X项目工程设计进度管理案例研究

发布时间：2018-02-16 08:14

本文关键词： 工程设计进度管理工作分解结构绩效管理　出处：《大连理工大学》2015年硕士论文　论文类型：学位论文

【摘要】：J设计院成立于二十世纪50年代,主要从事石油化工项目工程设计,工程设计管理采用项目管理模式。工程设计进度管理是J设计院日常管理的重要内容,直接影响项目执行成败及J设计院的经济效益。本论文在总结X项目工程设计进度管理经验教训基础上,提出改善工程设计进度管理的措施,以提高J设计院的经济效益。本论文首先介绍X项目的具体情况,运用WBS、Project2007等方法和工具介绍X项目工程设计进度管理的过程及结果,指出X项目工程设计进度管理存在的主要问题,包括工期延误、工程设计人员分配不协调、进度失控、相互推卸责任等。然后分析产生这些问题的原因,包括工程设计进度计划不合理、缺乏项目群管理、工程设计进度控制不力、激励措施不完善等。最后结合J设计院的实际情况提出具体解决措施。通过改进工作分解结构、制定工程设计人工时定额、工程设计进度计划与项目总体进度计划相协调等措施,提高进度计划编制科学性,从而避免计划工期不合理导致实际工期延误；通过优化项目设计经理与专业室主任的责任、优化工程设计工作流程、建立三级进度管理体系、提高项目设计经理综合能力等措施,完善进度管理体系,从而解决工程设计人员分配不协调的问题；通过规范化进度执行信息收集与分析、改进工程设计方法进行工期优化、提高紧前紧后作业允许的工期重叠时间进行工期优化、加强信息沟通与反馈等措施,实现加强进度计划控制,从而避免进度执行情况失控；通过完善奖惩措施、建立绩效考核体系等手段,完善激励措施,从而明确职责权限,并激励项目组人员充分发挥自身能力。通过本论文研究,提高J设计院工程设计进度管理水平,并为具有类似情况的项目进度管理提供参考。
[Abstract]:J Design Institute was founded in 1950s, mainly engaged in petrochemical project engineering design, engineering design management adopts project management mode. Engineering design schedule management is an important part of J design institute's daily management. The success or failure of project execution and the economic benefit of J design institute are directly affected. On the basis of summing up the experience and lessons of project X project design schedule management, this paper puts forward some measures to improve the project design schedule management. In order to improve the economic benefit of J design institute, this paper first introduces the specific situation of X project, and introduces the process and result of project design schedule management by means of methods and tools such as WBSX Project 2007, etc. This paper points out the main problems existing in project X project design schedule management, including the delay of construction period, the uncoordinated distribution of engineering designers, the runaway schedule and the shirking responsibility of each other. Then, the causes of these problems are analyzed. It includes unreasonable engineering design schedule, lack of project group management, weak control of engineering design schedule, imperfect incentive measures and so on. Finally, combined with the actual situation of J Design Institute, concrete solutions are put forward. To make the time quota of project designer, coordinate the project design schedule with the overall project schedule, and improve the scientificalness of the progress plan, so as to avoid the unreasonable schedule of the plan and lead to the delay of the actual construction period; By optimizing the responsibility of the project design manager and the director of the professional department, optimizing the work flow of engineering design, establishing the three-level schedule management system, improving the comprehensive ability of the project design manager, and perfecting the progress management system, In order to solve the problem of uncoordinated allocation of engineering designers, through the collection and analysis of standardized schedule execution information, the method of engineering design is improved to optimize the duration of the project, and the overlapping time allowed by the work before and after tightening is increased to optimize the duration of the project. Strengthen the information communication and feedback to realize the control of the progress plan, so as to avoid the runaway progress, improve the incentive measures by perfecting the measures of reward and punishment, establish the system of performance appraisal, so as to define the responsibility and authority, Through the research of this paper, the project schedule management level of J design institute is improved, and the project schedule management with similar situation is provided as a reference.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：TE65;TU712

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