本文選題：項(xiàng)目管理 + 時間管理��； 參考：《電子科技大學(xué)》2017年碩士論文

【摘要】：廣元通信基礎(chǔ)設(shè)施在2008年“5.12”汶川大地震中受損嚴(yán)重,為保證災(zāi)區(qū)通信能力和服務(wù)水平盡快恢復(fù)到災(zāi)前水平,加強(qiáng)網(wǎng)絡(luò)安全與應(yīng)急通信能力建設(shè),中國移動通信集團(tuán)四川有限公司根據(jù)通信業(yè)務(wù)的發(fā)展需要,決定在廣元實(shí)施地震通信基礎(chǔ)設(shè)施災(zāi)后重建第一批項(xiàng)目,建設(shè)川北移動樞紐樓工程項(xiàng)目(以下簡稱TX項(xiàng)目)。TX項(xiàng)目具有投資額高、工程量大、建設(shè)時間緊張等特點(diǎn),除此之外,這個項(xiàng)目本身關(guān)系到多方的綜合利益,工程比較復(fù)雜。項(xiàng)目前期進(jìn)行過程中,存在沒有科學(xué)的時間控制目標(biāo),沒有周全的時間計劃,資源配置計劃與時間計劃不匹配,沒有對時間計劃有足夠的檢查跟蹤,不能根據(jù)實(shí)際情況對計劃進(jìn)行調(diào)整,及項(xiàng)目風(fēng)險計劃不完善,風(fēng)險評估不科學(xué),風(fēng)險監(jiān)控不到位等一系列問題,只有妥善做好整個項(xiàng)目的管理,包括時間和風(fēng)險上的管理,才能保證整個項(xiàng)目如期完成。本文首先介紹了項(xiàng)目時間管理和風(fēng)險管理應(yīng)用現(xiàn)狀,分析了TX項(xiàng)目建設(shè)內(nèi)容、規(guī)模、目標(biāo)以及項(xiàng)目中時間管理和風(fēng)險管理存在的問題,并針對項(xiàng)目時間管理和風(fēng)險管理進(jìn)行了思考。接下來,在時間管理上,文中主要運(yùn)用了切合項(xiàng)目實(shí)際需求的一系列項(xiàng)目時間管理理論和方法,具體而言,主要包括WBS任務(wù)分解、里程碑確定、關(guān)鍵路徑法等。在運(yùn)用了這些先進(jìn)實(shí)用的理論和方法的基礎(chǔ)上,對項(xiàng)目活動進(jìn)行了分解,定義了項(xiàng)目25項(xiàng)子活動,并對項(xiàng)目活動工期進(jìn)行了估算,從而達(dá)到最精確的估算項(xiàng)目的時間和預(yù)期。在此基礎(chǔ)上,結(jié)合專業(yè)軟件制定并優(yōu)化調(diào)整了項(xiàng)目的時間計劃,使項(xiàng)目交付時間提前了12天,滿足了項(xiàng)目建設(shè)周期的要求。在風(fēng)險管理方面,本文按照項(xiàng)目的生命周期,對TX項(xiàng)目的風(fēng)險管理進(jìn)行了研究。首先,對于風(fēng)險的識別是進(jìn)行風(fēng)險控制的基礎(chǔ)和前提。因此,在項(xiàng)目的風(fēng)險控制過程中,我們進(jìn)行了一個全方位的動態(tài)的風(fēng)險識別。不僅包含了決策階段,還包括實(shí)施階段和建設(shè)階段,乃至最后的竣工階段。這樣一個貫穿了項(xiàng)目進(jìn)行全過程的風(fēng)險識別將最大限度減少風(fēng)險帶來的危害。其次,針對識別的15處風(fēng)險,進(jìn)行了深入和專業(yè)的分析,從而針對不同的風(fēng)險進(jìn)行歸類,從而提出具體可行的措施。最后,為了保證項(xiàng)目時間和風(fēng)險管理的實(shí)施,提出項(xiàng)目時間和風(fēng)險管理的保障措施,包括組織保障,資源保障,勞動力保障等,為項(xiàng)目的完成保駕護(hù)航。項(xiàng)目實(shí)施過程中,無重大安全事故,各個項(xiàng)目活動的完成質(zhì)量和效率都能得到保障,滿足了項(xiàng)目風(fēng)險管理要求。
[Abstract]:The Guangyuan communication infrastructure was seriously damaged in the 2008 "5.12" Wenchuan earthquake. In order to ensure that the communication capability and service level of the disaster areas can be restored to the pre-disaster level as soon as possible, and to strengthen the network security and emergency communication capacity building, The China Mobile Communications Group Sichuan Co., Ltd. decided to implement the first batch of projects in Guangyuan for post-disaster reconstruction of seismic communication infrastructure in accordance with the needs of the development of communications business. The construction of North Sichuan Mobile Hub Building project (hereinafter referred to as TX project. TX project) has the characteristics of high investment, large amount of construction, tight construction time, etc. In addition, the project itself is related to the comprehensive interests of many parties, and the project is more complex. In the early stage of the project, there are no scientific time control goals, no comprehensive time plan, no match between the resource allocation plan and the time plan, no sufficient checking and tracking of the time plan, Can't adjust the plan according to the actual situation, and the project risk plan is not perfect, the risk assessment is not scientific, the risk monitoring is not in place and so on a series of problems, only properly completes the entire project management, including the time and the risk management, In order to ensure the completion of the whole project on schedule. This paper first introduces the current situation of project time management and risk management, analyzes the contents, scale, objectives and problems of time management and risk management in TX project. And the project time management and risk management are considered. Then, in the aspect of time management, this paper mainly uses a series of project time management theories and methods to meet the actual needs of the project, specifically, including WBS task decomposition, milestone determination, critical path method and so on. On the basis of these advanced and practical theories and methods, the project activities are decomposed, 25 sub-activities are defined, and the project duration is estimated, so as to estimate the time and expectation of the project accurately. On this basis, combining with professional software, the project time plan is optimized and adjusted, which makes the project delivery time 12 days ahead of schedule, and meets the requirements of the project construction cycle. In the aspect of risk management, this paper studies the risk management of TX project according to the project life cycle. First of all, risk identification is the basis and premise of risk control. Therefore, in the process of project risk control, we carry out an all-round dynamic risk identification. It includes not only the decision-making stage, but also the implementation stage and the construction stage, and even the final completion stage. Such a risk identification, which runs through the whole process of the project, will minimize the risks. Secondly, in view of the 15 risks identified, in-depth and professional analysis is carried out to classify different risks and put forward concrete and feasible measures. Finally, in order to ensure the implementation of project time and risk management, the guarantee measures of project time and risk management, including organizational security, resource security, labor security and so on, are put forward to guarantee the completion of the project. In the process of project implementation, there are no major safety accidents, and the quality and efficiency of each project activity can be guaranteed to meet the requirements of project risk management.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：TU71

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