本文選題：贏得值(EV)　切入點(diǎn)：工作分解結(jié)構(gòu)(WBS)　出處：《華東理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著國(guó)內(nèi)工業(yè)經(jīng)濟(jì)的快速發(fā)展,國(guó)內(nèi)大型及涉外工程項(xiàng)目日益增加,國(guó)內(nèi)工程企業(yè)面臨國(guó)內(nèi)工程公司和國(guó)際工程公司競(jìng)爭(zhēng)的雙重挑戰(zhàn)。在嚴(yán)峻的市場(chǎng)競(jìng)爭(zhēng)形勢(shì)下,要想在國(guó)內(nèi)工程管理市場(chǎng)中保持優(yōu)勢(shì)地位,并不斷奪取和開拓國(guó)際市場(chǎng),就要全面提高項(xiàng)目管理水平,滿足工程項(xiàng)目更高的進(jìn)度、質(zhì)量、成本的管理要求。在進(jìn)度、質(zhì)量、成本這個(gè)三角網(wǎng)中,由于投資方的不同需求,會(huì)對(duì)進(jìn)度、質(zhì)量、成本提出不同的優(yōu)先級(jí)需求,有以質(zhì)量為本的,也有以成本為首位的,還有以進(jìn)度為關(guān)鍵指標(biāo)的,當(dāng)然安全是最基本的。 工程項(xiàng)目管理過(guò)程是一個(gè)充滿變化和不確定性的過(guò)程,是一個(gè)集成化、一體化的過(guò)程。怎樣在確保安全、質(zhì)量的前提下,實(shí)現(xiàn)進(jìn)度控制和成本控制的有效結(jié)合,實(shí)現(xiàn)進(jìn)度與成本目標(biāo)的最優(yōu)化,需要建立一個(gè)聯(lián)合的平臺(tái)并設(shè)計(jì)最優(yōu)化的分析模型。贏得值技術(shù)正是建立這個(gè)平臺(tái)和模型的紐帶,怎么有效地運(yùn)用贏得值技術(shù)來(lái)實(shí)現(xiàn)進(jìn)度與費(fèi)用的聯(lián)合控制管理,已經(jīng)成為項(xiàng)目管理研究的重要課題。 文中論述了項(xiàng)目管理中與贏得值技術(shù)相關(guān)的進(jìn)度控制和成本控制管理理論,結(jié)合VAMA汽車板項(xiàng)目工程管理實(shí)踐,采用理論研究與案例分析相結(jié)合的方法,建立起基于贏得值技術(shù)的各種分析模型,有效實(shí)現(xiàn)了進(jìn)度控制與費(fèi)用控制聯(lián)合分析管理模式,有效地實(shí)現(xiàn)了進(jìn)度與費(fèi)用控制的最優(yōu)化。
[Abstract]:With the rapid development of domestic industrial economy and the increasing number of large and foreign engineering projects in China, domestic engineering enterprises are facing the double challenges of competition between domestic engineering companies and international engineering companies. In order to maintain a dominant position in the domestic engineering management market and to continuously seize and exploit the international market, it is necessary to improve the level of project management in an all-round way, to meet the management requirements of higher progress, quality and cost of engineering projects. In the cost triangular network, due to the different needs of the investors, different priority needs will be put forward for progress, quality, and cost. Some are quality-oriented, some are cost first, and others are progress as key indicators. Of course, safety is the most basic. The process of project management is a process full of changes and uncertainties. It is an integrated and integrated process. How to realize the effective combination of schedule control and cost control under the premise of ensuring safety and quality, To achieve the optimization of schedule and cost objectives, we need to establish a joint platform and design an optimal analysis model. The earned value technology is the link between the platform and the model. How to effectively use earned value technology to realize the joint control management of progress and cost has become an important subject of project management research. This paper discusses the theory of schedule control and cost control in project management, which is related to earned value technology. Combined with the practice of engineering management of VAMA automobile sheet project, the method of combining theoretical research with case analysis is adopted. All kinds of analysis models based on earned value technology are established, and the joint analysis management mode of schedule control and cost control is realized effectively, and the optimization of schedule and cost control is realized effectively.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：TU72

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本文編號(hào)：1561887