“一带一路”倡议是中国市场经济发展和资本发展到一定阶段的必然，在新时代的新环境下，国内有大量中小型建筑企业进入竞争激烈的海外市场。提高企业的项目风险管理能力是提高企业盈利能力、保证企业竞争力的关键。本文以伊拉克Halfaya 油田中央处理设施污水处理升级项目为例，首先对国际工程在招投标期的风险进行了初步识别，建立了适用于中小型工程企业适的国际工程普遍风险分解结构，含580 条底层风险因素。并在此基础上识别出了案例项目的风险435 条。在初步风险识别的基础上，本文通过建立指标描述国家背景风险的权重体系和风险因素描述指标与国别项目成本估算系数的拟合关系式，建立了国家背景风险对项目影响的量化模型。同时本文通过层次分析法，从风险因素重要度排序和项目总的系统风险度两个视角对案例项目的重要风险因素进行识别。最终，本文计算得到案例项目的国家背景，也就是2014 年伊拉克的成本估算系数为1.8。另外识别出了30 条对项目影响比较大的风险因素，需要项目管理团队提早制定专门的预案并预置相应的资源。同时发现案例项目的主要风险存在于外部直接风险和招投标阶段的可行性风险，需要在这两方面的风险管理当中投入更多的资源。

The development of the industry and technology in China, with increasing demandof capital investment, leads to “the Road and the Belt” policy. In the new circumstance of new era, many SMEs (small & medium sized enterprises) involved themselves in International Construction market. The critical way to improve the company’s competition capability to survive is to improve the project risk management system.Based on the Iraq Halfaya Oilfield Central Process Facility Produced Water Treatment Upgrade Project, A Risk Breakdown Structure (RBS) suitable for small and middle construction companies is developed, after initial Risk Identification of International Construction Project during Bid, which contains 580 risk elements. And 435 risk elements is identified for the case project based on the RBS.Based on the initial Risk Identification, a model to describe the influence of national background risk upon project is developed. Meanwhile, the important risks are identified in two visions: the range of risk element’s importance and the project’s total risk influence, using AHP.Finally the project cost estimation coefficent of Iraq in 2014 as 1.8 is calculated out. And 30 important risk elements is identified. Furthermore, the main risk of the case project is going with the direct outside risk and biding period.