Abstract: Scientific research full project system management is a new model of China National Petroleum Corporation (CNPC) to reform the technological system mechanism. PetroChina Southwest Oil & Gasfield Company has launched a pilot project of this reform at its affiliated six research institutions. A series of measures have been taken in execution of the pilot project, such as adjustment and optimization of the organizational structure, formulation of the related systems, engagement of project head, two-way selection of staff members, establishment of separate financial accounts, delegation of power for use of project fund, quantitative examination of the project, and de-administration of performance examination. Those measures have achieved satisfactory results. This paper focuses on a number of problems existing in the pilot project, such as inappropriate administrative management model at the research institutions, lack of the relative system process, the financial system unsuitable for the related fund management, and lack of the examination and evaluation system. It also comes up with some strategies for implementation of the full project system management, such as consolidating top-level design and implementing in different stages, gradually perfecting organizational system and putting the related systems in place, and establishing the third-party evaluation organ for performance appraisal.

摘要： 科研完全项目制管理是中国石油天然气集团有限公司进行科技体制机制改革推行的一种新模式。中国石油西南油气田公司在所属6个研究单位试点，推行中采取了调整优化机构、制定配套制度，项目经理竞聘、成员双选，单独建账、下放项目经费使用权限，项目量化考核、业绩考核去行政化等系列举措，取得较好效果。针对试行中存在的科研单位行政组织管理模式不适应、缺少相关制度流程、财务制度不适应相关费用管理、缺少考核评估制度等问题，提出了推行完全项目制管理要加强顶层设计、分阶段实施，逐步完善组织体系、建立配套制度，建立第三方评估机构、进行绩效评估等策略。

关键词: 科研管理, 完全项目制, 中国石油, 西南油气田, 体制机制, 项目经费, 考核评估