【摘要】：電網(wǎng)是城市現(xiàn)代化建設(shè)的一項重要基礎(chǔ)設(shè)施,堅強的電網(wǎng)為國民經(jīng)濟的發(fā)展提供強有力的保障。電網(wǎng)的投資建設(shè)規(guī)模大、覆蓋廣,對電網(wǎng)建設(shè)進(jìn)行合理規(guī)劃,對電網(wǎng)的建設(shè)工程項目進(jìn)行有效的管控,將獲得巨大的經(jīng)濟效益和社會效益;否則,如果城市電網(wǎng)規(guī)劃不合理、投資建設(shè)控制不到位,將會給國家的經(jīng)濟建設(shè)和人民生活帶來不可彌補的損失。工程進(jìn)度控制是項目工程施工管理中的重要環(huán)節(jié),對整個工程的實施與質(zhì)量保障有著舉足輕重的作用。項目進(jìn)度作為衡量工程項目管理水平高低的重要經(jīng)濟指標(biāo)之一,項目能否發(fā)揮其經(jīng)濟效益,與其是否能在指定的時間內(nèi)交付使用密切相關(guān),因此做好項目進(jìn)度管理工作十分必要。本論文結(jié)合國內(nèi)外項目管理研究現(xiàn)狀,在傳統(tǒng)項目施工進(jìn)度控制理論研究的基礎(chǔ)之上,對配電網(wǎng)架空線路工程施工進(jìn)度管理現(xiàn)狀及問題進(jìn)行闡述,從解決管理機制落后、項目進(jìn)度動態(tài)控制和優(yōu)化意識不高、溝通協(xié)調(diào)不夠等問題入手,突出關(guān)鍵鏈項目管理的必要性。本論文以“李營110kV配電網(wǎng)架空線路施工項目”為例,基于關(guān)鍵鏈項目管理,在對工程項目的工程特點、線路路徑、施工方案認(rèn)真分析的基礎(chǔ)上,基于關(guān)鍵鏈理論對施工項目進(jìn)行WBS分解,確定關(guān)鍵路徑;采用最樂觀完成時間的50%概率時間作為削減安全時間的工序時間;分析約束瓶頸,運用平行算法優(yōu)先準(zhǔn)則確定工程關(guān)鍵鏈;運用彈性系數(shù)法確定緩沖區(qū)大小,最終確定本工程的項目進(jìn)度計劃。通過上述關(guān)鍵鏈法,對其進(jìn)度控制,通過在緩沖區(qū)設(shè)置綠、黃、紅三色區(qū)間,通過項目風(fēng)險預(yù)估、項目多層管理、調(diào)度管理、對項目管理人員進(jìn)行績效考核等方式,對工程項目進(jìn)度進(jìn)行控制。通過構(gòu)建的控制管理模型,運用關(guān)鍵鏈法對李營110 kV配電網(wǎng)架空線路施工項目進(jìn)度進(jìn)行控制,為本工程的順利完工提供保障,證明運用關(guān)鍵鏈技術(shù)進(jìn)行項目進(jìn)度控制在理論和實踐上是可行的,今后可以在其他同類型的工程上推廣應(yīng)用。
[Abstract]:Power grid is an important infrastructure in urban modernization construction. Strong power grid provides a strong guarantee for the development of national economy. The scale of investment and construction of power grid is large and the coverage is wide. It will obtain enormous economic and social benefits to plan the construction of power grid reasonably and to control the construction project of power grid effectively. Otherwise, if the urban power network planning is unreasonable and the investment construction control is not in place, it will bring irreparable losses to the national economic construction and people's life. Project schedule control is an important link in project construction management, which plays an important role in the implementation and quality assurance of the whole project. As one of the important economic indicators to measure the level of project management, whether the project can bring its economic benefits into full play is closely related to whether the project can be delivered within a specified time. Therefore, it is necessary to do the project schedule management well. Based on the research of traditional project construction schedule control theory, this paper expatiates on the current situation and problems of construction schedule management of overhead transmission line project in distribution network, which is backward in solving the problem of management mechanism, combining the current situation of project management research at home and abroad, and on the basis of traditional project construction schedule control theory research. The project progress dynamic control and optimization consciousness is not high, the communication and coordination is not enough, and the necessity of key chain project management is highlighted. This paper takes "Li Ying 110kV distribution network overhead line construction project" as an example, based on the key chain project management, on the basis of careful analysis of the engineering characteristics, route path and construction scheme of the project, the paper takes "Li Ying 110kV distribution network overhead line construction project" as an example, based on the key chain project management. Based on the theory of critical chain, the WBS decomposition of construction project is carried out, and the critical path is determined. The 50% probability time of the most optimistic completion time is used as the working procedure time to reduce the safe time, the constraint bottleneck is analyzed, and the engineering key chain is determined by using the priority criterion of parallel algorithm. The size of buffer zone is determined by elastic coefficient method, and the project schedule is finally determined. Through the key chain method mentioned above, the progress of the project is controlled, by setting green, yellow and red areas in the buffer zone, through the project risk estimation, the project multi-layer management, the scheduling management, the performance appraisal of the project manager, etc. Control the progress of the project. Through the control management model constructed, the progress of the overhead line construction project of Li Ying 110 kV distribution network is controlled by using the key chain method, which provides the guarantee for the successful completion of the project. It is proved that it is feasible to use the key chain technology to control the project schedule in theory and practice, and it can be popularized and applied in other projects of the same type in the future.
【學(xué)位授予單位】：華北電力大學(xué)(北京)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：TM752

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王錫來;;項目管理過程中的進(jìn)度控制[J];企業(yè)改革與管理;2016年20期

2 吳志軍;;淺析施工項目進(jìn)度控制方法及原理[J];建材與裝飾;2016年12期

3 李俊亭;;關(guān)鍵鏈項目進(jìn)度控制技術(shù)綜合分析研究[J];工程管理學(xué)報;2015年06期

4 尤建新;秦云;;基于貝葉斯網(wǎng)絡(luò)模型的關(guān)鍵鏈項目進(jìn)度管理[J];同濟大學(xué)學(xué)報(自然科學(xué)版);2015年10期

5 閆文周;劉振超;任格葉;;關(guān)鍵鏈的隨機性及在工程項目工期優(yōu)化中應(yīng)用研究[J];西安建筑科技大學(xué)學(xué)報(自然科學(xué)版);2015年04期

6 徐遠(yuǎn);朱文喜;;關(guān)鍵鏈技術(shù)在建設(shè)項目進(jìn)度管理中的應(yīng)用研究[J];企業(yè)技術(shù)開發(fā);2015年22期

7 張蕾;;空氣分離項目管理過程中的進(jìn)度控制基礎(chǔ)與要點[J];項目管理技術(shù);2015年07期

8 王倩;;輸變電工程項目進(jìn)度管理——基于關(guān)鍵鏈理論[J];工程經(jīng)濟;2015年05期

9 陳剛;李建國;馬小全;;基于關(guān)鍵鏈技術(shù)的國際石油鉆機系統(tǒng)集成項目進(jìn)度管理研究[J];項目管理技術(shù);2015年04期

10 周正龍;董雄報;左園;;MIS開發(fā)項目進(jìn)度管理的關(guān)鍵鏈識別研究[J];科技管理研究;2014年19期

相關(guān)碩士學(xué)位論文 前3條

1 耿子堯;蒙東電力公司開魯風(fēng)電項目進(jìn)度管理優(yōu)化研究[D];吉林大學(xué);2016年

2 李春暉;迎澤110kV輸變電工程項目進(jìn)度管理研究[D];華北電力大學(xué);2014年

3 朱志海;臺山輸變電工程項目進(jìn)度管理系統(tǒng)信息化研究[D];華北電力大學(xué)（北京）;2011年

，

本文編號：2406395