本文選題：S中心實(shí)驗(yàn)室　切入點(diǎn)：工程項(xiàng)目　出處：《華南理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：20世紀(jì)90年代以來(lái)，特別建筑行業(yè)的蓬勃發(fā)展，工程進(jìn)度控制作為項(xiàng)目管理中的重要內(nèi)容，直接關(guān)系到工程項(xiàng)目開(kāi)發(fā)單位和企業(yè)的經(jīng)濟(jì)效益，尤其在商業(yè)和工業(yè)地產(chǎn)開(kāi)發(fā)中，更具有舉足輕重的位置。 本文首先通過(guò)研究項(xiàng)目進(jìn)度控制在國(guó)內(nèi)外現(xiàn)狀，介紹了S中心和實(shí)驗(yàn)室項(xiàng)目的概況，，同時(shí)介紹了在實(shí)驗(yàn)室一期項(xiàng)目建設(shè)過(guò)程中S中心由于未使用科學(xué)的項(xiàng)目進(jìn)度管理方法，只是采用著“邊計(jì)劃、邊管理、邊控制”的舊有管理模式，從而在整個(gè)項(xiàng)目過(guò)程中造成分工責(zé)任不明、人員素質(zhì)不強(qiáng)、項(xiàng)目實(shí)施過(guò)程隨意變更計(jì)劃等問(wèn)題，導(dǎo)致項(xiàng)目計(jì)劃工期延長(zhǎng)和資金成本增加。因此在接下來(lái)的二期實(shí)驗(yàn)室項(xiàng)目建設(shè)過(guò)程中，為保證項(xiàng)目達(dá)到預(yù)期的目標(biāo)，必須運(yùn)用科學(xué)的項(xiàng)目進(jìn)度管理理論和方法，對(duì)整個(gè)項(xiàng)目進(jìn)行科學(xué)的計(jì)劃和控制。 其次以二期的S中心實(shí)驗(yàn)室工程項(xiàng)目為實(shí)際出發(fā)點(diǎn)，運(yùn)用科學(xué)的項(xiàng)目進(jìn)度控制的理論和方法、工具，根據(jù)確定的項(xiàng)目目標(biāo)編制項(xiàng)目進(jìn)度計(jì)劃，對(duì)項(xiàng)目的工作WBS工作結(jié)構(gòu)分解，確定工程項(xiàng)目里程碑，工作先后關(guān)系和工作持續(xù)時(shí)間以及工作的責(zé)任分配；然后根據(jù)上述確定的內(nèi)容通過(guò)Project軟件繪制了項(xiàng)目的甘特圖和網(wǎng)絡(luò)圖，計(jì)算出項(xiàng)目的關(guān)鍵線路。計(jì)算出的總工期和一期項(xiàng)目相比較大的縮短了工期，為下一步科學(xué)的項(xiàng)目進(jìn)度控制實(shí)施提供了依據(jù)。通過(guò)對(duì)項(xiàng)目進(jìn)度動(dòng)態(tài)循環(huán)控制和監(jiān)控，運(yùn)用進(jìn)度檢查的S形曲線法和掙值分析法對(duì)項(xiàng)目的實(shí)際進(jìn)度和成本進(jìn)行分析和檢查。并且提出了項(xiàng)目進(jìn)度調(diào)整的方法。然后對(duì)S中心實(shí)驗(yàn)室工程項(xiàng)目進(jìn)度控制的評(píng)價(jià)和分析，評(píng)價(jià)了目前項(xiàng)目進(jìn)度的情況，總結(jié)控制的成果以及對(duì)后續(xù)進(jìn)度控制的啟示。最后論述了保障項(xiàng)目進(jìn)度計(jì)劃順利進(jìn)行的措施，包括從組織上的保障、還有資金、全面協(xié)調(diào)各方面關(guān)系上的保障措施。 研究表明通過(guò)與一期項(xiàng)目的管理方式的比較，運(yùn)用科學(xué)的項(xiàng)目進(jìn)度管理的理論知識(shí)和方法，通過(guò)科學(xué)的編制項(xiàng)目進(jìn)度計(jì)劃，項(xiàng)目進(jìn)度控制過(guò)程中進(jìn)行監(jiān)控、調(diào)整，同時(shí)保障好各種措施，可以對(duì)工程的項(xiàng)目進(jìn)度控制取得較好的效果。因此希望通過(guò)本文的研究，找出事業(yè)單位實(shí)驗(yàn)室工程項(xiàng)目建設(shè)的項(xiàng)目進(jìn)度管理的基本思路，為未來(lái)類似的項(xiàng)目的進(jìn)度控制提供借鑒意見(jiàn)。
[Abstract]:Since 1990s, with the vigorous development of special construction industry, project schedule control, as an important part of project management, has a direct bearing on the economic benefits of project development units and enterprises, especially in commercial and industrial real estate development. More important position. This paper firstly introduces the status quo of S center and laboratory project by studying the status quo of project schedule control at home and abroad. At the same time, it introduces that S center does not use scientific project schedule management method in the process of construction of the first phase of laboratory project. Just adopting the old management mode of "planning, managing and controlling", thus causing problems such as unclear division of labor and responsibilities, weak quality of personnel, random change of plan during the implementation of the project, etc. Therefore, in the next phase of the laboratory project construction, in order to ensure the project to achieve the desired objectives, we must use scientific project schedule management theory and methods. Scientific planning and control of the whole project. Secondly, taking the S center laboratory project of the second phase as the practical starting point, using the theory and method of scientific project schedule control, the paper draws up the project progress plan according to the determined project objectives, and decomposes the working WBS work structure of the project. Identify project milestones, work priorities and work duration, and assign responsibilities for work; then draw the Gantt chart and network diagram of the project through Project software based on the above determinations, The total time limit of the project is shorter than that of the first stage project, which provides the basis for the scientific implementation of the project schedule control in the next step. Through the dynamic cycle control and monitoring of the project progress, This paper analyzes and inspects the actual progress and cost of the project by using the S shape curve method and earned value analysis method of progress check, and puts forward the method of project schedule adjustment, and then evaluates and analyzes the progress control of the project in S center laboratory. This paper evaluates the current progress of the project, summarizes the results of the control and the enlightenment to the follow-up progress control. Finally, it discusses the measures to ensure the smooth progress of the project schedule, including the organizational guarantee, as well as the funds, Comprehensive coordination of all aspects of the relationship between the safeguard measures. The research shows that through comparing with the management mode of the first stage project, using the scientific theory knowledge and method of project schedule management, the project progress plan can be scientifically drawn up, and the process of project schedule control will be monitored and adjusted. At the same time, all kinds of measures can be used to control the progress of the project, so we hope to find out the basic ideas of the project schedule management of laboratory project construction in institutions through the study of this paper. To provide reference for the control of similar projects in the future.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TU722

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