Qinshan Phase III (PHWR) Nuclear Power Plant, the first commercial heavy water reactor nuclear power plant in China, was the biggest trade project performed between the governments of China and Canada. As the owner, the Third Qinshan Nuclear Power Company (TQNPC) persisted in independent innovation management during the project construction, commissioning and self-dependent operation, efficiently realizing the three controls of the project, i.e. quality control, schedule control and investment control, and persisted in technical improvement on the basis of digestion and absorption of CANDU-6 technology to improve the unit safety and reliability. The project construction practice has helped China’s nuclear power project management to become programmed, computerized, standardized and management internationalized on the existing basis. After completion of the project, with unit safe and steady operation as the prerequisite, TQNPC performed several technical modifications and innovations to continuously improve the unit performance. In the area of staff development, TQNPC paid much attention to cultivation of corporate culture, strengthed staff training and built up a good circulating mechanism with staff training and project construction promoting each other. Further to “Zero Breakthrough” and a new step forward of locolization successfully realized in Qinshan nuclear power plant and nuclear power qinshan joint venture company, the improvement and developemnt of nuclear power project management level in Qinshan Phase III (PHWR) nuclear power plant provided reference for promotion of nuclear power development in China and standardized management of introducing large imported project.