基于赢得值法的输电线路工程费用和进度控制研究
发布时间：2018-08-17 19:39
【摘要】：我国输电线路工程项目管理中存在诸多问题,最引人关注的问题是项目实际成本和计划成本存在严重偏差,项目实际工期和计划工期存在严重偏差,尤其是过程中的偏差没有得到及时纠偏,或者是单独进行纠偏造成更大的偏差出现,导致累计偏差越来越大,最终出现实际成本严重超支,实际工期严重滞后。本文采用理论研究与案例分析相结合的方法,针对目前输电线路工程项目管理中存在的局限性,结合赢得值法基本理论,做了以下几方面的研究： 首先,分析了输电线路工程项目进度管理和费用管理的现状,提出了单独进行费用管理和进度管理的局限性,说明了单独进行项目进度管理时无法量化施工成本、无法判断项目管理水平、无法预测发展趋势,说明了传统的偏差分析方法对施工成本管理的指导是不够的,经常是误导性的,有时甚至毫无意义。 然后,介绍了赢得值法的基本理论并对其进行改进,引入了一个新的指标临界比率CR,用来检测某一时刻项目整体的运行状况,同时对项目完工估算EAC的计算公式进行改进,以提高预测的准确性。并以具体输电线路工程项目为案例,将改进的赢得值法应用于项目管理之中,通过测定某个时刻的三个基本参数,计算五个指标,对其进行综合分析,进一步判断项目运行状况及偏差类型,然后对偏差原因进行分析,并制定针对性的纠偏措施,同时根据当前的效率预测项目完工估算EAC,最后对控制效果进行评价,通过实例实现了项目成本和进度的有效控制,证明了改进后的赢得值法应用于输电线路工程项目管理的可行性。通过改进后的赢得值法实现对项目进度和费用的联合控制,能为赢得值法应用于输电线路工程项目管理的后续研究提供参考和借鉴。 最后,提出了未来的研究方向是对如何测定三个基本参数展开进一步的研究,以确保数据测定高效、准确。
[Abstract]:There are many problems in the project management of transmission line engineering in China. The most interesting problems are the serious deviation between the actual cost of the project and the planned cost, and the serious deviation between the actual project duration and the planned time limit. Especially, the deviation in the process is not corrected in time, or the deviation is corrected alone, which results in more and more errors, which leads to more and more accumulated deviations, resulting in serious cost overruns and serious lag in the actual construction period. This paper adopts the method of combining theory research with case analysis, aiming at the limitation of project management of transmission line project at present, combining with the basic theory of winning value method, it does the following research: first, This paper analyzes the present situation of project schedule management and cost management of transmission line engineering, and points out the limitation of cost management and schedule management alone, and explains that the construction cost cannot be quantified when the project schedule management is carried out alone. It is impossible to judge the level of project management and predict the trend of development. It shows that the traditional deviation analysis method is not enough to guide construction cost management and is often misleading and sometimes meaningless. Then, the basic theory of the winning value method is introduced and improved, and a new index critical ratio CRR is introduced to detect the whole running condition of the project at a certain time. At the same time, the calculation formula of EAC for project completion estimation is improved. To improve the accuracy of the prediction. Taking the specific transmission line project as an example, the improved winning value method is applied to project management. By measuring three basic parameters at a certain time, five indexes are calculated and analyzed synthetically. Further judge the project running status and deviation type, then analyze the cause of deviation, and formulate targeted correction measures, at the same time, estimate the completion of the project according to the current efficiency, and finally evaluate the control effect. The effective control of project cost and schedule is realized through an example, and the feasibility of applying the improved earned value method to project management of transmission line project is proved. Through the improved earned value method, the joint control of project schedule and cost can be realized, which can provide a reference for the subsequent study of project management of transmission line project using the method of winning value. At last, it is pointed out that the future research direction is how to measure three basic parameters in order to ensure the high efficiency and accuracy of data measurement.
【学位授予单位】：华北电力大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TU722;TM75
本文编号：2188687
[Abstract]:There are many problems in the project management of transmission line engineering in China. The most interesting problems are the serious deviation between the actual cost of the project and the planned cost, and the serious deviation between the actual project duration and the planned time limit. Especially, the deviation in the process is not corrected in time, or the deviation is corrected alone, which results in more and more errors, which leads to more and more accumulated deviations, resulting in serious cost overruns and serious lag in the actual construction period. This paper adopts the method of combining theory research with case analysis, aiming at the limitation of project management of transmission line project at present, combining with the basic theory of winning value method, it does the following research: first, This paper analyzes the present situation of project schedule management and cost management of transmission line engineering, and points out the limitation of cost management and schedule management alone, and explains that the construction cost cannot be quantified when the project schedule management is carried out alone. It is impossible to judge the level of project management and predict the trend of development. It shows that the traditional deviation analysis method is not enough to guide construction cost management and is often misleading and sometimes meaningless. Then, the basic theory of the winning value method is introduced and improved, and a new index critical ratio CRR is introduced to detect the whole running condition of the project at a certain time. At the same time, the calculation formula of EAC for project completion estimation is improved. To improve the accuracy of the prediction. Taking the specific transmission line project as an example, the improved winning value method is applied to project management. By measuring three basic parameters at a certain time, five indexes are calculated and analyzed synthetically. Further judge the project running status and deviation type, then analyze the cause of deviation, and formulate targeted correction measures, at the same time, estimate the completion of the project according to the current efficiency, and finally evaluate the control effect. The effective control of project cost and schedule is realized through an example, and the feasibility of applying the improved earned value method to project management of transmission line project is proved. Through the improved earned value method, the joint control of project schedule and cost can be realized, which can provide a reference for the subsequent study of project management of transmission line project using the method of winning value. At last, it is pointed out that the future research direction is how to measure three basic parameters in order to ensure the high efficiency and accuracy of data measurement.
【学位授予单位】：华北电力大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TU722;TM75
【参考文献】
相关期刊论文 前10条
1 芮茂刚;;浅析赢得值法在水利工程建设管理中的纠偏应用[J];广东科技;2012年07期
2 陆晓平;;基于赢得值法的工程进度和成本控制浅探[J];江苏水利;2012年04期
3 张利红;;从土耳其BEKIRLI电厂项目看国际电力工程中的成本控制[J];黑龙江科技信息;2012年30期
4 陶玉玲;浅议工程项目费用控制——赢得值法[J];西北水力发电;2004年02期
5 林东;;电力工程施工中的进度控制与安全管理[J];中国新通信;2012年24期
6 赵贵河;;浅谈电力工程建设施工的进度管理[J];中国新技术新产品;2011年16期
7 缪丽娴;;浅谈赢得值法在项目费用、进度控制方面的应用[J];新西部(下半月);2009年01期
8 赵鹏程;;赢得值法在工程管理中的应用[J];中国高新技术企业;2011年24期
9 骆龙江;;电力工程施工项目的成本控制分析[J];中国新技术新产品;2012年22期
10 杨新立;;基于赢得值原理的大型项目进度与费用管理[J];中国外资;2013年15期
，本文编号：2188687
本文链接：https://www.wllwen.com/guanlilunwen/chengjian/2188687.html
