| International Project Contracting is one of the key components of the "Go Global" strategy of China. It can drive the export of the techniques, labors, and equipments etc. It's also a main way to solve the problem of domestic over-capacity. In the recent 30 years, the Chinese engineering enterprises have accumulated certain project management and construction experiences in the large scale national infrastructure facilities construction. These enterprises have obtained certain competitive power in the global project contracting industry, and they have achieved an important position and certain market shares in the world market. The Chinese enterprises contracting mode has realized the mode transformation from pure construction mode to up-mode, such as design-built general contracting, investment etc.International project contracting is a new profit point for the domestic engineering companies, while at the same time, it also has high risk. Although, at present, the Chinese companies are in the majorities in the ENR Top 250 international construction enterprises, our engineering enterprises" international project contracting business is mainly locates in economic underdeveloped countries and areas, such as Africa, South East Asia etc. The engineering development level and the project management level of these countries are still in a lower stage. In the international project contracting, the Chinese enterprises do have certain weak points in the aspects such as the project contracting mode, the administration level, the localized management level, the technical standard grasping and utilizing, and the skills of the personnel involved etc. When the Chinese enterprises are facing the FIDIC contract conditions in the formal international project contracting and execution, they haven't put project risks management into their daily project management, and they also haven't formed a systematic project risks management mode. Comparing with the request of contracting a high standard international engineering project, the project risks management concept and methods of these Chinese enterprises are comparatively lagging. In some extent, it has influenced our project contracting enterprises'comprehensive competitiveness, and has further influenced these enterprises'target market developing and mature market occupying.Case study method has been used in this article. Through the description of the stages of project setting up, bidding, execution, and ending etc., which Sophia International Cooperation (Group) Holdings Ltd. as the contractor has experienced in "the project of Rehabilitation of Corridor Lot 3 in the Republic of Guyana", the issue of project risks management has been fully discussed and analysed. After this, the project risks management relevant theories have been used in this article for the analyzing of gain and loss of this project in the process of project risk identification, project risk evaluation and quantization, project risk handling and response, and project risk control. In order to find the solutions for the project risks, under the guidance of theories, the identification, evaluation, handling, and controlling of the risks in different stages of the project has been discussed. Finally, through the structuring of project risk management system, give out a solution for the response and handling of risks occurred in the international contracting project contracting and executing, and also a solution for improving the level of international contracting project risk management.Hoping the research result of this article can play the role of reference and guidance in the practice of Chinese enterprises in the international FIDIC project risk management. |
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