论文部分内容阅读
项目前期管理工作是油田企业项目管理的重要环节,因为油田企业属资金、技术和知识密集型企业,且建设周期长、投资需求大、项目风险高,任何一个环节出现问题,都可能造成严重损失。当前项目前期管理存在较多问题,如对项目前期工作的重要性认识不足;投资效益意识淡薄,有重规模轻效益、重产量轻效益倾向;投资项目前期管理方式粗放,前期工作质量不高;项目前期评价环节多,使项目前期工作进度落后。针对这些问题,提出加强项目前期工作宣传力度,提高对项目前期工作重要性的认识;建立油价预警和风险管控机制,减少油价波动带来的损失;进一步明确管理责任,深化项目方案可行性审查;多专业共同研究,提高申报项目的可行性;严格项目立项标准,充分发挥存量资产效益;发挥经济评价在项目前期工作的支撑作用,杜绝低效无效投资;完善企业项目库建设等对策。
Project management is an important part of oilfield project management. Because oilfield enterprises are capital, technology and knowledge-intensive enterprises with long construction period, large investment needs and high project risks, any one problem may cause serious losses . There are many problems in the early management of the current project, such as the lack of awareness of the importance of the preliminary work of the project, the weak awareness of investment benefits, the benefits of heavy-scale and light benefits, and the light-weight propensity of heavy output. The early management of investment projects is extensive and the quality of previous work is not high. There are many links in the early stage of the project, which make the progress of the preliminary work of the project lag behind. In view of these problems, it is proposed to step up the publicity of the preliminary work of the project and raise the awareness of the importance of the preliminary work of the project; to establish the oil price warning and risk control mechanism so as to reduce the losses caused by fluctuations in oil prices; further clarify the management responsibilities and deepen the feasibility review of the project plan; Multi-professional joint research to improve the feasibility of declaring the project; strict project project standards, give full play to the benefits of stock assets; economic evaluation play a supportive role in the pre-project work to eliminate inefficient and ineffective investment; improve the construction of enterprise project and other countermeasures.