【摘要】：我國輸電線路工程項目管理中存在諸多問題,最引人關注的問題是項目實際成本和計劃成本存在嚴重偏差,項目實際工期和計劃工期存在嚴重偏差,尤其是過程中的偏差沒有得到及時糾偏,或者是單獨進行糾偏造成更大的偏差出現(xiàn),導致累計偏差越來越大,最終出現(xiàn)實際成本嚴重超支,實際工期嚴重滯后。本文采用理論研究與案例分析相結合的方法,針對目前輸電線路工程項目管理中存在的局限性,結合贏得值法基本理論,做了以下幾方面的研究： 首先,分析了輸電線路工程項目進度管理和費用管理的現(xiàn)狀,提出了單獨進行費用管理和進度管理的局限性,說明了單獨進行項目進度管理時無法量化施工成本、無法判斷項目管理水平、無法預測發(fā)展趨勢,說明了傳統(tǒng)的偏差分析方法對施工成本管理的指導是不夠的,經(jīng)常是誤導性的,有時甚至毫無意義。 然后,介紹了贏得值法的基本理論并對其進行改進,引入了一個新的指標臨界比率CR,用來檢測某一時刻項目整體的運行狀況,同時對項目完工估算EAC的計算公式進行改進,以提高預測的準確性。并以具體輸電線路工程項目為案例,將改進的贏得值法應用于項目管理之中,通過測定某個時刻的三個基本參數(shù),計算五個指標,對其進行綜合分析,進一步判斷項目運行狀況及偏差類型,然后對偏差原因進行分析,并制定針對性的糾偏措施,同時根據(jù)當前的效率預測項目完工估算EAC,最后對控制效果進行評價,通過實例實現(xiàn)了項目成本和進度的有效控制,證明了改進后的贏得值法應用于輸電線路工程項目管理的可行性。通過改進后的贏得值法實現(xiàn)對項目進度和費用的聯(lián)合控制,能為贏得值法應用于輸電線路工程項目管理的后續(xù)研究提供參考和借鑒。 最后,提出了未來的研究方向是對如何測定三個基本參數(shù)展開進一步的研究,以確保數(shù)據(jù)測定高效、準確。
[Abstract]:There are many problems in the project management of transmission line engineering in China. The most interesting problems are the serious deviation between the actual cost of the project and the planned cost, and the serious deviation between the actual project duration and the planned time limit. Especially, the deviation in the process is not corrected in time, or the deviation is corrected alone, which results in more and more errors, which leads to more and more accumulated deviations, resulting in serious cost overruns and serious lag in the actual construction period. This paper adopts the method of combining theory research with case analysis, aiming at the limitation of project management of transmission line project at present, combining with the basic theory of winning value method, it does the following research: first, This paper analyzes the present situation of project schedule management and cost management of transmission line engineering, and points out the limitation of cost management and schedule management alone, and explains that the construction cost cannot be quantified when the project schedule management is carried out alone. It is impossible to judge the level of project management and predict the trend of development. It shows that the traditional deviation analysis method is not enough to guide construction cost management and is often misleading and sometimes meaningless. Then, the basic theory of the winning value method is introduced and improved, and a new index critical ratio CRR is introduced to detect the whole running condition of the project at a certain time. At the same time, the calculation formula of EAC for project completion estimation is improved. To improve the accuracy of the prediction. Taking the specific transmission line project as an example, the improved winning value method is applied to project management. By measuring three basic parameters at a certain time, five indexes are calculated and analyzed synthetically. Further judge the project running status and deviation type, then analyze the cause of deviation, and formulate targeted correction measures, at the same time, estimate the completion of the project according to the current efficiency, and finally evaluate the control effect. The effective control of project cost and schedule is realized through an example, and the feasibility of applying the improved earned value method to project management of transmission line project is proved. Through the improved earned value method, the joint control of project schedule and cost can be realized, which can provide a reference for the subsequent study of project management of transmission line project using the method of winning value. At last, it is pointed out that the future research direction is how to measure three basic parameters in order to ensure the high efficiency and accuracy of data measurement.
【學位授予單位】：華北電力大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：TU722;TM75

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