多方参与下的项目进度协调与控制

发布时间：2018-04-30 12:59

本文选题：进度控制 + 多方参与　；参考：《中国科学院大学(工程管理与信息技术学院)》2013年硕士论文

【摘要】：项目的进度控制问题目前已经成为项目管理专业最热门的话题之一。项目实施开始后项目经理最重要的工作之一就是进度控制。在大型项目中由于参与方众多,提高了项目协调管理的复杂度,也增加了影响项目进度的因素,而且这些因素容易因项目内外的大环境和小环境的变化而变化,从而导致施工进度控制难以把握；同时设计和物资采购单位的管理通常是游离于项目管理之外的,只受合同管理关系约束,与项目管理部门分属不同的领导管辖,使得项目管理者的要求和建议很难在第一时间得到贯彻执行,容易造成问题拖沓,难以及时解决。另外合同约定往往在商务业务部门,而项目实施在工程建设部门,这种错位的管理模式造成协调解决问题的难度加大,人员管理上责任模糊不清。因此,如何在大型项目中有效协调项目中涉及的多个单位,摸索出解决错位管理模式的新型管理机制,是很值得项目管理从业者去思考、探索的重要问题,也是本文着重解决的问题。作者在本文中完成的主要工作如下： (1)分析多方参与下的项目进度控制的特点和暴露出的问题； (2)梳理出解决多方参与下项目进度控制问题的基本思路； (3)建立预警分析系统,对多方参与下的项目进度进行科学预判； (4)运用项目多方协调机制和成本压缩工期法,有效控制项目进度、提高项目管理效果； (5)总结出多方参与下大型项目的进度管理经验；在本文中,作者将重点剖析多方参与下的项目中,影响项目进度的多个重要因素,提出控制项目进度的对策,并以北京联通的中石化小营办公楼DID交换机入网工程项目为例,通过专业分析,采用专业方法来发现项目进度偏差并及时采取相关措施纠正偏差,尽可能地保证项目进度按计划完成,最终总结出相关理论研究成果,旨在对上述问题加以探讨。
[Abstract]:Project schedule control has become one of the hottest topics in project management. One of the most important tasks of the project manager after the beginning of project implementation is progress control. In large projects, because of the large number of participants, the complexity of project coordination management is increased, and the factors that affect the progress of the project are also increased, and these factors are easily changed by the changes in the larger and smaller environments inside and outside the project. As a result, the construction schedule control is difficult to grasp. At the same time, the management of the design and material purchasing units is usually outside the project management, and is restricted only by the contract management relationship, which is different from the leadership of the project management department. It is difficult to implement the project manager's request and suggestion in the first time, cause the problem to procrastinate and solve the problem in time. In addition, the contract is often in the commercial business department, and the project implementation in the engineering construction department, this misplaced management model makes it more difficult to coordinate and solve the problem, and the responsibility of personnel management is ambiguous. Therefore, how to effectively coordinate many units involved in large projects and find out a new management mechanism to solve the misplaced management mode is an important issue worthy of the project management practitioners to think about and explore. This paper also focuses on solving the problem. The main work accomplished by the author in this paper is as follows: 1) analyzing the characteristics and problems of project schedule control under multi-party participation; (2) combing out the basic ideas to solve the problem of project schedule control under multi-party participation; (3) to establish an early warning and analysis system to predict the progress of the project with the participation of many parties; (4) to control the progress of the project effectively and improve the effect of project management by using the multi-party coordination mechanism of the project and the method of reducing the duration of the project. (5) summing up the progress management experience of large-scale projects with multi-participation; In this paper, the author will focus on the analysis of many important factors that affect the progress of the project, and put forward some countermeasures to control the progress of the project, and take the DID switch project of Sinopec small office building of China Unicom as an example. Through professional analysis, using professional methods to find project schedule deviation and timely take relevant measures to correct the deviation, as far as possible to ensure that the project progress is completed according to the plan, and finally summed up the relevant theoretical research results. The purpose of this paper is to discuss the above problems.
【学位授予单位】：中国科学院大学(工程管理与信息技术学院)
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：TU722

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