本文選題：項(xiàng)目計(jì)劃 + 項(xiàng)目進(jìn)度控制��； 參考：《中國(guó)海洋大學(xué)》2013年碩士論文

【摘要】：項(xiàng)目進(jìn)度管理、項(xiàng)目成本管理和項(xiàng)目質(zhì)量管理是工程項(xiàng)目管理的三大核心。工程項(xiàng)目為確保在規(guī)定的期限內(nèi)竣工就要必須進(jìn)行進(jìn)度管理,從而實(shí)現(xiàn)整個(gè)項(xiàng)目的綜合效益。由此可見(jiàn),工程項(xiàng)目的進(jìn)度管理的重要性。工程項(xiàng)目進(jìn)度受人力、技術(shù)、資金、機(jī)器設(shè)備、材料、地質(zhì)與氣象等諸多因素的影響,通過(guò)對(duì)以上因素的科學(xué)分析并制訂相應(yīng)的方案可以實(shí)現(xiàn)對(duì)項(xiàng)目進(jìn)度的管理既而克服缺陷,制定與實(shí)際相符的進(jìn)度計(jì)劃,使實(shí)際進(jìn)度偏離計(jì)劃進(jìn)度的程度減小。由此可見(jiàn),對(duì)建設(shè)工程的施工進(jìn)度控制的探索和研究,無(wú)論對(duì)建設(shè)單位還是對(duì)施工單位而言,都具有十分重要的意義。工程項(xiàng)目進(jìn)度計(jì)劃和控制是項(xiàng)目管理中的核心部分,也是項(xiàng)目管理中的難點(diǎn)和重點(diǎn)。在競(jìng)爭(zhēng)日益激烈的今天,好的進(jìn)度計(jì)劃可以使項(xiàng)目工期縮短,節(jié)約費(fèi)用,早投產(chǎn)早實(shí)施,占領(lǐng)先機(jī)取得良好的經(jīng)濟(jì)效益和社會(huì)效益。進(jìn)度計(jì)劃是項(xiàng)目管理的核心,進(jìn)度計(jì)劃系統(tǒng)通過(guò)對(duì)項(xiàng)目的分解,網(wǎng)絡(luò)計(jì)劃安排,合理的項(xiàng)目進(jìn)度計(jì)劃是項(xiàng)目執(zhí)行、跟蹤和控制的基礎(chǔ),是項(xiàng)目成敗的關(guān)鍵。針對(duì)順華半鋼子午胎工程項(xiàng)目前半程進(jìn)度實(shí)施的現(xiàn)狀,根據(jù)項(xiàng)目管理進(jìn)度計(jì)劃與控制理論作為指導(dǎo),對(duì)工程項(xiàng)目管理實(shí)施中的進(jìn)度管理進(jìn)行了分析,第一部分討論了研究的背景及國(guó)內(nèi)外的研究現(xiàn)狀,然后,根據(jù)工程項(xiàng)目進(jìn)度控制理論基礎(chǔ)和進(jìn)度控制的方法,分析了影響項(xiàng)目實(shí)施的進(jìn)度的因素和保障進(jìn)度的措施,接著,結(jié)合順華半鋼子午胎工程項(xiàng)目實(shí)例,用定量的方法根據(jù)項(xiàng)目前半程已實(shí)施部分的進(jìn)度計(jì)劃完成情況進(jìn)行評(píng)估,比較計(jì)劃與施工實(shí)際進(jìn)度數(shù)據(jù)的偏差。文中較多的采用了掙值分析法進(jìn)行偏差分析,根據(jù)順華輪胎半鋼子午胎工程項(xiàng)目前半程實(shí)際進(jìn)展情況,對(duì)項(xiàng)目后半程進(jìn)度計(jì)劃設(shè)計(jì)過(guò)程中,對(duì)項(xiàng)目的工作任務(wù)進(jìn)行分解,并嘗試運(yùn)用德?tīng)柗萍夹g(shù)和三個(gè)時(shí)間估計(jì)法相結(jié)合的綜合辦法來(lái)確定該項(xiàng)目后半程工期及其關(guān)系。最后運(yùn)用所掌握理論與方法結(jié)合計(jì)算機(jī)軟件制定出該項(xiàng)目后半程進(jìn)度計(jì)劃,提高了分析的準(zhǔn)確性和速度,同時(shí)為保證項(xiàng)目后半程進(jìn)度的順利進(jìn)行,采用了甘特圖、S形曲線和香蕉形曲線比較法進(jìn)行計(jì)劃實(shí)施過(guò)程中的動(dòng)態(tài)監(jiān)控,并從組織結(jié)構(gòu)、授權(quán)和資金三個(gè)方面提出了保障措施。
[Abstract]:Project schedule management, project cost management and project quality management are the three core of project management. In order to ensure the completion of the project within the specified time limit, progress management must be carried out to realize the comprehensive benefit of the whole project. Thus, the importance of project schedule management. The progress of the project is affected by many factors, such as manpower, technology, capital, machinery and equipment, materials, geology and meteorology, etc. Through scientific analysis of the above factors and the formulation of corresponding plans, the defects can be overcome by the management of the progress of the project. Make a schedule that is in line with the actual schedule, so that the extent of actual progress deviates from the planned schedule. It can be seen that the exploration and research on construction schedule control of construction project is of great significance both to the construction unit and to the construction unit. Project schedule planning and control is the core part of project management, and it is also the difficulty and key point of project management. In today's increasingly fierce competition, a good schedule can shorten the duration of the project, save costs, put into operation as early as possible, and seize the opportunity to obtain good economic and social benefits. Schedule planning is the core of project management. Schedule planning system is the basis of project execution, tracking and control through the decomposition of project, network planning arrangement and reasonable project schedule planning, which is the key to the success or failure of the project. In view of the present situation of the first half progress implementation of Shunhua half Steel Meridian Tire Project, according to the project management schedule plan and control theory, the progress management in the project management implementation is analyzed. The first part discusses the background of the research and the current research situation at home and abroad. Then, according to the theory foundation of the project schedule control and the method of progress control, the paper analyzes the factors that affect the progress of the project implementation and the measures to guarantee the progress. Combined with the example of Shunhua half steel radial tire project, the quantitative method is used to evaluate the completion of the progress plan in the first half of the project, and the deviation between the plan and the actual construction progress data is compared. In this paper, the earned value analysis method is used for deviation analysis. According to the actual progress in the first half of the project of Shunhua tire half steel radial tire project, the work tasks of the project are decomposed in the design process of the second half progress plan of the project. The paper also tries to use Delphi technique and three time estimation methods to determine the duration of the second half of the project and its relationship. Finally, by using the theory and method we have mastered and combined with computer software, we draw up the schedule of the second half of the project, which improves the accuracy and speed of the analysis, and at the same time, in order to ensure the smooth progress of the second half of the project, In this paper, Gantt chart S curve and banana curve comparison method are used to carry out dynamic monitoring in the process of planning implementation, and the guarantee measures are put forward from three aspects of organization structure, authorization and fund.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TU722

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