西二线深港海底管道项目进度管理应用研究

发布时间：2018-04-12 06:35

本文选题：海底管道项目 + 进度计划　；参考：《中国石油大学(华东)》2014年硕士论文

【摘要】：近几年来,全球能源需求日趋增大,石油的价格走向直接或间接影响世界政治、经济走向。随着陆地资源的长时间开采,加之能源总量有限,世界各大石油巨头均将目光转向海上,大力开发海洋资源已被列入国家长期发展战略,国内各大石油企业为保证国家能源安全的战略需求使得海洋石油的开发力度逐步加大。由此,海洋工程作为一个产业越来越受到人们的关注,但我国海洋工程领域项目管理技术比较落后。进度作为海洋工程项目管理三大目标之一,备受海洋工程项目企业的关注。目前,我国海底管道项目市场广阔,前景巨大,但项目管理技术相对落后,在进度管理方面,由于受到诸多不确定因素的干扰,大部分项目进度都得不到有效的控制,此种现象在海洋工程领域尤为突出。本文以西二线深港海底管道项目为背景,将理论和实践相结合、采用对比分析以及文献研究的方法,结合工作实际,详细地论述了海底管道项目进度管理中存在的问题,分析影响进度的原因,寻找可控的办法。文章采用PDCA循环的模式对进度计划实施的过程进行有效控制,采用计划评审技术和关键路径法相结合的方法,对该项目实际情况重新编制科学的进度计划。本文对海底管道项目进度管理存在问题进行梳理,并提出针对性的纠偏措施,使海底管道项目管理水平逐步提升,逐步完善海底管道项目管理的规章制度,以便更好的指导日后的工作,对其他类似管道项目具有一定的借鉴意义。
[Abstract]:In recent years, increasing global energy demand increasing, the price of oil to directly or indirectly affect the world political, economic trend. With the long time exploitation of land resources, coupled with the limited amount of energy, the oil giants are turning to the sea world, vigorously develop the marine resources has been included in the national long-term development strategy, major oil domestic enterprises in order to ensure the strategic needs of national energy security that offshore oil development efforts to gradually increase. Thus, ocean engineering as an industry has attracted more and more attention, but the marine engineering project management field in our country is relatively backward technology progress. As one of the three major objectives of project management of ocean engineering, marine engineering project by enterprises attention. At present, China's offshore pipeline project has a vast market, great prospects, but the technology is relatively backward in project management, schedule management, due to many Uncertain factors, most of the progress of the project are not effectively controlled, this phenomenon is particularly prominent in the field of marine engineering. This paper takes the second Shenzhen submarine pipeline project as the background, combining theory and practice, using comparative analysis and literature research methods, combined with the actual work, discusses in detail the existing submarine pipeline project schedule management problems in the analysis of influence of the progress of the cause, find the controllable way. The process of PDCA cycle mode of implementation of the schedule control method, using pert and critical path method combined with the re establishment of scientific plan for the actual situation of the project. This paper sorts out the submarine pipeline the progress of the project management problems, and put forward the corrective measures, the project management level of submarine pipeline gradually improve, and gradually improve the submarine pipeline Project management rules and regulations, so as to better guide the day after work, has a certain reference to other similar pipeline project.

【学位授予单位】：中国石油大学(华东)
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TE973.92

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