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论文编号：	9174
作者编号：	2220120285
上传时间：	2017/6/8 13:50:16
中文题目：	建筑施工企业工程项目进度管理研究
英文题目：	The research on the project schedule management of construction enterprises---A case study of low temperature chemical pipeline construction project in BHPC
指导老师：	程莉莉 副教授
中文关键字：	进度管理;进度计划;控制措施
英文关键字：	Schedule management;Schedule Plan; Control measures
中文摘要：	随着经济发展，我国建筑行业也快速跟进，其规模都比较大，对项目管理水平提出较高要求，在项目管理三要素中进度管理非常重要，施工过程就要做好各项保障措施，进度管控是目前项目施工阶段最需要引起重视的。要使项目能够按期竣工，施工单位在建设过程中要加强工程项目的进度管理，在保证不增加施工成本投入的基础上，利用有效的管理手段尽可能的缩短建设周期，充分体现施工企业的现代化管理水平。工程开工前，要制定具有可操作性、符合企业实际的项目进度计划，优化资源投入，搭建好项目管理机构，加强各个环节的沟通协调，合理安排好各类资源的供应，培育良好的项目文化，提前采取可靠的措施，规避影响项目进度的不利因素，提高项目管理人员的执行力。直到工程项目最终能顺利竣工验收，从而，保证项目建设单位与施工单位双方的共同利益。 此论文结合当前项目进度管理中的弊病，从编制项目进度计划、控制措施的实施等方面进行论述，结合渤化石化60万吨/年丙烯装置化工品管线项目施工进度管理的案例，根据以往实践经验以及项目进度管理理论，制定好工作分解结构，绘制出项目的系统网络图, 利用CPM来确立总工期，并利用有效的措施将总工期控制在合同约定的工期内，然后,在实施过程中对出现的工期延误情况进行科学分析,并且利用有效措施进行纠正,使现实施工进度处于受控状态，最终使项目按期竣工验收。本文的研究对施工企业项目进度管理具有一定指导意义，希望这些研究结果能为建筑企业及个人在项目管理中提供一些帮助。
英文摘要：	With the development of economy, the construction industry in our country is following up quickly with the large scale, and also put forward higher requirements on project management level. Progress management is very important in the three elements of project management, and the construction process should do a good job of various safeguards, also the progress control is need to be pay more attention during the project construction stage. In order to meet the project schedule, the construction units need to strengthen the project time management in the construction process, and use effective management tools to shorten the construction cycle as much as possible on the basis of ensuring no increase in the cost of construction in order to reflect the modern management level of construction enterprises. Prior to the commencement of the project, develop a project schedule that is practical and in line with the actual business, optimize resource input and build a good project management organization, strength the communication and coordination & arrange for the supply of various types of resources, foster good project culture, take reliable measures to avoid unfavorable factors affecting the project schedule in order to improve the execution of project management until the final completion of the project acceptance. Thus, to ensure the common interest of both sides between the project development units and construction units. In this paper, I combined with the shortcomings of pre-project time management, and discussed from preparation of the project schedule and the implementation of control measure & a case study of chemical pipeline construction schedule management in 600 thousand tons/year propylene plant and also based on past experience and project schedule management theory, and make a good work breakdown structure and the system of the project network diagram, use CPM to establish the total duration and effective measures to control the total duration of the contract period. Then, to analysis the reason of project time delaying during the course of the project implementation process, and to use of effective measures to correct so that the actual progress of the construction in a controlled state and then the project will be completed based on the project schedule. This paper has some guiding significance for the progress management. It is hoped that these results will provide some helps to the construction company and the individual in the project management.
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