Full lifecycle management practice of overseas e-house project based on PMBOK framework
基于PMBOK框架的海外预制舱项目全生命周期管理实践

摘要

本文以ABB（中国）有限公司承接的中国能建沙特Taiba 2与Qassim 2燃气联合循环电站E-House（电气预制舱）项目为研究对象，以《项目管理知识体系指南》（PMBOK）为理论框架。本项目以PMBOK第六版“十大知识领域”为管理框架主线，同时结合第七版的原则导向进行补充。系统梳理了该项目在整合管理、进度管理、成本管理、质量管理、风险管理、沟通管理及相关方管理等关键知识领域的管理实践与创新。项目面临"设计—生产—变更"三线并行、固定总价合同、严苛第三方审核及恶劣现场环境等多重挑战，通过三线并行整合机制、敏捷看板进度管控、TQM质量体系及前置风险识别等措施，62台设备全部准时交付，FAT（工厂验收测试）通过率达100%，利润率较原计划提升约5%。研究结果表明，PMBOK框架在海外大型电力设备项目中具有较强的适用性，所形成的管理经验与改进措施对同类EPC项目具有重要参考价值。

Abstract

This paper takes the E-House project of Taiba 2 & Qassim 2 Gas Combined Cycle Power Plants in Saudi Arabia as the research object, with PMBOK (6th Edition Ten Knowledge Areas as the main framework, supplemented by 7th Edition principles) as the theoretical framework. It systematically reviews management practices in integration, schedule, cost, quality, risk, communication and stakeholder management. Through three-line parallel integration mechanism, Agile Kanban management, TQM, cross-functional team building and pre-emptive risk control, the project achieved on-time delivery of all 62 E-House units, FAT pass rate of 100%, and improved profit margin by approximately 5% against plan. Research results demonstrate that the PMBOK framework has strong applicability in overseas large-scale power equipment projects, and the management experience and improvement measures formed provide important reference value for similar EPC projects.