本文選題：進(jìn)度控制 + 多方參與�。� 參考：《中國(guó)科學(xué)院大學(xué)(工程管理與信息技術(shù)學(xué)院)》2013年碩士論文

【摘要】：項(xiàng)目的進(jìn)度控制問(wèn)題目前已經(jīng)成為項(xiàng)目管理專(zhuān)業(yè)最熱門(mén)的話題之一。項(xiàng)目實(shí)施開(kāi)始后項(xiàng)目經(jīng)理最重要的工作之一就是進(jìn)度控制。在大型項(xiàng)目中由于參與方眾多,提高了項(xiàng)目協(xié)調(diào)管理的復(fù)雜度,也增加了影響項(xiàng)目進(jìn)度的因素,而且這些因素容易因項(xiàng)目?jī)?nèi)外的大環(huán)境和小環(huán)境的變化而變化,從而導(dǎo)致施工進(jìn)度控制難以把握；同時(shí)設(shè)計(jì)和物資采購(gòu)單位的管理通常是游離于項(xiàng)目管理之外的,只受合同管理關(guān)系約束,與項(xiàng)目管理部門(mén)分屬不同的領(lǐng)導(dǎo)管轄,使得項(xiàng)目管理者的要求和建議很難在第一時(shí)間得到貫徹執(zhí)行,容易造成問(wèn)題拖沓,難以及時(shí)解決。另外合同約定往往在商務(wù)業(yè)務(wù)部門(mén),而項(xiàng)目實(shí)施在工程建設(shè)部門(mén),這種錯(cuò)位的管理模式造成協(xié)調(diào)解決問(wèn)題的難度加大,人員管理上責(zé)任模糊不清。因此,如何在大型項(xiàng)目中有效協(xié)調(diào)項(xiàng)目中涉及的多個(gè)單位,摸索出解決錯(cuò)位管理模式的新型管理機(jī)制,是很值得項(xiàng)目管理從業(yè)者去思考、探索的重要問(wèn)題,也是本文著重解決的問(wèn)題。 作者在本文中完成的主要工作如下： (1)分析多方參與下的項(xiàng)目進(jìn)度控制的特點(diǎn)和暴露出的問(wèn)題； (2)梳理出解決多方參與下項(xiàng)目進(jìn)度控制問(wèn)題的基本思路； (3)建立預(yù)警分析系統(tǒng),對(duì)多方參與下的項(xiàng)目進(jìn)度進(jìn)行科學(xué)預(yù)判； (4)運(yùn)用項(xiàng)目多方協(xié)調(diào)機(jī)制和成本壓縮工期法,有效控制項(xiàng)目進(jìn)度、提高項(xiàng)目管理效果； (5)總結(jié)出多方參與下大型項(xiàng)目的進(jìn)度管理經(jīng)驗(yàn)； 在本文中,作者將重點(diǎn)剖析多方參與下的項(xiàng)目中,影響項(xiàng)目進(jìn)度的多個(gè)重要因素,提出控制項(xiàng)目進(jìn)度的對(duì)策,并以北京聯(lián)通的中石化小營(yíng)辦公樓DID交換機(jī)入網(wǎng)工程項(xiàng)目為例,通過(guò)專(zhuān)業(yè)分析,采用專(zhuān)業(yè)方法來(lái)發(fā)現(xiàn)項(xiàng)目進(jìn)度偏差并及時(shí)采取相關(guān)措施糾正偏差,盡可能地保證項(xiàng)目進(jìn)度按計(jì)劃完成,最終總結(jié)出相關(guān)理論研究成果,旨在對(duì)上述問(wèn)題加以探討。
[Abstract]:Project schedule control has become one of the hottest topics in project management. One of the most important tasks of the project manager after the beginning of project implementation is progress control. In large projects, because of the large number of participants, the complexity of project coordination management is increased, and the factors that affect the progress of the project are also increased, and these factors are easily changed by the changes in the larger and smaller environments inside and outside the project. As a result, the construction schedule control is difficult to grasp. At the same time, the management of the design and material purchasing units is usually outside the project management, and is restricted only by the contract management relationship, which is different from the leadership of the project management department. It is difficult to implement the project manager's request and suggestion in the first time, cause the problem to procrastinate and solve the problem in time. In addition, the contract is often in the commercial business department, and the project implementation in the engineering construction department, this misplaced management model makes it more difficult to coordinate and solve the problem, and the responsibility of personnel management is ambiguous. Therefore, how to effectively coordinate many units involved in large projects and find out a new management mechanism to solve the misplaced management mode is an important issue worthy of the project management practitioners to think about and explore. This paper also focuses on solving the problem. The main work accomplished by the author in this paper is as follows: 1) analyzing the characteristics and problems of project schedule control under multi-party participation; (2) combing out the basic ideas to solve the problem of project schedule control under multi-party participation; (3) to establish an early warning and analysis system to predict the progress of the project with the participation of many parties; (4) to control the progress of the project effectively and improve the effect of project management by using the multi-party coordination mechanism of the project and the method of reducing the duration of the project. (5) summing up the progress management experience of large-scale projects with multi-participation; In this paper, the author will focus on the analysis of many important factors that affect the progress of the project, and put forward some countermeasures to control the progress of the project, and take the DID switch project of Sinopec small office building of China Unicom as an example. Through professional analysis, using professional methods to find project schedule deviation and timely take relevant measures to correct the deviation, as far as possible to ensure that the project progress is completed according to the plan, and finally summed up the relevant theoretical research results. The purpose of this paper is to discuss the above problems.
【學(xué)位授予單位】：中國(guó)科學(xué)院大學(xué)(工程管理與信息技術(shù)學(xué)院)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：TU722

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