联邦制药（成都）有限公司热电联产工程项目进度计划与控制研究
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摘要
进度控制是项目管理的主要内容,本文运用现代项目进度管理理论,结合联邦制药(成都)有限公司热电联产工程项目管理中工程进度管理实践,探讨了如何组建以项目建设方(业主方)、工程总承包方、工程监理方、工程施工方等多方参与的项目进度管理网络以及如何使该网络在热电联产工程实践中各司其职、通力协作,良好运作;论述了不同情况下的工程更改程序、工程更改注意事项、预防工程进度失控措施等问题。在工程实施中对工程进度进行检查、对比、评价,及时处理工程中出现的问题,对工程进度计划进行优化调整,以确保工程按总体计划进行及工程项目进度总目标的顺利实现。
Progress control is a major content of project management. This text makes use of the modern item degree of progress management theories, combining the project of The United Laboratories Ltd.(TUL), make every preparation work for its start ,and adjust the progress of the construction unit plan scientifically, and control the key progress dynamically, and straighten the relations that would affect the progress .Ways to improve project management and schedule control, Some ideas are presented in the article about ways to improve management and schedule control during the key phases such as making schedule, adjusting schedule and evaluating project. Inquiring into how the net set up with the item construction square (owner square), engineering total contract for the square, the engineering respect square, the engineering construction square, etc. Taking participates in many ways of the item degree of progress, management network and how make that network is in each attends to his own duties, give full cooperation to help to make the good operation; We Discuss the engineering change of the procedure under different circumstance of engineer to change the regulation, the prevention work project to lose control the measure etc. problem. Carry on the check, contrast to the work project in engineering carry out, evaluate, handle the problem appearing in the engineering in time, plan to
carry on to the work project excellent turn the adjustment, to insure the engineering to carry on according to the total plan and smooth realization of the engineering item degree of progress general index object.
Progress control is a major content of project management. This text makes use of the modern item degree of progress management theories, combining the project of The United Laboratories Ltd.(TUL), make every preparation work for its start ,and adjust the progress of the construction unit plan scientifically, and control the key progress dynamically, and straighten the relations that would affect the progress .Ways to improve project management and schedule control, Some ideas are presented in the article about ways to improve management and schedule control during the key phases such as making schedule, adjusting schedule and evaluating project. Inquiring into how the net set up with the item construction square (owner square), engineering total contract for the square, the engineering respect square, the engineering construction square, etc. Taking participates in many ways of the item degree of progress, management network and how make that network is in each attends to his own duties, give full cooperation to help to make the good operation; We Discuss the engineering change of the procedure under different circumstance of engineer to change the regulation, the prevention work project to lose control the measure etc. problem. Carry on the check, contrast to the work project in engineering carry out, evaluate, handle the problem appearing in the engineering in time, plan to
carry on to the work project excellent turn the adjustment, to insure the engineering to carry on according to the total plan and smooth realization of the engineering item degree of progress general index object.
引文
[1] 四川省政府研究室调研组调查报告.
[2] 热电联产工程施工组织设计.
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[21] 戚安邦.工程项目全面造价管理[M],天津:南开大学出版社,2000.102-106.
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[22] Project Management Institute. A guide to Project Management Body of Knowledge [M], PMI, 2000. 87-95.
[23] Kevin Forsburg, Hal Mooz and Howard Cotterman: Visualizing Project Management, John Wiley and Sons, Inc. 1995. 7
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[251 James P. Le Ms, The Project Manager's Desk Reference, The McGraw-Hill Education, 2002.9
[2] 热电联产工程施工组织设计.
[3] 杜训.建设监理工程师实用手册[M].南京:东南大学出版社,1994.
[4] 朱宏亮.项目进度管理.清华大学出版社,2002年2月:ISBN 7-302-04894-0/F·369.
[5] 齐宝库.工程项目管理[M].大连:大连理工大学出版社,1999年.
[6] 白思俊.现代项目管理.机械工业出版社,2002年9月.
[7] 许成绩.现代项目管理教程.中国宇航出版社,2003年5月.
[8] 中蓝工作室.项目管理与Microsoft Project 2002,科学出版社
[9] 赵锦楷.崔存滨著.网络计划技术的应用现状与推广对策,《四川建筑科学研究》,2002.3.
[10] 代凯军编著.决胜项目管理.新疆人民出版社,2000.12.
[11] 陶树人,张海娟,郝丛喜著.项目管理的最新发展,《科技进步理论》,2002.5.
[12] 赖宇阳编.PROJECT2000教程.北京希望电子出版社.
[13] 孙莉.对工程项目管理的认识,《东北水利水电》,2002.5.
[14] 朱燕.建议进度控制计划中使用单代号网络软件,《施工技术》,1999.11.
[15] 李先进,焦杰.网络计划技术在工程项目管理中的应用,《重庆建筑大学学报》,2001.6.
[16] 甘华鸣.管理方法计划、控制、决策,中国国际广播出版社,1999.12.
[17] 蔚林巍.聚焦项目管理,《企业管理》.2001.10.
[18] 毕星,翟丽主编.项目管理.复旦大学出版社,2000.4.
[19] 曹吉鸣,徐伟主编.网络计划技术与施工组织设计,同济大学出版社.
[20] 钱松迪,运筹学.清华大学出版社,1990.
[21] 戚安邦.工程项目全面造价管理[M],天津:南开大学出版社,2000.102-106.
[22] Fleming Q W. Cost/Schedule Control Systems Criteria: the management guide to C/SCSC [M]. Chicago: Probus publishing Co., 1992. 75-87
[22] Project Management Institute. A guide to Project Management Body of Knowledge [M], PMI, 2000. 87-95.
[23] Kevin Forsburg, Hal Mooz and Howard Cotterman: Visualizing Project Management, John Wiley and Sons, Inc. 1995. 7
[24] Harold kerzner, A Systems To Planning Scheduling And Controlling, Publ ishing House Of Electronics Industry, 2002. 9
[251 James P. Le Ms, The Project Manager's Desk Reference, The McGraw-Hill Education, 2002.9