基于关键路径挣值法的工程项目进度与成本集成控制研究
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摘要
工程项目管理的主要目标是通过恰当的计划和控制,使项目的各项实施活动达到最好的成绩,实现资金、进度和效益的预期要求,圆满完成项目任务,并使公司取得最大限度的利润,达到这一目标的重要手段就是实行有效的项目控制,其主要内容有:质量控制、进度控制和成本控制。这些控制贯穿于项目的全过程。其中进度和成本控制是项目管理的主要目标,以往的情况是对他们分别管理,相互间缺少紧密联系,这给项目管理工作带来很多的问题。
项目挣值管理是迄今为止最有成效的一种集成控制方法,它克服了以往成本控制和进度控制相互孤立带来的种种偏差,使他们相互联系起来,成本和进度的集成化控制采用网络计划技术,将成本和进度的控制在一个模型上进行,从而简化了计算过程,减少了用在这方面的人力、物力和财力;成本和进度的集成化控制使得项目管理的各个过程和各个方面都可以共享整个项目的数据。
本文通过分析工程项目进度控制与成本控制,提出进度与成本集成控制的思想,论述了挣值法的概念、操作流程。同时,提出了传统挣值法在进度偏差分析中的不足,提出基于关键路径的挣值分析法,在计算进度偏差时,将关键线路上的挣值与非关键线路上的挣值加以区分,明确偏差的来源,并对关键路径的综合挣值指数进行预警,从而为进度计划的调整提供依据。
Research on Combined Control of Schedule and Cost in Construction Project Management. The main aims of the project management are to get the best achievement which includes realizing the anticipation of the capital, schedule, benefit; finishing the task and making the max benefit for the company by the right plan and control. The project control includes quality, schedule and the cost control which run though the whole process of the project. The quality and the cost control is the main aim of the project management. The quality control is basic to get the optimal control for the cost and schedule. They were managed respectively, which brought many questions for the project management.
The earned value management that is the best effective integrated management overcomes the kinds of deviation brought by the respective management for the cost and schedule control and makes them relation to each other. The network planning technology is introduced to control the cost and schedule in the same model, which makes the calculation procedure simple and economize the capital and human resources. The integrated management for the cost and schedule make the every process use the same data of the project.
This paper analyzes the schedule control and cost control principles and discusses the conception, operation process of the earned value. Meanwhile, put forward the earned value analysis based on the critical path, the earned value in the critical path and in the non-critical path is differentiated when schedule deviation is calculated. The resource of the deviation is ensued which will provide the basis for the changes of schedule plan
项目挣值管理是迄今为止最有成效的一种集成控制方法,它克服了以往成本控制和进度控制相互孤立带来的种种偏差,使他们相互联系起来,成本和进度的集成化控制采用网络计划技术,将成本和进度的控制在一个模型上进行,从而简化了计算过程,减少了用在这方面的人力、物力和财力;成本和进度的集成化控制使得项目管理的各个过程和各个方面都可以共享整个项目的数据。
本文通过分析工程项目进度控制与成本控制,提出进度与成本集成控制的思想,论述了挣值法的概念、操作流程。同时,提出了传统挣值法在进度偏差分析中的不足,提出基于关键路径的挣值分析法,在计算进度偏差时,将关键线路上的挣值与非关键线路上的挣值加以区分,明确偏差的来源,并对关键路径的综合挣值指数进行预警,从而为进度计划的调整提供依据。
Research on Combined Control of Schedule and Cost in Construction Project Management. The main aims of the project management are to get the best achievement which includes realizing the anticipation of the capital, schedule, benefit; finishing the task and making the max benefit for the company by the right plan and control. The project control includes quality, schedule and the cost control which run though the whole process of the project. The quality and the cost control is the main aim of the project management. The quality control is basic to get the optimal control for the cost and schedule. They were managed respectively, which brought many questions for the project management.
The earned value management that is the best effective integrated management overcomes the kinds of deviation brought by the respective management for the cost and schedule control and makes them relation to each other. The network planning technology is introduced to control the cost and schedule in the same model, which makes the calculation procedure simple and economize the capital and human resources. The integrated management for the cost and schedule make the every process use the same data of the project.
This paper analyzes the schedule control and cost control principles and discusses the conception, operation process of the earned value. Meanwhile, put forward the earned value analysis based on the critical path, the earned value in the critical path and in the non-critical path is differentiated when schedule deviation is calculated. The resource of the deviation is ensued which will provide the basis for the changes of schedule plan
引文
[1](美)詹姆斯.P.刘易斯.项目经理案头手册.机械工业出版社,2001
[2]成虎工程项目管理[M],北京:中国建筑工业出版社,2001
[3]中国国家统计局政府网站
[4]Abba,Wanyne Y.:"Earned Value Management-Reconciling Government and Commercial Practices:For People Involved in Earned Value-Government,Industry,Academic,or Consulting-These Are Exciting Times",PM:Special issue,january-February,1997
[5]Christensen,Davis S,The Costs and Benefits of the Earned Value Management Process,Acquisition Review Quaterly,Fall 1998
[6]S.S.Erenguc,S.Yufekci and C.J.Zappe,Solving Time/Cost Trade-off Problems with Discounted Cash Flows Using Generalized Benders Decomposition,Naval Research Logistics,1993,40,25-50
[7]L.Sunde and S.Lichtenberg,Net-Present-Value Cost/Time Tradeoff,Intcrnational Journal of Project Management,1995,13,45-49
[8]戚安邦:多要素项目集成管理方法研究[J],南开管理评论,2002.6
[9]戚安邦 现代项目管理[M],北京,对外经贸大学出版社,2001年
[10]刘伟,刘景泉 资源约束下的时间&费用交换问题研究[J].系统工程理论与实践2002.9
[11]李扬红,闰修家 工程监理中进度和费用的综合控制[J],人民珠江,2001.2
[12]丰景春 合同项目费用/进度绩效模型研究[J],河海大学学报(自然科学版),2003.1
[13]丰景春胡肇枢 工程项目进度-投资控制综合子系统数学模型[J],河海大学学报(自然科学版)2003.1
[14]齐向华.电厂管理信息系统的开发研究[D].重庆:重庆大学,2002
[15]舒森,方竹根.项目管理精华读本[M].合肥:安徽人民出版社,2002.10
[16]白思俊.现代项目管理.北京:机械工业出版社,2002
[17]诺伯特·维纳(Wiener,N.)著.控制论:关于在动物和机器中控制和通讯的科学[M].麻省理工学院出版社,1948
[18]李桂利 大连世达购物广场项目进度管理研究[D],大连理工大学硕士论文,2005
[19]李源 工程项目工期与成本控制协调机制研究[D],西安科技大学硕士论文,2005
[20]王燕 施工成本管理[D],电子科技大学硕士学位论文,2004.6
[21]张晓鹏.建筑装饰企业项目成本控制研究[D].哈尔滨:哈尔滨工程大学,2004
[22]梁世连.工程项目管理[M]。北京:人民邮电出版社,2002
[23]张金锁.工程项目管理学[M]。北京:科学出版社,2000
[24]傅家骥 工业技术经济学[M],清华大学出版社,1996
[25]张云波.工程项目工期延误原因分析[M].华侨大学学报(自然科学版),2003.10
[26]张艳海.建筑施工项目工期、成本和质量综合控制与优化的理论和应用研究[D],天津大学,1999
[27]攸频.工程项目控制系统的协调及优化[D],河北工业大学,2003
[28]盛新江.浅轮带关键路径的挣值法评价方法[J].技术经济与管理研究,2006(1):49-49
[29]白思俊.项目管理案例教程.北京:机械工业出版社,2004
[30]朱祥松,基于CPM的资源约束项目进度安排与挣值分析,2004,浙江大学硕士学位论文
[31]R.Koliseh,R.Padman.An integrated survey of deterministic project scheduling[J].The International Journal of Management Science,2001(29).
[32]Peter Bruekeret.ct..Resource2constrained-project scheduling:notation,classification,model,and methods[J].European Journal of Operations Research,1999(112)
[33]Daji Gong and James E Rowings Jr.Calculation of safe float used in risk analysis oriented network scheduling[J].International Journal of Project Management,1995.
[34]Daji Gong.Optimization of float use in risk analysis2based network scheduling[J].International Journal of Project Management,1997.
[35]倪竹君,水泥企业统计手册[M],中国建材工业出版社,2005.
[2]成虎工程项目管理[M],北京:中国建筑工业出版社,2001
[3]中国国家统计局政府网站
[4]Abba,Wanyne Y.:"Earned Value Management-Reconciling Government and Commercial Practices:For People Involved in Earned Value-Government,Industry,Academic,or Consulting-These Are Exciting Times",PM:Special issue,january-February,1997
[5]Christensen,Davis S,The Costs and Benefits of the Earned Value Management Process,Acquisition Review Quaterly,Fall 1998
[6]S.S.Erenguc,S.Yufekci and C.J.Zappe,Solving Time/Cost Trade-off Problems with Discounted Cash Flows Using Generalized Benders Decomposition,Naval Research Logistics,1993,40,25-50
[7]L.Sunde and S.Lichtenberg,Net-Present-Value Cost/Time Tradeoff,Intcrnational Journal of Project Management,1995,13,45-49
[8]戚安邦:多要素项目集成管理方法研究[J],南开管理评论,2002.6
[9]戚安邦 现代项目管理[M],北京,对外经贸大学出版社,2001年
[10]刘伟,刘景泉 资源约束下的时间&费用交换问题研究[J].系统工程理论与实践2002.9
[11]李扬红,闰修家 工程监理中进度和费用的综合控制[J],人民珠江,2001.2
[12]丰景春 合同项目费用/进度绩效模型研究[J],河海大学学报(自然科学版),2003.1
[13]丰景春胡肇枢 工程项目进度-投资控制综合子系统数学模型[J],河海大学学报(自然科学版)2003.1
[14]齐向华.电厂管理信息系统的开发研究[D].重庆:重庆大学,2002
[15]舒森,方竹根.项目管理精华读本[M].合肥:安徽人民出版社,2002.10
[16]白思俊.现代项目管理.北京:机械工业出版社,2002
[17]诺伯特·维纳(Wiener,N.)著.控制论:关于在动物和机器中控制和通讯的科学[M].麻省理工学院出版社,1948
[18]李桂利 大连世达购物广场项目进度管理研究[D],大连理工大学硕士论文,2005
[19]李源 工程项目工期与成本控制协调机制研究[D],西安科技大学硕士论文,2005
[20]王燕 施工成本管理[D],电子科技大学硕士学位论文,2004.6
[21]张晓鹏.建筑装饰企业项目成本控制研究[D].哈尔滨:哈尔滨工程大学,2004
[22]梁世连.工程项目管理[M]。北京:人民邮电出版社,2002
[23]张金锁.工程项目管理学[M]。北京:科学出版社,2000
[24]傅家骥 工业技术经济学[M],清华大学出版社,1996
[25]张云波.工程项目工期延误原因分析[M].华侨大学学报(自然科学版),2003.10
[26]张艳海.建筑施工项目工期、成本和质量综合控制与优化的理论和应用研究[D],天津大学,1999
[27]攸频.工程项目控制系统的协调及优化[D],河北工业大学,2003
[28]盛新江.浅轮带关键路径的挣值法评价方法[J].技术经济与管理研究,2006(1):49-49
[29]白思俊.项目管理案例教程.北京:机械工业出版社,2004
[30]朱祥松,基于CPM的资源约束项目进度安排与挣值分析,2004,浙江大学硕士学位论文
[31]R.Koliseh,R.Padman.An integrated survey of deterministic project scheduling[J].The International Journal of Management Science,2001(29).
[32]Peter Bruekeret.ct..Resource2constrained-project scheduling:notation,classification,model,and methods[J].European Journal of Operations Research,1999(112)
[33]Daji Gong and James E Rowings Jr.Calculation of safe float used in risk analysis oriented network scheduling[J].International Journal of Project Management,1995.
[34]Daji Gong.Optimization of float use in risk analysis2based network scheduling[J].International Journal of Project Management,1997.
[35]倪竹君,水泥企业统计手册[M],中国建材工业出版社,2005.