本文關(guān)鍵詞： 建筑工程 項目管理 進(jìn)度管理 進(jìn)度偏差 進(jìn)度優(yōu)化　出處：《哈爾濱工業(yè)大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：基于工程全壽命周期管理視角,項目管理在工程立項、決策、設(shè)計、施工、竣工等階段,需要統(tǒng)籌兼顧項目的質(zhì)量、進(jìn)度、造價和安全,對工程效益水平具有決定性的影響。而項目進(jìn)度管理作為其中一項不可或缺的內(nèi)容,同樣是項目成功的決定性因素,但隨著工程在規(guī)模、形式、功能等創(chuàng)新要求的提出,加之經(jīng)濟社會環(huán)境存在諸多的不確定性因素,使得工程生命周期也大不如前,就目前工程項目進(jìn)度管理的現(xiàn)狀,進(jìn)度管理工作尚缺專業(yè)的工具和先進(jìn)的方法,以及存在管理意識淡薄和制度不完善等問題,從側(cè)面反映出一系列科學(xué)合理進(jìn)度管理方法的提出,已是勢在必行。如何在有限的資源下,用最小的代價創(chuàng)造出最大的價值已成為各個組織最為關(guān)心的焦點之一。本課題在了解建筑工程項目動態(tài)管理相關(guān)理論的基礎(chǔ)上,基于進(jìn)度管理的概念、內(nèi)容、特點和方法,并借助國內(nèi)外對進(jìn)度管理的研究成果,提取對課題研究具有指導(dǎo)性意義的理論知識和實踐經(jīng)驗,為課題的研究奠定堅實的理論基礎(chǔ)。同時以“北京市自由自宅4#樓工程”為例,介紹該工程的項目情況、組織保障、進(jìn)度目標(biāo),以及剖析項目進(jìn)度管理存在的問題和找出影響進(jìn)度管理的弊端因素,在此基礎(chǔ)上制定該項目進(jìn)度管理計劃,其中在計劃制定準(zhǔn)備階段,要求分解工程結(jié)構(gòu)、確定工程順序、界定項目范圍和確定持續(xù)時間,然后通過責(zé)任分配矩陣構(gòu)建、甘特圖編制、總工期確定、進(jìn)度計劃安排、進(jìn)度計劃經(jīng)濟化等一系列流程,制定詳細(xì)的工程進(jìn)度管理計劃。至于項目的進(jìn)度動態(tài)控制,是以進(jìn)度動態(tài)基本原理為基礎(chǔ),在S型曲線比較法和掙值分析法中,取舍合適的進(jìn)度檢查方法,以便對工程進(jìn)度進(jìn)行動態(tài)檢測、效果評估、趨勢預(yù)測、糾偏調(diào)節(jié)。與此同時,工程項目的進(jìn)度管理,還需要同步做好在組織、資源、技術(shù)等方面的保障工作,方可保障整個工程項目進(jìn)度管理工作有條不紊地開展。本課題通過研究,對北京市自由自宅4#樓工程項目的進(jìn)度管理工作,具有實際的指導(dǎo)性意義,在很大程度上能夠滿足該工程的進(jìn)度管理需求,確保該工程項目進(jìn)度目標(biāo)的順利達(dá)到。對于其他工程項目,可在調(diào)整和完善相關(guān)進(jìn)度管理方法的基礎(chǔ)上,予以參考借鑒。
[Abstract]:Based on the view of project life cycle management, project management needs to take into account the quality, schedule, cost and safety of the project in the stages of project establishment, decision making, design, construction and completion. Project schedule management, as an indispensable part of the project, is also the decisive factor of project success, but with the scale and form of the project. Function and other innovative requirements, coupled with the economic and social environment, there are many uncertain factors, making the project life cycle is not as good as before, on the current status of project schedule management. Progress management is still lack of professional tools and advanced methods, as well as problems such as weak management consciousness and imperfect system, which reflects a series of scientific and reasonable progress management methods. Is imperative. How within limited resources. Creating the greatest value with the minimum cost has become one of the most concerned focus of each organization. This topic is based on the concept and content of schedule management on the basis of understanding the theory of dynamic management of construction project. Characteristics and methods, and with the help of domestic and foreign progress management research results, extract the guiding significance of the subject of theoretical knowledge and practical experience. It lays a solid theoretical foundation for the research of this project. At the same time, taking the "Beijing Free and Self-House-Building Project" as an example, it introduces the project situation, organization guarantee and progress goal of the project. It also analyzes the problems existing in project schedule management and finds out the malpractice factors that affect schedule management. On this basis, the project schedule management plan is formulated, in which the project structure is decomposed in the planning preparation stage. Determine the order of the project, define the scope of the project and determine the duration of the project, and then through the responsibility allocation matrix construction, Gantt chart preparation, total duration determination, schedule planning, schedule economic and other processes. Make detailed project schedule management plan. As for the project progress dynamic control, is based on the basic principle of progress dynamics, in S curve comparison method and earned value analysis method, choose the appropriate progress check method. In order to carry on the dynamic detection, the effect evaluation, the trend forecast, the correction adjustment to the project progress. At the same time, the project schedule management, also needs to do well in the organization, the resources, the technical and so on aspect safeguard work. In order to ensure the progress of the whole project management work methodically. Through research, this project has practical guiding significance to the progress management of the project of free house building in Beijing. To a large extent, it can meet the needs of the project schedule management, to ensure the smooth achievement of the project schedule objectives. For other projects, we can adjust and improve the related progress management methods on the basis of. For reference.
【學(xué)位授予單位】：哈爾濱工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TU722

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