致密气勘探开发项目制管理模式创新及策略——以中国石油西南油气田为例

Innovation and strategies on the management mode of tight-gas E&P projects:An example from PetroChina Southwest Oil&Gasfield Company

为了适应致密气勘探开发一体化价值管控及规模效益开发与市场化经营方式选择的需要,满足实施致密气开发项目群一体化管理的内在要求,针对当前致密气勘探开发面临的诸多困难与挑战,以中国石油西南油气田公司(以下简称“西南油气田”)为例,构建了油公司体制下不同投入主体的致密气勘探开发项目制管理模式(主要由项目规划计划体系、项目制组织管理体系、项目全生命周期业务体系、项目决策支撑体系、项目绩效考核体系等构成),并提出推进致密气勘探开发项目制管理的策略措施,内容包括:①建立基于提质增效的项目价值管理机制;②强化油气田企业战略成本投资成本管控;③创新基于项目要素一体化的协同化管理;④搭建基于资源共享的项目管理创新平台等。结论认为:探索油公司体制下致密气勘探开发的项目制管理模式,对促进致密气规模效益开发和提质增效有现实意义,可助力国家能源安全保障和致密气勘探开发战略目标实现。

To meet the demands to control the integrated value of tight-gas E&P as well as to select the mode of both large-scale beneficial development and market-oriented management,PetroChina Southwest Oil&Gasfield Company(the Company)was taken as an example to construct the mode of tight-gas E&P project system management for oil companies to cope with difficulties and challenges in the E&P.This mode contains five sorts of system,such as project planning,project organization management,project lifecycle business,project decision support,and project performance assessment.Additionally,four strategies are also put forward to advance the project system management,for example,establishing project value management mechanisms to improve quality and efficiency;strengthening the control over strategic and investment cost in the Company;innovating the collaborative management based on integrative project elements;and setting up an innovative project management platform in view of resource sharing.In conclusion,to study the mode of tight-gas E&P project system management in oil companies is of practical significance for promoting the large-scale beneficial production of tight gas with quality and efficient improvement and is contribute to the national energy security and the accomplishment of strategic goals for tight-gas E&P.