对我国油气管道项目建管分开的思考

Thoughts on separating the construction and management of oil and gas pipeline projects

从中国石油2007年首次在兰州—郑州—长沙成品油管道试行建管分开的EPC总承包模式开始的近7年时间里,选取了两种业主方式和五种常用项目建设管理模式在1.8万千米油气管道项目中的实践应用,分析了建管分开存在的主要问题,并结合实际提出了从运行筹备项目向集中建设项目过渡,制定一套完整的标准体系来规范建管分开项目,建立有效的协同工作机制,加强项目深度质量管控的方式方法,做好试运投产的相关工作,规范完成交接验收,做好项目遗留问题的处理,积极探索管道工程建设项目全过程管理等具体建议。

The Lanzhou- Zhengzhou- Changsha oil product pipeline trial marked completion of the nearly sevenyear trial of the first separate construction and management EPC general contracting model, and a practical application of both selected forms of ownership and 5 kinds of commonly used project construction and management method, at 18,000 kilometers of oil and gas pipeline projects. An analysis is given of the main problems of separating construction and management combined with practical preparations for a proposedproject from once begun until completed construction project transition, and with formulating a complete set of standards to regulate standard project construction and management separation. An effective collaborative work mechanism should be established, project quality control methods and means should have greater reach, production-commissioning-related work should be improved, project handover acceptance standards should be improved, and a project's remaining issues should be resolved and specific recommendations made for project management etc. in the whole pipeline construction process.