摘要
中亚天然气管道作为我国第一条天然气陆路进口通道,项目建设具有途经国家多、建设时间紧、协调难度大、人力资源紧张、管材运输困难、标准规范不一致、语言交流不畅通等特点。项目管理采用了"分段分国建设和运营"模式,依靠国家层面力量加大项目实施力度,依靠国际项目管理公司推动项目管理的国际化和规范化,借助第三方权威解除合资公司之间的分歧,将国内成熟技术引入中亚地区突破当地技术标准传统惯例,优化运输方案节约运输时间,建立了跨多国协调机制,确保了项目的顺利实施。今后跨国油气管道建设过程中,应注重国际化管理团队和综合性管理人员的培养,统一各国技术标准和惯用做法,并早日实现关键设备由进口到出口的历史性转变。
The Central Asia Gas Pipeline is China's first overland channel for natural gas imports, and has many distinctive features, such as: it's purpose is business between many nations, the construction timing was tight, big coordination difficulties, manpower shortage, pipeline transit difficulties, inconsistent standards, not typically smooth language communication, etc. The 'sub-segment sub-national construction and operation' mode of project management was used, which depended on national-level power to raise project implementation ability, relied on an international project management company to internationalize and standardize project management, made use of third-party arbitration to resolve differences between the joint-venture partners, introduced mature domestic technology to prompt breakthroughs in local technical standards and traditional practices, simultaneously optimized transportation programming to save transportation time and established a multi-national coordination mechanism to ensure smooth implementation of the project. In any future cross-border oil and gas pipeline construction process, an internationalized management team should be stressed as well as cultivation of general management staff, different national technical standards and traditional practices should be harmonized. At the same time a history of transition from import to export of key equipment should be established as early as possible.
出处
《国际石油经济》
2014年第1期162-166,共5页
International Petroleum Economics
