【摘要】：在工程建設(shè)領(lǐng)域,項(xiàng)目管理理論已深入人心。項(xiàng)目進(jìn)度管理作為項(xiàng)目管理中的重要組成內(nèi)容直接關(guān)系到項(xiàng)目的成敗。本文研究的重點(diǎn)是項(xiàng)目進(jìn)度管理在燈遼高速質(zhì)量監(jiān)控系統(tǒng)項(xiàng)目中的具體應(yīng)用。 高速公路質(zhì)量監(jiān)控系統(tǒng)項(xiàng)目是公司的核心產(chǎn)品項(xiàng)目,在已交付的同產(chǎn)品項(xiàng)目中雖然采用了進(jìn)度管理手段,但是由于影響項(xiàng)目進(jìn)度的不確定性因素較多,所以進(jìn)度管理仍然存在許多問(wèn)題。如何科學(xué)有效地實(shí)行進(jìn)度管理,確保項(xiàng)目按時(shí)完工是公司急需解決的問(wèn)題。 項(xiàng)目進(jìn)度管理的核心內(nèi)容是要對(duì)項(xiàng)目制訂一個(gè)具體的項(xiàng)目進(jìn)度計(jì)劃,并對(duì)項(xiàng)目計(jì)劃進(jìn)行進(jìn)度控制,使項(xiàng)目進(jìn)度符合項(xiàng)目的運(yùn)行軌跡,按時(shí)完成項(xiàng)目總體目標(biāo)。本文以燈遼高速質(zhì)量監(jiān)控系統(tǒng)項(xiàng)目為實(shí)例,對(duì)該項(xiàng)目的實(shí)施及管理現(xiàn)狀進(jìn)行了描述,找出了在項(xiàng)目管理過(guò)程中存在的問(wèn)題并進(jìn)行了分析。針對(duì)項(xiàng)目目前存在的問(wèn)題,采用項(xiàng)目進(jìn)度管理理論和項(xiàng)目實(shí)際情況相結(jié)合的方法,著重對(duì)燈遼高速質(zhì)量監(jiān)控系統(tǒng)項(xiàng)目進(jìn)行進(jìn)度計(jì)劃和進(jìn)度控制。在進(jìn)度計(jì)劃方面,綜合運(yùn)用類比法和由上而下法對(duì)該項(xiàng)目的工作進(jìn)行了分解,進(jìn)而把項(xiàng)目進(jìn)度計(jì)劃編制工作分為了定義活動(dòng)、排列活動(dòng)順序、估算活動(dòng)資源、估算項(xiàng)目活動(dòng)時(shí)間和制訂進(jìn)度計(jì)劃五個(gè)步驟,在制訂項(xiàng)目進(jìn)度計(jì)劃過(guò)程中運(yùn)用了關(guān)鍵路徑法和計(jì)劃評(píng)審技術(shù)；在項(xiàng)目進(jìn)度控制方面,對(duì)項(xiàng)目進(jìn)度計(jì)劃進(jìn)行跟蹤,找出進(jìn)度偏差并調(diào)整項(xiàng)目進(jìn)度進(jìn)而更新項(xiàng)目進(jìn)度計(jì)劃,將項(xiàng)目的計(jì)劃工期控制在事先確定的目標(biāo)之內(nèi)。 通過(guò)運(yùn)用項(xiàng)目進(jìn)度管理的理論與方法在燈遼高速質(zhì)量監(jiān)控系統(tǒng)項(xiàng)目上進(jìn)行實(shí)踐研究,對(duì)項(xiàng)目進(jìn)度控制的效果進(jìn)行了分析,從組織結(jié)構(gòu)、團(tuán)隊(duì)建設(shè)和進(jìn)度管理制度三方面提出了進(jìn)度管理的保障措施,希望本文能為類似工程項(xiàng)目提供一些思路和參考。
[Abstract]:In the field of engineering construction, the theory of project management has been deeply accepted. As an important component of project management, project schedule management is directly related to the success or failure of the project. This paper focuses on the application of project schedule management in Liangliao high-speed quality control system. The expressway quality control system project is the core product project of the company. Although the schedule management method has been adopted in the same product project that has been delivered, there are many uncertain factors that affect the progress of the project. So there are still many problems in schedule management. How to carry out the schedule management scientifically and effectively and ensure the completion of the project on time is an urgent problem to be solved by the company. The core content of project schedule management is to make a specific project progress plan and to control the progress of the project plan so that the project schedule accords with the running track of the project and completes the overall goal of the project on time. Taking the project of Liangliao high-speed quality control system as an example, this paper describes the implementation and management status of the project, finds out the problems existing in the process of project management, and analyzes the problems. In view of the existing problems of the project, the project schedule planning and schedule control of the Liangliao high speed quality monitoring system are emphasized by the method of combining the project schedule management theory with the actual situation of the project. In the aspect of schedule planning, the work of the project is decomposed by using the analogy method and the top-down method, and then the project schedule is divided into the defined activities, the sequence of activities and the estimation of the resources of the activities. Five steps of estimating the time of the project activity and drawing up the progress plan are used, the critical path method and the plan evaluation technology are used in the process of making the project progress plan, and the project progress plan is tracked in the aspect of the project schedule control. Find out the schedule deviation and adjust the project schedule to update the project schedule and keep the project schedule within a predetermined target. By using the theory and method of project schedule management in the project of Liangliao high speed quality control system, the effect of project schedule control is analyzed, and the structure of the project is analyzed. Three aspects of team construction and schedule management system are put forward to ensure the progress management, hoping that this paper can provide some ideas and references for similar projects.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：U415.12

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本文編號(hào)：2164203