CN核电建设公司工程管理体系优化研究 核电是国家能源战略的重要组成部分，“积极推进核电建设”已经成为我国核电发 展的基本方针，在日本福岛核事故后，中国核电逐步走上复苏之路。新开核电机组计 划列入地方规划，增量市场逐步打开，核电建设行业全面重启，CN核电建设公司也将 恢复到多项目同时建造的业务环境。 随着行业发展和业主需求的改变，在目前的核电建造行业内，CN核电建设公司从 “唯一一家核岛建设承包商”变为“行业内第一核岛建设承包商”，部分火电公司以市 场竞争方式挤入核电建造市常另一方面，CN核电建设公司合并重组后，上级单位提 出要健全核电建造全产业链，发挥工程总承包模式优势的要求，CN核电建设公司必须 要及时改善和优化工程项目的管理体系，满足在降低建造成本和提高管理效率方面的 要求。 本文首先介绍了CN核电建设公司工程管理体系优化的环境背景，包括CN核电建 设公司所在的核电行业发展现状、介绍了核电项目管理的特殊性、分析了CN核电建设 公司面临的外部多国竞争和内部火电企业挤入市场的竞争形势、阐述了CN核电建设公 司目前的工程概况。还说明了本文研究的目的和意义、运用的相关理论基础，包括工 程管理基本概念和主要内容以及研究内容与结构安排。 其次，本文通过运用多项目案例分析的方法，对CN核电建设公司现行工程管理体 系进行了分析，其中包括对组织结构、工程进度管理、工程成本管理、工程质量管理、 工程人力资源管理方面的分析，提出了工程管理流程不畅通、工程人力资源体系不健 全、项目评估系统不完善的问题，依据问题进行了三方面的成因分析，包括整体管理 不清晰、人力资源缺少工作分析和持续培训、缺少工程项目过程评估和后评价的分析。 依据相关理论基础，提出CN核电建设公司工程管理体系优化设计，依据最优化原 则、可行性原则、协调性原则，建立一套完整、科学、规范的管理系统，实现对工程 项目的全面管理和科学管理，以推动项目的顺利进行，最终实现管理体系优化设计的 优点，完成建设发展目标。具体三方面的优化方案包括组织结构的优化，通过全面梳 理职责边界和管理接口，由目前的混合型组织类型优化为强矩阵型组织类，使管理职 责更清晰及工作交流效率更高；人力资源管理体系的优化，通过建立工作分析制度， 健全岗位业务持续培训的方式，使人力资源管理体系更完善；工程评估和后评估的优 II 化，通过构建工程过程评估管理、增加工程后评价管理，健全工程评估系统。 最后，依据优化方案提出CN核电建设公司管理体系优化过程中，在配套的制度建 设、核安全文化宣贯、采取信息化手段、建立资金使用平台方面的优化保障措施，通 过体系优化步骤和依靠相关保障措施完成CN核电建设公司的体系优化目标。 关键词： 项目管理，工程管理，管理体系，体系优化 III Abstract Study on the Optimization of Engineering Management System of CN Nuclear Power Construction Company Nuclear Energy is one of the important parts of national energy strategy. "Actively promoting nuclear power construction" has become the national strategic policy nuclear power development. After the Fukushima nuclear accident in Japan, China's nuclear energy has gradually recovered. The local authorities have plan to open new nuclear power units and put into the local development strategy. The market is gradually incrementally opened, the nuclear power construction industry is fully restarted, and the CN Nuclear Power Construction Company will return to the business model of simultaneous construction of multiple projects. To get adapted to the changes of the industry development, and to meet the needs of clients, in the current nuclear power construction industry, CN Nuclear Power Construction Company has changed from “the only nuclear island contractor” to “the first nuclear island construction contractor”. Some traditional energy construction contractor has stepped into nuclear market by market competition. Besides, after the reorganization of the company, CN Nuclear Power Construction Company has been requested to build and improve the entire nuclear power construction industry chain, strengthen the Main Contracting model. CN Nuclear Power Construction Company is devoted to promptly improve the project management construction cost control and management efficiency. Firstly, this article introduces the background of the improvement of CN Nuclear Power Construction Company’s engineering management system, including the current status of project management, the specialty of nuclear power industry, the overseas and domestic competition that CN company is faced with, the general introduction of current project management of CN company. The first part of this article also introduces the target and basic theories of this study, including the main content of project management and the structure building. Secondly, on the basis of the studies of actual cases and data, using multiple case analyzing method, this article analyzes the current management system of CN company, IV including management structure, schedule management, cost management, quality control, human resource, etc. This article also summarizes the existing defects and causes. Based on relevant theoretical foundations, the CN Nuclear Power Construction Company’s engineering management system optimization design is proposed, and a complete, scientific, and standardized management system is established based on the principles of optimization, feasibility, and coordination to realize the overall management and science of engineering projects. Management, in order to promote the smooth progress of the project, and finally realize the advantages of the optimized design of the management system and complete the construction and development goals. The three-specific optimization plan includes the optimization of organizational structure. Through comprehensively sorting out the responsibility boundary and management interface, the current hybrid organization type is optimized to a strong matrix organization type, so that management responsibilities are clearer and work communication efficiency is higher; The optimization of the human resource management system, through the establishment of a work analysis system, and the continuous training of post business, make the human resource management system more perfect; the optimization of project evaluation and post-evaluation, through the construction of project process evaluation management, increase project evaluation management, and improve the project Evaluation system. Finally, according to the optimization plan, the optimization of management system of CN Nuclear Power Construction Company is proposed. With the supporting system construction, nuclear safety culture promotion and implementation, the adoption of information system, and the establishment of optimization guarantee measures for funds, the company's system optimization goals are realized. Keywords: Project management, Engineering project management, Management system, System optimization V 目 录 第1章 绪论 ...................................................................................................... 1 1.1 研究背景 .................................................................................................. 1 1.1.1 我国核电行业发展现状 .................................................................... 2 1.1.2 核电项目管理的特殊性 .................................................................... 3 1.1.3 国内外竞争态势 ................................................................................ 5 1.1.4 CN公司工程概况 ............................................................................. 6 1.2 研究的目的和意义 .................................................................................. 7 1.3 相关理论基础 .......................................................................................... 7 1.3.1 工程管理基本概念 ............................................................................ 7 1.3.2 工程管理主要内容 ............................................................................ 8 1.4 研究内容与结构安排 .............................................................................. 8 第2章 CN公司现行工程管理体系分析 ....................................................... 9 2.1 工程管理现状分析 .................................................................................. 9 2.1.1 组织结构 ............................................................................................ 9 2.1.2 工程进度管理 .....