摘要
I
摘要
2011 年 9 月 29 日，我国开展了新一轮电力体制改革，该轮改革主要是电力
企业的主辅分离。电力设计企业作为电力行业的辅业企业，从国家电网、南方电
网两大电网公司脱离后并入新成立的两大集团（中国能源建设集团有限公司、中
国电力建设集团有限公司），此后电力企业的竞争格局发生了根本性的变化，电
力设计企业成为了市场竞争的主体。同时，随着国内电力市场日趋饱和，电力设
计行业的市场份额也被进一步压缩。为尽快适应市场环境变化，向工程咨询公司
转型、大力拓展 EPC 总承包业务成为云南省电力设计院（以下简称“云南院”）
抢抓机遇、持续发展的必然选择，因此，如何有效提升 EPC 总承包的项目管理能
力，将是目前及一段时间内云南院亟待研究解决的主要问题

EPC 总承包模式是将整个项目管理形成统一系统，通过对质量、工期和费用
等进行综合控制的一种工程建设模式，有效避免因设计、采购、施工等不协调而
造成的工期拖延、费用增加、质量事故、合同纠纷等问题，保证各环节的合理交
叉衔接。本文以问题为导向，深入分析了云南院从 2012 年开展 EPC 总承包以来，
项目管理过程中凸显的问题及问题背后的深层次原因，在阅读了大量相关文献的
基础上，对 EPC 总承包模式的相关理论进行了研究，借鉴了国外工程公司的先进、
成熟经验。通过调查法，对国内某几家电力设计院开展 EPC 总承包业务的组织机
构和管理模式进行了解研究，从组织机构、过程控制及风险防范、保障措施方面，
得出云南院提升 EPC 总承包项目管理能力的对策与保障措施，为云南院加快转型
升级、提高市场竞争力、提升 EPC 总承包项目管理水平提供参考

关键词：电力设计院，EPC 总承包，项目管理Abstract
II
Abstract
On September 29, 2011, China launched a new round of power system reform,
which mainly separated the main auxiliary power enterprises. Electric power design
enterprises as FuYe of electric power industry, from southern power grid and state
grid incorporated into the newly formed after the big power grid companies from the
two groups of (China&39;s energy construction group co., LTD., China electric power
construction group co., LTD.), then the electric power enterprise fundamental changes
have taken place in the competitive landscape, power design enterprises as the main
body of the market competition. Meanwhile, as the domestic power market becomes
more and more saturated, the market share of power design industry is further
compressed. To adapt to changing market conditions, as soon as possible to the
transformation of engineering consulting firm, vigorously develop the EPC general
contracting business become yunnan electric power design institute (hereinafter
referred to as the school of yunnan) to seize opportunities, the inevitable choice of
sustainable development. Therefore, how to effectively promote the EPC general
contracting project management ability, will be present and a period of time in yunnan
institute to study to solve the main problem.
The general contracting mode of EPC is to form a unified system for the whole
project management, and to effectively avoid the problems such as delay, cost
increase, quality accident and contract disputes caused by uncoordinated design,
procurement, construction and other problems, such as the construction mode of the
integrated control of quality, construction period and cost, so as to ensure the
reasonable intersection of all links. In this paper, the problems and the underlying
causes of the project management process have been deeply analyzed since the project
management of EPC in yunnan in 2012, and the related theories of EPC general
contracting mode have been studied on the basis of reading a large number of related
literatures, and the advanced and mature experience of foreign engineering companiesAbstract
III
has been borrowed. Through the investigation method, the organization and
management model of a certain electric power design institute in China carry out the
research on the organization and management model of EPC general contracting
business, and from the aspects of organizational structure, process control and risk
prevention and safeguard measures, it is concluded that the strategy and safeguard
measures of yunnan hospital to improve the management ability of EPC general
contracting project are provided, which provides reference for yunnan hospital to
speed up transformation and upgrading, improve market competitiveness, and
improve the management level of EPC general contracting project.
Keywords: Electric Power Design Institute，EPC General Contracting，
Project Management目录
IV
目 录
摘要.. I
Abstract....... II
第一章 引言1
第一节 选题背景及研究意义........1
一、选题背景.....1
二、研究意义.....2
第二节 研究思路及研究方法........3
一、研究思路.....3
二、研究方法.....4
第三节 文献综述....4
第二章 相关概念综述.......6
第一节 项目管理的相关概念........6
一、项目管理的概念.... 6
二、项目管理能力要素 6
第二节 EPC 总承包的相关概念....7
一、工程总承包的概念及方式7
二、EPC 总承包的内涵8
三、EPC 总承包的优势及劣势分析..10
第三章 国内外 EPC 总承包业务的发展情况... 13
第一节 我国电力设计院开展 EPC 总承包业务的情况.13
一、我国电力设计院开展 EPC 总承包业务的必要性分析 13
二、我国电力设计院 EPC 总承包业务发展概况.....14
第二节 国外大型工程公司开展 EPC 总承包的经验分析.........16
一、国际工程公司开展 EPC 总承包业务的特点.....16
二、我国勘察设计、施工、监理企业与国外工程公司的差距......16目录
V
第四章 云南院开展 EPC 总承包业务的现状分析.......18
第一节 云南院概况..........18
一、云南院简介.......... 18
二、云南院组织机构设置......18
第二节 云南院 EPC 总承包项目管理的现状分析.........19
一、云南院 EPC 总承包业务管理现状.
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