加强建设项目管理提高工程投资效益

Strengthening Construction Project Supervision and Improving Return on Investment

2000年中国石油天然气股份有限公司化工板块各地区公司以股份公司上市为契机,转变观念,调整思路,把提高建设项目投资效益作为项目管理的重中之重,初步树立起“实现利润最大化、公司价值最大化和对股东回报最大化”的新经营理念,促进了建设项目管理水平的不断提高,全面完成了各项工程建设任务。2001年化工板块要实施“大规模、低成本、短流程、差别化”发展战略,各级建设项目管理者要坚持以投资回报率为首要标准,提高投资决策水平,向项目前期管理要效益;认真抓好建设项目实施阶段的管理,向建设项目的组织管理要效益;全面推行招投标制,向招投标管理要质量、要效益;要加强设计管理,向设计管理要效益;要实施工程质量全过程控制,以优质的工程质量来保证装置投产的一次成功和长周期运行,为增强企业竞争力和全面提升股份公司价值做出更大的贡献。

In 2000, chemical affiliates of PetroChina focused on the management of construction projects. The new business philosophy 'to maximize profit, company's value and ben efit of stockholder' boosted the improvement of construction project management and investment returns. In 2001, the chemicals division will implement the development strategy of 'big size, low cost, short process and different products'. This strategy will attempt to achieve a number of goals. Managers of construction projects are asked to take the return on investment as a primary benchmark. The decision-making of investments should be improved. The benefit should be realized in earlier stage management of projects. Management of the implementation phase of various projects should be well executed. Benefits should be obtained in organization and management of construction projects. The competitive bidding system should be fully implemented. In bidding management, both quality and benefit should be guideposts. The management of design should be strengthened. The Quality Control for the entire process should be implemented. The success of commissioning new equipment and long cycle operation should be guaranteed with excellent project quality.