以干系人管理“四象限法”破解国际EPC项目设计难题

Clearing the Design Barriers of International EPC Project Via the Technique of Project Stakeholders Management and Quadrant Method

针对中资企业在国际EPC项目设计中屡遭挫折这一难题,通过项目干系人管理思维及“四象限法”,识别出设计的关键干系人并划分对应象限,通过对其期望进行分析,发现设计与关鍵干系人之间的问题。针对问题,尤其是咨询工程师(最关键干系人)与设计之间的问题,给出了针对性的解决策略,即合同具体、交底充分、沟通到位、关系良好,从而确保设计及审批进展顺利,为解决国际EPC项目设计难题提供可借鉴的思路和办法。

The Chinese enterprise suffered the design barriers frequently in overseas EPC projects.In order to address the design trouble of International EPC project,this article applies the technique of Project Stakeholders Management(PSM)and Quadrant Method to identify the key stakeholders for the design team and divide them into corresponding quadrants.The key stakeholders,expectation on design is analyzed in detail and the problems between them are unveiled.In terms of the exposed problems,especially those between consulting engineers(the key stakeholders)and design,feasible solutions are launched to address,including making very specific and detailed contract terms»deep communication with the consultants at the initial time,and good relationship management with all stakeholders.The analyzing framework can ensure the smooth progress of design and approval and provide references for solving international EPC project design problems.