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首页> 外文期刊>AACE International Transactions >Apply Lean Project Controls Management Practice From An Owner's Perspective
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Apply Lean Project Controls Management Practice From An Owner's Perspective

机译：从业主的角度应用精益项目控制管理实践

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摘要

From an owner's point of view, project controls management on CAPEX projects requires collaboration from these functions such as project planning, cost estimation, cost controls, project scheduling, change management, progress and performance measurement, project reporting, and risk assessment. However, in some organizations, project controls functions are isolated. For examples, project controls team does very less contribution during project planning phase (FEED phase); the cost estimator works solely, without involvement from cost engineer so that the latter has no in-depth understanding of estimation development. Risk assessment workshop normally closes the door to other project controls personnel except risk analyst. Actual project data (cost, schedule, performance and risks) are not updated through corporate capital projects database. So on and so forth. In return, this results in biased project status information, unsatisfactory team moral and low project execution performance. In a more cost-effectiveness or consciousness project environment nowadays, a lot of scattered project controls functions should be combined into a collaborative fashion led by the project control manager assigned on the CAPEX projects in order to improve owner's project execution performance, which is the lean project controls management that this paper aims to describe its concept and process from an owner's perspective. Therefore, this paper will focus on: 1. Major functions of lean project controls management. And 2. Lean project controls management practice. This paper only covers CAPEX projects from an owner's perspective and the author has no inclusion of OPEX projects or R&D related projects.
机译：从所有者的角度来看，CAPEX项目的项目控制管理需要这些功能的协作，例如项目计划，成本估算，成本控制，项目计划，变更管理，进度和绩效评估，项目报告以及风险评估。但是，在某些组织中，项目控制功能是孤立的。例如，项目控制团队在项目计划阶段（FEED阶段）所做的贡献很少。成本估算器仅在没有成本工程师参与的情况下工作，因此后者对估算的发展没有深入的了解。风险评估车间通常会向除风险分析师以外的其他项目控制人员敞开大门。实际项目数据（成本，进度，绩效和风险）不会通过公司资本项目数据库进行更新。等等等等。作为回报，这会导致项目状态信息有偏见，团队道德不尽人意以及项目执行绩效低下。在当今更具成本效益或意识的项目环境中，应将许多分散的项目控制功能组合为由在CAPEX项目上分配的项目控制经理领导的协作方式，以改善所有者的项目执行绩效，这是精益的。项目控制管理，本文旨在从所有者的角度描述其概念和过程。因此，本文将着重于：1.精益项目控制管理的主要功能。 2.精益项目控制管理实践。本文仅从所有者的角度涵盖CAPEX项目，而作者没有包含OPEX项目或与R＆D相关的项目。

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