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核电工程项目设计、采购、建安及调试等阶段参建方较多,建造周期长,各领域对工程项目进展易造成制约影响的各类因素错综复杂,具有宽泛的潜在风险。至此,实施项目风险管理与控制十分必要与迫切。文章首先从管理职责及TOP10量化评分等方面对风险TOP10组织机构作以简要分析,然后从管理流程、管理要求及跟踪协调等方面探讨TOP10管理工作。
There are many parties involved in the design, procurement, construction and commissioning of nuclear power projects, long construction periods, and various factors that easily affect the progress of the project in various fields are complex and have a wide range of potential risks. At this point, the implementation of project risk management and control is very necessary and urgent. Firstly, the article makes a brief analysis of the TOP10 organization of risks from aspects of management responsibility and TOP10 quantitative rating, and then discusses TOP10 management from aspects of management process, management requirements and tracking and coordination.