本文選題：裝飾工程 + 項目進度管理��； 參考：《蘭州大學(xué)》2011年碩士論文

【摘要】：項目管理從根本上講就是通過組織和管理來采取措施,確保項目總目標(biāo)：費用目標(biāo)、時間目標(biāo)、質(zhì)量目標(biāo)的優(yōu)化實現(xiàn)。工程項目是最常見最為典型的項目類型。在工程項目施工過程中,工期是三大控制中重要的控制項目之一。工程項目進度管理是工程項目管理的重要組成部分,也是工程項目管理中矛盾比較突出的問題。20世紀(jì)90年代以后,百貨商場的內(nèi)部裝修裝飾工程發(fā)揮出更加重要的作用,具有投資大、技術(shù)及社會風(fēng)險大、項目周期長等特點,一旦進度延誤,對企業(yè)帶來的反作用力也是巨大的。因此做好內(nèi)部裝修裝飾工程項目的進度管理,以提高項目的經(jīng)濟效益和社會效益,是每一個百貨企業(yè)都共同關(guān)注的問題。 本文分析了我國目前百貨商場的內(nèi)部裝修裝飾工程現(xiàn)狀,指出了進行項目進度管理的必要性。以項目進度管理的理論入手,簡要地介紹了本論文所需要使用的基礎(chǔ)理論和工具,以及國內(nèi)工程項目進度管理的應(yīng)用現(xiàn)狀。 然后闡述了LH百貨商場裝飾工程現(xiàn)有的進度控制狀況,介紹了項目概況,進一步指出存在施工組織沖突等眾多問題,并逐一分析了原因。由此,按照進度管理的過程,進行LH百貨商場裝飾工程項目進度管理方案的設(shè)計和實施。首先,對工程項目中的各項任務(wù)進行了分解；根據(jù)項目工作流程,確定了工序間邏輯關(guān)系；估計完成這些任務(wù)所需的時間；采用網(wǎng)絡(luò)圖表示了初步計劃,并按照工期要求進行了優(yōu)化,形成了項目完整的進度管理方案。其次,對進度計劃進行動態(tài)監(jiān)控,跟蹤檢查執(zhí)行情況；并且根據(jù)出現(xiàn)的實際情況,采取措施調(diào)整進度計劃,確保要求的進度目標(biāo)得到實現(xiàn)。集成這兩個方面為一體,構(gòu)成了LH百貨商場裝飾工程完整的進度管理系統(tǒng)。 將工程項目進度管理的理論與項目實踐相結(jié)合,深入分析和全面總結(jié)工程項目進度管理過程中的經(jīng)驗教訓(xùn),正是本文研究的目的所在,有利于其他百貨工程項目進度管理參考借鑒。
[Abstract]:Project management is fundamentally through organization and management to take measures to ensure the overall objectives of the project: cost targets, time targets, quality objectives optimization. Engineering projects are the most common and typical types of projects. Time limit is one of the three important control items in the construction process of engineering project. Project schedule management is an important part of engineering project management, and it is also a contradictory problem in engineering project management. After 1990s, the interior decoration engineering of department store has played a more important role. It has the characteristics of large investment, great technical and social risk, long project cycle, etc. Once the progress is delayed, the reaction force to the enterprise is also huge. Therefore, it is a common concern for every department store enterprise to manage the progress of interior decoration and decoration project in order to improve the economic and social benefits of the project. This paper analyzes the present situation of interior decoration and decoration engineering of department stores in China, and points out the necessity of project schedule management. Based on the theory of project schedule management, this paper briefly introduces the basic theory and tools used in this paper, and the application status of domestic project schedule management. Then the paper expounds the current progress control situation of the decoration project of LH department store, introduces the general situation of the project, further points out that there are many problems such as the conflict of construction organization, and analyzes the reasons one by one. As a result, according to the progress management process, LH department store decoration project schedule management project design and implementation. First, the tasks in the project are decomposed; the logical relationship between the processes is determined according to the project workflow; the time required to complete these tasks is estimated; and the preliminary plan is represented by the network diagram. The project is optimized according to the requirement of time limit, and a complete project schedule management scheme is formed. Secondly, the progress plan is dynamically monitored, followed up and checked, and according to the actual situation, measures are taken to adjust the progress plan to ensure that the required progress goal is achieved. The integration of these two aspects constitutes a complete progress management system for the decoration project of LH department store. The purpose of this paper is to combine the theory of project schedule management with project practice and analyze and sum up the experiences and lessons in the process of project schedule management. It is beneficial to other department store project schedule management reference.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2011
【分類號】：F284;F721

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本文編號：1938826