【摘要】：工程項目的運行加快了城市化進程,為我國經(jīng)濟和社會發(fā)展做出了巨大貢獻。由于其具有規(guī)模大、持續(xù)周期長以及不可逆轉(zhuǎn)性等特點,因此其管理過程直接關(guān)系到項目的未來收益以及企業(yè)的核心競爭力。工程項目的成本和進度是管理系統(tǒng)中的重要目標(biāo),掙值管理方法是各國廣泛認(rèn)可的項目管理手段,把掙值法引用到成本控制的過程中,可以提高工程項目的管理效率。因此本文的重點就是運用基于關(guān)鍵路徑的掙值法來監(jiān)測項目運行過程,進而對耗費的成本和進度進行集成管理。 本文的研究內(nèi)容主要分為如下幾個部分： 首先介紹了本文選題依據(jù)、背景、研究目的和意義,概括了相關(guān)國內(nèi)外研究現(xiàn)狀,闡述本文研究的主要內(nèi)容、思路和方法,呈現(xiàn)了本文的技術(shù)路線圖,并對掙值理論、項目集成成本控制理論和全生命周期成本控制理論進行綜述,為本文研究工程項目的成本和進度控制奠定了基礎(chǔ)。 其次,介紹了當(dāng)前我國傳統(tǒng)工程項目成本控制存在的問題,把掙值理論與傳統(tǒng)成本控制相對比,得出運用掙值法進行成本控制具有操作簡單及時、集成控制進度和費用并且便于預(yù)測項目后期狀況等優(yōu)點。在此基礎(chǔ)上分析了基于關(guān)鍵路徑的工程項目成本控制的獨特性和運用本方法的基本原則。 再次,構(gòu)建了基于關(guān)鍵路徑的工程項目掙值管理流程,具體分析了工程項目的掙值管理原理和流程設(shè)計,介紹了基于關(guān)鍵路徑的工程項目管理方法步驟,包括編制工作結(jié)構(gòu)分解圖、制定掙值測量基準(zhǔn)、確定作業(yè)流程的關(guān)鍵路徑、指標(biāo)計算、分析偏差影響因素及重要性程度、糾正偏差,并設(shè)置具體案例對本方法進行運用。 最后,運用前一章節(jié)構(gòu)建出的基于關(guān)鍵路徑的掙值成本控制體系,對家庭裝修項目的成本和進度進行控制,強化實施過程動態(tài)監(jiān)控項目的運行。一旦出現(xiàn)問題,管理人員馬上進行分析并提出糾偏措施,進而提高掙值管理方法的效率,最終以理想的狀態(tài)完成案例施工項目。在本文最后得出研究結(jié)論,分析了基于關(guān)鍵路徑的掙值分析法存在的一些不足和缺限,并對未來的研究方向提出了展望。 通過以上研究表明本文對現(xiàn)有監(jiān)控項目成本—進度的掙值法進行改進,提出基于關(guān)鍵路徑的掙值分析法,可以對工程項目進行高效科學(xué)地控制進而提高項目管理的水平。但是在使用本方法時還存在著一些不足,因此在日后的研究中要重點關(guān)注這些問題。
[Abstract]:The operation of the project accelerates the process of urbanization and makes great contribution to the economic and social development of our country. Because of its large scale, long duration and irreversibility, its management process is directly related to the future income of the project and the core competitiveness of the enterprise. The cost and schedule of engineering project is an important goal in the management system. Earned value management method is a widely accepted means of project management. Applying earned value method to the process of cost control can improve the management efficiency of engineering project. Therefore, the focus of this paper is to use the earned value method based on critical path to monitor the running process of the project, and then to integrate the cost and schedule of the project. The research contents of this paper are mainly divided into the following parts: first of all, this paper introduces the basis, background, purpose and significance of the research, summarizes the relevant domestic and foreign research status, expounds the main contents, ideas and methods of this study, This paper presents the technical roadmap of this paper, and summarizes earned value theory, project integration cost control theory and life cycle cost control theory, which lays a foundation for the study of cost and schedule control of engineering projects in this paper. Secondly, this paper introduces the problems existing in the cost control of the traditional engineering projects in China, compares the earned value theory with the traditional cost control, and draws the conclusion that it is simple and timely to use the earned value method to control the cost. Integrated control of progress and costs and ease of prediction of post-project conditions and other advantages. On this basis, the uniqueness of project cost control based on critical path and the basic principle of applying this method are analyzed. Thirdly, the earned value management process of engineering project based on critical path is constructed, the principle and process design of earned value management of engineering project are analyzed in detail, and the methods and steps of engineering project management based on critical path are introduced. It includes drawing up the work structure decomposition chart, drawing up the earned value measurement benchmark, determining the key path of the operation process, calculating the index, analyzing the influencing factors and the importance degree of the deviation, correcting the deviation, and setting up specific cases for the application of the method. Finally, using the critical path-based earned value cost control system constructed in the previous chapter, the cost and progress of home decoration projects are controlled, and the implementation process of the dynamic monitoring project is strengthened. In the event of problems, managers immediately analyze and propose corrective measures to improve the efficiency of earned value management method, and finally complete the case construction project in an ideal state. At the end of this paper, we draw a conclusion, analyze some shortcomings and deficiencies of earned value analysis based on critical path, and put forward the prospect of the future research direction. The above research shows that this paper improves the earned value method of monitoring project cost-schedule and puts forward the earned value analysis method based on critical path, which can effectively and scientifically control the project and improve the level of project management. However, there are still some deficiencies in the use of this method, so we should pay more attention to these problems in future research.
【學(xué)位授予單位】：太原理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：TU723.3

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