摘要:工程总承包(epc)模式在有助于提高项目效益的同时,也具有潜在的进度管理风险。通过列举和深入分析化工epc项目进度管理的各个阶段,探讨了化工epc项目的进度管理措施。贯穿于项目初始、规划、制定、监控、收尾等全过程,必须加强团队协作、重视长周期设备的过程监造、提高专业配合度,以及及时反馈和处理决策偏差。该体系可为化工epc项目工程进度管理提供参考。关键词:工程总承包(epc);管理风险;团队协作;长周期设备;偏差中图分类号:f721.6文献标识码:a文章编号:2095-8412(2016)05-1016-04工业技术创新url:http:// doi:10.14103/j.**sn.2095-8412.2016.05.051abstract:epc(engineering procurement construction)** a double-edged sword because it can both bring out project benefits and potential management r**ks. through enumeration and deep analys** on each stage of management on epc project schedule,its management measures are d**cussed. throughout the stages of initialization,planning,construction,monitoring,fin**hing and close out,importance of teamwork,process monitoring for long cycle equipment,and profession 20210311