基于改进挣值法的工程项目绩效控制研究与应用

发布时间：2018-05-31 18:48

本文选题：改进挣值法 + 成本绩效控制　；参考：《山东建筑大学》2014年硕士论文

【摘要】：项目管理作为一门专业被人们认可,标志着知识、过程、技能、工具和技术的应用能显著促进项目成功。由于对项目及项目管理(Project Management, PM)认识的不断加深,企业不仅对符合传统定义的“项目”采用项目管理方法,甚至利用项目管理方法管理过去不作为“项目”的事物。伴随着项目管理实践的需要,特别是对费用与进展的综合控制需要,挣值法(Earned Value Management, EVM)已成为对费用绩效与项目绩效综合控制的常用工具之一。挣值法可以适用于各种类型的工程项目,但在应用EVM理论的过程中,特别是对挣值(Earned Value,EV)的概念存在模糊或错误的理解,使得对EVM理论在工程项目实践中的应用也存在不足。因此对EVM理论基础的清晰认识,是应用挣值法的必要前提。以此作为出发点,本文主要做了以下三方面的研究： (1)从严格定义挣值(EV)的概念出发,重新阐释了传统挣值法的理论基础。首先,定义了基本参数(PV、EV、AC)、偏差指标(SV、CV)和绩效指标(SPI、CPI)公式,并阐释每个概念的具体含义；然后,按照将原计划工作与新增工作内容进行区分的调整逻辑,提出新的基本参数与偏差分析指标。 (2)按照将偏差原因分析细化的逻辑思路,在成本控制方面结合改进后的因素分析法(FAM),在进度方面结合基于总时差资源化的关键线路法(CPM),改进了挣值管理的项目绩效控制能力；并且,在改进后的挣值法理论基础上,改进挣值法在项目绩效中的预测分析。 (3)通过一个案例,将改进后的挣值法应用到某建筑工程的前期工程中,并结合项目管理软件(MS Project2010),证明了改进后的挣值法在工程项目绩效(包括成本绩效和进度绩效)中的有效性和可行性。本文的研究从对挣值(EV)概念的严格定义出发,为挣值管理理论模型(EVMs)提供了全面而严谨的理论基础。研究在成本绩效控制方面结合因素分析法,在进度绩效控制方面结合关键线路法,从而增强了挣值管理的项目绩效控制与预测能力。
[Abstract]:The application of knowledge, process, skills, tools and technologies to project management as a major is recognized as a significant contribution to project success. Because of the deepening of understanding of project and project management, enterprises not only adopt project management method to accord with the traditional definition of "project", but also use project management method to manage things that did not do "project" in the past. This is accompanied by the need for project management practices, in particular the need for integrated control of costs and progress, Earned value method (EVM) has become one of the commonly used tools to control cost performance and project performance. Earned value method can be applied to various types of engineering projects, but in the process of applying EVM theory, In particular, the concept of earned value (EV) has a vague or wrong understanding, which makes the application of EVM theory in engineering project practice insufficient. Therefore, a clear understanding of the theoretical basis of EVM is a necessary prerequisite for the application of earned value method. As a starting point, this paper mainly studies the following three aspects: (1) starting from the concept of strictly defining earned value (EV), this paper reinterprets the theoretical basis of traditional earned value method. First, we define the basic parameters, such as PVV / VAC, deviation index (CVV) and performance indicator (SPI / CPI) formula, and explain the specific meaning of each concept; then, according to the adjustment logic that distinguishes the original planned work from the new work, A new basic parameter and deviation analysis index are put forward. In the aspect of cost control combined with improved factor analysis method, in the aspect of schedule, the project performance control ability of earned value management is improved by combining with the key route method based on total time difference resources, and on the basis of the improved earned value method theory, Prediction and Analysis of improved earned value method in Project performance 3) the improved earned value method is applied to the early stage of a construction project through a case study. Combined with the project management software MS Project 2010, the effectiveness and feasibility of the improved earned value method in project performance (including cost performance and schedule performance) are proved. Based on the strict definition of earned value (EV), this paper provides a comprehensive and rigorous theoretical basis for EVMs. This paper combines factor analysis method in cost performance control and key circuit method in schedule performance control, so as to enhance the ability of project performance control and prediction in earned value management.
【学位授予单位】：山东建筑大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F284

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