significance of the study.
【学位授予单位】:大连理工大学
【学位级别】:硕士
【学位授予年份】:2015
【分类号】:F426.72

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