总承包模式下影响工程进度的因素分析

Discussion on important factors affecting project schedule of EPC project

对于总承包管理项目,在总承包合同签订后,业主原有的风险转移,由总承包商承担。如何避免设计和采购、施工脱节,减少由于设计、采购失误引起的变更,降低项目成本,缩短工期成为关键问题。设计变更、设备材料到货等因素对项目施工进度的影响最为直接。结合多年来参与总承包项目施工管理实践活动中的体会,从现场施工管理角度,分析了总承包管理模式下的设计、采购问题对项目进度的影响,并就设计与施工的关系和设备材料到货状态与施工顺序的关系等提出了改进措施和建议,以发挥总承包作为设计、采购、施工一个有机整体的特点。通过加强设计与采购、施工的互动,将设计、采购对工程施工进度的影响减到最小,降低总承包商工期风险,满足项目目标要求。

For the EPC projects, the owner＇ s original risk is transferred to EPC contractor after signing of EPC contract. Therefore, it is very critical to avoid inconsistency between engineering design, procurement and construction, minimize design changes resulting from failure in design and procurement, reduce projeet costs and shorten the project schedule. The design change, equipment ＆ material delivery, ere will have a direct impact on project construction schedule. The impact of engineering design and procurement of EPC contract on project sehedule is studied based upon years＇ experience in EPC project construction management. Recommendations for improvement of relations between engineering design and procurement and relations between equipment ＆ material arrival status and construction sequence are proposed so as to bring the advantages of integrated project engineering design, procurement and construction into full play. The engineering design should be optimally coordinated with procurement and construction activities to minimize the impact of engineering design and procurement on construction. As the result, the schedule risk of EPC contractor is minimized and project objectives are met.