發(fā)布時(shí)間：2018-07-01 14:51

  本文選題：M公司 + 項(xiàng)目進(jìn)度控制��； 參考：《鄭州大學(xué)》2015年碩士論文

【摘要】：工程施工項(xiàng)目進(jìn)度控制與項(xiàng)目成本控制作為項(xiàng)目管理過(guò)程中的重要組成部分,其管理水平的高低,直接決定了項(xiàng)目能否如期完成并直接影響著企業(yè)的經(jīng)濟(jì)效益。近年來(lái),M公司作為河南省LED照明領(lǐng)域的龍頭企業(yè)有著突飛猛進(jìn)的發(fā)展。然而,隨著M公司在LED照明領(lǐng)域的不斷發(fā)展,業(yè)務(wù)范圍越來(lái)越大,所承接的項(xiàng)目逐漸增加,M公司當(dāng)前的項(xiàng)目管理水平已經(jīng)無(wú)法滿(mǎn)足業(yè)務(wù)發(fā)展的需要。項(xiàng)目進(jìn)度控制與項(xiàng)目成本控制問(wèn)題凸顯,出現(xiàn)了施工進(jìn)度控制依據(jù)編制、施工進(jìn)度計(jì)劃缺乏靈活性、項(xiàng)目成本的估算與預(yù)算缺乏科學(xué)性等問(wèn)題。如何有效地對(duì)工程施工項(xiàng)目進(jìn)行進(jìn)度和成本控制是M公司當(dāng)前亟待解決的問(wèn)題。本文收集和整理大量文獻(xiàn)資料的基礎(chǔ)上,以項(xiàng)目管理理論為理論依據(jù),借鑒國(guó)內(nèi)外項(xiàng)目進(jìn)度與成本控制的成功實(shí)踐,系統(tǒng)地研究M公司工程施工項(xiàng)目進(jìn)度與成本控制策略。首先,通過(guò)M公司概況及工程施工項(xiàng)目管理現(xiàn)狀分析,揭示了該公司在項(xiàng)目管理中所面臨的項(xiàng)目進(jìn)度控制問(wèn)題和項(xiàng)目成本控制問(wèn)題。其次,利用WBS工作分解法,構(gòu)建了M公司工程施工項(xiàng)目WBS工作分解結(jié)構(gòu)。采用關(guān)鍵路徑法,繪制工程施工項(xiàng)目網(wǎng)絡(luò)圖,提出了M公司工程施工項(xiàng)目進(jìn)度控制網(wǎng)絡(luò)計(jì)劃技術(shù)和進(jìn)度控制優(yōu)化策略。進(jìn)而,制定工程施工項(xiàng)目成本計(jì)劃,對(duì)M公司工程施工項(xiàng)目進(jìn)行掙值分析,提供了M公司工程施工項(xiàng)目成本優(yōu)化策略。最后,以鄭州綠色照明改造項(xiàng)目為實(shí)例,將所提出的工程施工項(xiàng)目進(jìn)度控制策略與成本控制策略運(yùn)用到M公司的項(xiàng)目管理工作實(shí)踐中,對(duì)所提出方法的適用性和有效性進(jìn)行了驗(yàn)證。本文特色與創(chuàng)新之處主要表現(xiàn)在：①利用WBS工作分解法和關(guān)鍵路徑法,建立了M公司工程施工項(xiàng)目WBS工作分解結(jié)構(gòu)和進(jìn)度控制策略；②采用掙值法,制定工程施工項(xiàng)目成本計(jì)劃,提供了M公司工程施工項(xiàng)目成本優(yōu)化策略；③以鄭州市綠色照明改造項(xiàng)目為實(shí)例,對(duì)M公司工程施工項(xiàng)目進(jìn)度控制與成本控制策略進(jìn)行實(shí)證分析。本文的研究不僅為M公司提供了一套可操作的工程施工項(xiàng)目進(jìn)度控制與成本控制策略,而且為其他同類(lèi)工程施工項(xiàng)目的進(jìn)度控制與成本控制提供了理論依據(jù)與分析途徑。
[Abstract]:Project schedule control and project cost control as an important part of project management, the level of management directly determines whether the project can be completed on time and directly affect the economic benefits of the enterprise. In recent years, as a leading enterprise in the field of LED lighting in Henan Province, the company has been developing by leaps and bounds. However, with the continuous development of M Company in the field of LED lighting, the scope of business is becoming larger and larger, and the current project management level of M Company can no longer meet the needs of business development. The problems of project schedule control and project cost control are highlighted, such as construction schedule control basis compilation, construction schedule plan lack of flexibility, project cost estimation and budget lack of scientific and so on. How to effectively control the progress and cost of construction projects is an urgent problem for M Company. On the basis of collecting and sorting out a great deal of literature, based on the theory of project management, and referring to the successful practice of project schedule and cost control at home and abroad, this paper systematically studies the project schedule and cost control strategy of M Company. Firstly, by analyzing the general situation of M Company and the present situation of project management, this paper reveals the problems of project schedule control and project cost control faced by the company in project management. Secondly, the WBS structure of M Company is constructed by using WBS method. By using the critical path method, the network diagram of the construction project is drawn, and the network planning technology and the optimization strategy of the schedule control for the construction project of M Company are put forward. Furthermore, the cost plan of engineering construction project is worked out, the earning value of construction project of M company is analyzed, and the optimization strategy of construction project cost of M company is provided. Finally, taking Zhengzhou Green Lighting Reconstruction Project as an example, the proposed project schedule control strategy and cost control strategy are applied to the project management practice of M Company. The applicability and validity of the proposed method are verified. The main features and innovations of this paper are that the WBS work decomposition method and the critical path method are used to establish the WBS work breakdown structure and the schedule control strategy of the construction project of M Company. The earned value method is adopted. The cost plan of engineering construction project is formulated, and the optimization strategy of construction project cost of M company is provided. Taking the green lighting reconstruction project in Zhengzhou as an example, the paper makes an empirical analysis on the schedule control and cost control strategy of construction project in M company. The research in this paper not only provides M Company with a set of operable strategy for schedule control and cost control of engineering construction projects, but also provides theoretical basis and analysis approach for schedule control and cost control of other similar construction projects.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：TU722;TU723.3

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