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论文编号：	13571
作者编号：	2320200730
上传时间：	2022/12/4 18:43:22
中文题目：	天津地铁11号线X标土建施工项目进度管理研究
英文题目：	Research on the progress management of the X standard civil construction project of Tianjin Metro Line 11
指导老师：	程莉莉
中文关键字：	地铁项目；项目管理；进度计划；进度控制
英文关键字：	Subway project; Project management; Schedule; Progress control
中文摘要：	近几年以来，农村人口大量外流，“进城”的脚步逐步加快，导致城市人 口数量迅速增大，在人口红利优势下，城市交通变得愈加拥堵。为了解决这一 城市难题，国内一、二线城市都在不遗余力地发展地铁建设。地铁的发展运营 不但解决了交通拥堵问题，而且降低了城市交通事故死亡率，降低了空气中可 吸入颗粒浓度。地铁建设无疑是一个利国利民的重大项目。在地铁施工过程中， 进度滞后的问题时有发生，导致进度滞后的原因也是涉及方方面面，特别是一 些很难预见的情况一旦发生，将会对进度产生非常不利的影响，加之过程跟踪 不及时、相应的应对措施在执行过程中执行不到位，最终导致进度滞后。 本文结合天津地铁 11 号线 X 标土建施工项目开展进度管理研究，采取专家 会议的方法研究分析项目进度滞后的原因，主要有进度计划不科学、实施过程 缺乏保障、进度控制措施执行不到位三个主要原因。由于 11 号线与另一条线的 换乘站将 X 标项目一分为二，且另一条线也是在建工程，这样使得天津地铁 11 号线 X 标土建施工具有一定的特殊性，同时考虑到目前“新冠疫情”的常态化 环境，采用德尔菲法对关键性工作进行持续时间估算，重新找出关键线路，通 过编制进度计划来指导施工生产。在进度控制阶段运用挣值法对项目进度进行 跟踪监控，从组织措施、管理措施、经济措施和技术措施四个方面进行进度控 制保障。 深入研究地铁项目的施工进度管理，有利于保障项目按期完工尽早地投入 使用，有利于为项目争取更大的利润，有利于为企业在后续投标中创造业绩。 通过深入现场收集实际数据，项目在进度管理中取得了良好的管理成果，由最 初的进度滞后 2 周转变为进度提前 1 周，通过资源的合理调配，并没有增加成 本。本文的研究充分结合实际情况，通过运用一系列进度管理方法，在解决地 铁双线交汇且同时施工方面具有明显的指导意义，为天津市后续地铁施工进度 管理提供参考。
英文摘要：	In recent years, a large amount of rural population has been flowing out, and the pace of "entering the city" has been gradually accelerated, resulting in a rapid increase in the number of urban population. With the advantage of demographic dividend, urban traffic has become increasingly congested. In order to solve this urban problem, domestic first tier and second tier cities are sparing no effort to develop subway construction. The development and operation of the subway not only solved the problem of traffic congestion, but also reduced the death rate of urban traffic accidents and the concentration of inhalable particles in the air. Subway construction is undoubtedly a major project beneficial to the country and the people. In the process of subway construction, the problem of progress delay occurs from time to time, and the cause of progress delay also involves all aspects. In particular, once some difficult to predict situations occur, they will have a very adverse impact on the progress. In addition, the process tracking is not timely, and the corresponding measures are not implemented in place during the implementation process, which ultimately leads to progress delay. In this thesis, the progress management research is carried out in combination with the civil engineering construction project of Tianjin Metro Line 11 X, and the reasons for the project progress lag are analyzed by adopting the method of expert meeting. There are three main reasons: unscientific progress plan, lack of guarantee in the implementation process, and inadequate implementation of progress control measures. As the transfer station of Line 11 and another line divides the bid X project into two, and the other line is also under construction, the civil construction of the bid X project of Tianjin Metro Line 11 has certain particularity. At the same time, taking into account the normal environment of the current "New Crown Epidemic", the Delphi method is used to estimate the duration of key work, find out the key line again, and guide the construction and production by preparing the schedule. In the II progress control stage, the earned value method is used to track and monitor the project progress, and the progress control is guaranteed from four aspects: organizational measures, management measures, economic measures and technical measures. An in-depth study of the construction schedule management of metro projects is conducive to ensuring that the project is completed on schedule and put into use as soon as possible, striving for greater profits for the project, and creating achievements for enterprises in subsequent bidding. Through in-depth on-site collection of actual data, the project has achieved good management results in schedule management, from the initial schedule lag of 2 weeks to the schedule advance of 1 week. Through the reasonable allocation of resources, there is no increase in costs. The research of this paper fully combines with the actual situation, through the use of a series of progress management methods, it has obvious guiding significance in solving the problem of subway double line intersection and simultaneous construction, and provides reference for the follow-up subway construction progress management in Tianjin.
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