本文關(guān)鍵詞： 核電項目 進(jìn)度計劃 進(jìn)度控制　出處：《大連海事大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：核電站工程建設(shè)項目是一個龐大的系統(tǒng)工程。建造一個核電站,需要巨大的投資、復(fù)雜的接口管理,并且建設(shè)周期相比普通的電站要長很多。在施工過程中,項目管理的復(fù)雜性和難度也非一般項目可比。核電站的成本主要為建造成本,提前發(fā)電對業(yè)主的效益非�？捎^,所以在項目管理過程中,對工程進(jìn)度的管理是整個核電站建設(shè)項目管理的核心,它的管理效果將會對整個項目的收益產(chǎn)生重要和直接的影響。目前三代核電技術(shù)AP1000在國際上具有領(lǐng)先優(yōu)勢,它采用了非能動的設(shè)計理念以及模塊化施工的方法,相比國外采用的EPR技術(shù)更加安全和高效,因此在國際招標(biāo)中勝出。AP1000技術(shù)成為了我國核電發(fā)展的主流方向。因此,按客觀經(jīng)濟(jì)規(guī)律對AP1000核電建設(shè)進(jìn)行有效進(jìn)度控制與管理具有一定的研究意義。本文采用文獻(xiàn)研究及現(xiàn)場調(diào)查的方法,從AP1000核電項目進(jìn)度管理談起,介紹了AP1000核電項目進(jìn)度管理特點和進(jìn)度管理難點,在進(jìn)度計劃管理調(diào)查、研究的基礎(chǔ)上,采用調(diào)查研究與實證研究相結(jié)合的方法分析了海陽AP1000核電施工進(jìn)度計劃管理方面存在的難點和不足。最后分析了工程進(jìn)度的影響因素,并結(jié)合海陽核電一期工程的特點,提出了施工進(jìn)度控制的保障措施。通過本文的研究可以看出海陽AP 1000核電進(jìn)度管理中采取的是六級進(jìn)度管理體系,單臺機(jī)組規(guī)劃建設(shè)期為71個月,達(dá)到了世界核電建設(shè)先進(jìn)水平。但是,由于AP1000核電建設(shè)過程中涉及到眾多單位和接口關(guān)系,因此對其進(jìn)度控制與管理產(chǎn)生影響到的因素也眾多,其中最為重要的表現(xiàn)為管理、設(shè)計、采購、質(zhì)量四個方面制約工程進(jìn)展,為了有效的控制AP1000核電項目施工進(jìn)度,本文對核電建設(shè)過程中的設(shè)計階段、采購階段、施工階段中存在可能影響項目進(jìn)度的因素進(jìn)行了分析并提出相應(yīng)的風(fēng)險預(yù)防措施。并針對現(xiàn)有進(jìn)度控制信息化的發(fā)展現(xiàn)狀提出了基于以WBS為關(guān)聯(lián)平臺的進(jìn)度控制理念。由于工程項目建設(shè)通過項目的建成投產(chǎn)使付出去的資金回收并獲得增值。而要使得該增值實現(xiàn)最大化,就要求整個項目建設(shè)過程中具有良好進(jìn)度控制手段。通過本文的研究旨在為我國未來AP1000核電項目大力發(fā)展的環(huán)境下,使其施工進(jìn)度控制更加有效,實現(xiàn)核電建設(shè)成本的進(jìn)一步降低。
[Abstract]:The nuclear power plant construction project is a huge systems project. Building a nuclear power plant requires huge investment, complex interface management, and the construction cycle is much longer than the normal power station. The complexity and difficulty of project management are also not comparable to those of ordinary projects. The cost of nuclear power plants is mainly construction costs, and the benefits to owners of early generation are very considerable, so in the process of project management, The management of the project schedule is the core of the whole nuclear power plant construction project management, and its management effect will have an important and direct impact on the whole project income. At present, the third generation nuclear power technology AP1000 has the leading advantage in the world. It adopts the inactive design concept and modular construction method, and is more safe and efficient than the EPR technology adopted abroad, so winning in international bidding. AP1000 technology has become the mainstream direction of nuclear power development in China. It is significant to study the effective progress control and management of AP1000 nuclear power construction according to the objective economic law. This paper discusses the progress management of AP1000 nuclear power project by using the methods of literature research and field investigation. This paper introduces the characteristics and difficulties of schedule management of AP1000 nuclear power project. In this paper, the difficulties and shortcomings in the management of Haiyang AP1000 nuclear power construction progress plan are analyzed by means of investigation and empirical research. Finally, the influencing factors of the progress of the project are analyzed, and the characteristics of Haiyang nuclear power project in the first phase are analyzed. Through the research of this paper, it can be seen that the progress management system of Haiyang AP1000 nuclear power plant is a six-level schedule management system, and the planning construction period of a single unit is 71 months. It has reached the advanced level of nuclear power construction in the world. However, because many units and interfaces are involved in the process of AP1000 nuclear power construction, there are many factors affecting its progress control and management, the most important of which is management. In order to control the construction progress of AP1000 nuclear power project effectively, this paper deals with the design stage and procurement stage in the process of nuclear power construction. The factors that may affect the progress of the project in construction phase are analyzed and the corresponding risk prevention measures are put forward. The progress control based on WBS is put forward in view of the current development situation of information technology for schedule control. Idea. Because the project is built and put into production, the paid funds are recovered and added value is gained. To maximize the value added, The purpose of this paper is to make the construction progress control more effective for the future AP1000 nuclear power project in our country. The cost of nuclear power construction will be further reduced.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TU722;TM623

【參考文獻(xiàn)】

相關(guān)期刊論文 前3條

1 吳佳欣;;項目管理中進(jìn)度控制的現(xiàn)狀[J];甘肅科技;2011年22期

2 胡文發(fā);薄衛(wèi)彪;;大型建設(shè)工程的進(jìn)度延遲分析[J];施工技術(shù);2005年12期

3 崔曉明;馬力;;軟件項目進(jìn)度控制方法研究[J];計算機(jī)工程與設(shè)計;2010年12期

相關(guān)碩士學(xué)位論文 前1條

1 李書銘;天津同安道人行天橋項目進(jìn)度控制研究[D];吉林大學(xué);2014年

，

本文編號：1519569