吉林油田物资管理系统开发项目进度控制研究
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摘要
油田企业机构优化后,吉林油田物资管理部门按照油公司的统一规划和布置重新规划建设了新的物资管理部门。新部门的建立进一步规范了管理,但管理部门没有完善的物资管理信息系统以实现实时处理物资管理业务,导致吉林油田物资管理部不能与下级单位进行信息的连接和共享,不能实现采购、入库、结算等实时信息管理,不能准确、实时的掌握所有物资采购、运送、发出和库存等情况,不能根据物资库存情况制定采购和调拨计划,进而不能很好的提高存货周转率和采购资金使用效率。因此,如何实现物资工作的精细化管理,实现从静态信息向动态信息的转变,构建覆盖物油田总部、资管理部门、二级单位及所有基层小队的物资管理系统,以提高吉林油田物资管理水平,已成为吉林油田物资管理部门亟需解决的重要课题。
本文首先以现行国家物资管理信息化为切入点,对现行物资管理信息化成果及未来发展趋势进行阐述,提出本文的研究意义和价值,并对国内外项目管理及进度管理相关研究现状进行简要综述;其次,阐述项目工作分解、时间估算、项目进度计划编制、优化等工作的常用方法和步骤;再次,结合吉林油田物资管理系统开发项目分析并建立项目工作分解结构图、工作逻辑关系、编制责任分配矩阵及网络计划图,并根据工期要求提出具体的进度优化措施;最后,对吉林油田物资管理系统开发项目进度按照分析控制过程、进行动态监控和采取控制措施的思路实行全过程动态控制和管理,切实保证项目开发的质量和效率。
After oil business organizations’being optimized, Jilin Oilfield Material Management Department re-planned and constructed a new materials management department in accordance with the oil company's unified plan and arrangement. While further standardizing the management of the new department, Management department did not have complete perfect management information system to realize real-time processing material management business. Thus materials management department of Jilin Oilfield could not connect and share information with lower units, could not achieve the procurement, warehousing, billing and other real-time information management, could not draw up procurement and allocation plan according to material inventory, and then could not improve inventory turnover and procurement funds rate.
Therefor, it has become the important issue be solved in material management department of Jilin Oilfield that changing from static information to dynamic information, building material management system covering field headquarters, material management, secondary units and all the primary teams to improve the material management level.
With the current national material management information as starting point, this paper firstly elaborated the outcome of the current material management information and future trends, raised the significance and value of paper, and briefly reviewed related research on domestic and international project management and schedul management; Secendly, this paper elaborated common methods and procedures on project decomposition, time estimates, project schedule planning, optimization; Then, analyzed and established the project work breakdown structure diagram, logical relationship work, responsibility assignment matrix and the network plan combining Jilin Oilfield material management system development project, and required specific optimization measures according to the progress schedule; Finaly, this paper made the whole process dynamic control and management in accordance with analysis control process, dynamic monitoring and control measures taken by the idea to ensure the quality and efficiency of project development.
本文首先以现行国家物资管理信息化为切入点,对现行物资管理信息化成果及未来发展趋势进行阐述,提出本文的研究意义和价值,并对国内外项目管理及进度管理相关研究现状进行简要综述;其次,阐述项目工作分解、时间估算、项目进度计划编制、优化等工作的常用方法和步骤;再次,结合吉林油田物资管理系统开发项目分析并建立项目工作分解结构图、工作逻辑关系、编制责任分配矩阵及网络计划图,并根据工期要求提出具体的进度优化措施;最后,对吉林油田物资管理系统开发项目进度按照分析控制过程、进行动态监控和采取控制措施的思路实行全过程动态控制和管理,切实保证项目开发的质量和效率。
After oil business organizations’being optimized, Jilin Oilfield Material Management Department re-planned and constructed a new materials management department in accordance with the oil company's unified plan and arrangement. While further standardizing the management of the new department, Management department did not have complete perfect management information system to realize real-time processing material management business. Thus materials management department of Jilin Oilfield could not connect and share information with lower units, could not achieve the procurement, warehousing, billing and other real-time information management, could not draw up procurement and allocation plan according to material inventory, and then could not improve inventory turnover and procurement funds rate.
Therefor, it has become the important issue be solved in material management department of Jilin Oilfield that changing from static information to dynamic information, building material management system covering field headquarters, material management, secondary units and all the primary teams to improve the material management level.
With the current national material management information as starting point, this paper firstly elaborated the outcome of the current material management information and future trends, raised the significance and value of paper, and briefly reviewed related research on domestic and international project management and schedul management; Secendly, this paper elaborated common methods and procedures on project decomposition, time estimates, project schedule planning, optimization; Then, analyzed and established the project work breakdown structure diagram, logical relationship work, responsibility assignment matrix and the network plan combining Jilin Oilfield material management system development project, and required specific optimization measures according to the progress schedule; Finaly, this paper made the whole process dynamic control and management in accordance with analysis control process, dynamic monitoring and control measures taken by the idea to ensure the quality and efficiency of project development.
引文
[1]戚安邦.项目时间管理[M].天津:南开大学出版社,2006:1-212.
[2]徐玉凤,董亚辉.项目进度管理[M].北京:对外经济贸易大学出版社,2006:l-194.
[3]巴德(Bard,J.F.),格洛伯森(Globerson, S.著).项目管理:过程、方法和效益[M].北京:清华大学出版社2006:l-680.
[4] Sasieni MW,A note on PERT times[J].Management Seienee 1986,52-55.
[5]郭蕊.国内外项目管理研究的理论、框架及其进展[J],现代管理科学,2006年第5期,27-29.
[6]孙培东,王维玉,尹军.海洋工程项目计划编制及进度控制研究[J],中国海洋平台,2009,第24卷(6):50-55.
[7]王芙蓉.软件项目进度计划与风险控制研究[D].大连:大连海事大学,2009:1-11.
[8]Joseph Phillip . PMP Project Management Professional Study Guide[J].California:McGraw-Hill Companies,2004.211-245.
[0]李涛.国际工程项目进度管理中CPM的应用[J],石家庄职业技术学院学报,2007,2007年06期:27-29.
[10]卢向南.项目计划与控制[M].北京:机械工业出版社,2004. 101-102.
[11]白鹤举.丰泉500KV变电站系统切改工程进度管理研究[D].华北电力大学,2007:5-9.
[12]王卉.FIDIC合同框架下的中国工程项目管理研究[D].东北财经大学,2007:2-13.
[13]邓斌.基于关键链技术的项目进度管理体系[J],计算机科学,2006,2006年04期:264-266.
[14]马国丰,陈强.项目进度管理的研究现状及其展望[J],上海管理科学,2006,2006年04期:74-78.
[15]李建平等编著.现代项目进度管理[M],机械工业出版社,2008,7:125-210.
[16] Kathy Schwalbe.邓世忠等译.IT项目管理[M],机械工业出版社,2006,12:3-57.
[17]苏树林,萧德铭.大庆油田发现40年论文集[M],石油工业出版社,2004年5月第1版,414-420.
[18] Capen E C,2000,The Difficulty of Assessing Uncertainty Journal OfPetroleum Technology,August 2000,843-850.
[19] P.S.Chinowsky. Strategie Management in Construction[J].Joumal of Construction Engineering and Management.2000,126(l):l-9.
[20] W. Ronald. Infrastructure: Integration Design, Construction ,Maintenance and Renovation. RalPh Hass, Waheed, Uddin,1997:12-15.
[21] R.Guetari.Formal Techniques for Design of An Information and Life-cycle Management System[J].Integrated Computer-aided Engineering.1997,4(2):137-156.
[22] T.Esselman,M.Eissa and W.Mebrine.Structural Condition Monitoring in A Life Cycle Management Program[J].Nuclear Engineering and Design.May 1998,181(l-3):163-173.
[23] Jack R.Meredith , Samuel J.Mantel , Jr.:Projeet Management:A Managerial APP Roach [M],2000 John Wiley&Sons,Inc.
[24] F.van den Bergh , A.P.Engelbrecht.A study of particle swarm optimization Particle trajectories[J].Information Seiences.2006,176:937-971.
[25] Philippe Lacomme , Christian Prins and Wahiba Ramdane-Cherif.Evolutionary algorithms for Periodic arc routing Problems[J].European Journal of operational Research. 2005,165(2):535-553.
[26] S.Sakellaropoulos,A.P.Chassiakos. Project time-cost analysis under generalized Precedence relations[J].Advances in Engineering Software.2004 ,35:715-724.
[27] Amold M.Ruskin. Two Issues Concerning the Use of Eamed Value Measurements[J]?Engineering Management Journal.2004,16(3):26-30.
[28]高明,陈勇强,乔悦.工程项目管理中工期-费用-质量的权衡分析[J].港工技术,2007,(l):29-31.
[29]罗里伯克.项目管理[M].北京:中国建筑工业出版社,2008.56-73.
[10]凯文夫斯伯格,哈尔穆兹,霍华德科特曼.可视化项目管理[M].北京:电子工业出版社,2006.9:36-41.
[30]高朋,冯俊文.基于灰色关键链的项目进度管理方法及应用[J].工业工程与管理,2009(6):14-16.
[31]尹贻林.建设工程项目价值管理[M].天津:天津人民,2007,6:22
[32]鲍学英,赵延龙.关键链技术在项目进度管理中的应用研究[J].兰州交通大学学报,2009.2:28-31.
[33]王凯,衰永博,丁乐.基于模糊关键链发工程项日缓冲区的确定[J],项目管理,2009,6:2-30.
[34]陈友玲,张晓丽,覃承海.基于关键链的多项目计划编制[J].计算机集成制造系统,2009,7:15-17.
[35]周晓丽.项目进度管理知识研究[J].现代商贸,2009(8):49-50.
[36]杜亮.基于C/S模式的计量器具管理系统[J].中国测试技术,2007.5:109-110.
[37]张利民,叶畅.基于网络化技术的企业计量器具管理系统[,].中国计量, 2005.4:73-74.
[38]刘明.计算机辅助计量管理系统[J].锅炉制造,2006.5:51-52.
[39]欧阳光.计量管理系统开发应用[J].现代测量与实验室管理,2005.6:42-45.
[40]高富荣,李俊良.计量技术机构自动化信息管理系统的设计[J].中国计量, 2005.9:72-74.
[41]宋伟.项目管理概论[M].机械工业出版社,2007年:125-127.
[42]张桂宁.实用项目管理[M].机械工业出版社,2006年:104-108.
[43] S.LTang S·W.PoonS.M.Ahemd and Francis K.Morden construction Project Management[M],2005:37-38.
[44]任淮秀.项目管理[M].中国人民大学出版社,2007年:212-216.
[45]潘欣鹏.项目时间管理[M].中国纺织出版社,2005年:105-107.
[46]李跃宇.项目时间管理[M].机械工业出版社,2007年:232-234.
[47]朱宏亮.项目进度管理[M].清华大学出版社,2002年:115-127.
[48]霍亚楼.项目进度管理[M].对外经济贸易大学出版社,2006年:126-128.
[2]徐玉凤,董亚辉.项目进度管理[M].北京:对外经济贸易大学出版社,2006:l-194.
[3]巴德(Bard,J.F.),格洛伯森(Globerson, S.著).项目管理:过程、方法和效益[M].北京:清华大学出版社2006:l-680.
[4] Sasieni MW,A note on PERT times[J].Management Seienee 1986,52-55.
[5]郭蕊.国内外项目管理研究的理论、框架及其进展[J],现代管理科学,2006年第5期,27-29.
[6]孙培东,王维玉,尹军.海洋工程项目计划编制及进度控制研究[J],中国海洋平台,2009,第24卷(6):50-55.
[7]王芙蓉.软件项目进度计划与风险控制研究[D].大连:大连海事大学,2009:1-11.
[8]Joseph Phillip . PMP Project Management Professional Study Guide[J].California:McGraw-Hill Companies,2004.211-245.
[0]李涛.国际工程项目进度管理中CPM的应用[J],石家庄职业技术学院学报,2007,2007年06期:27-29.
[10]卢向南.项目计划与控制[M].北京:机械工业出版社,2004. 101-102.
[11]白鹤举.丰泉500KV变电站系统切改工程进度管理研究[D].华北电力大学,2007:5-9.
[12]王卉.FIDIC合同框架下的中国工程项目管理研究[D].东北财经大学,2007:2-13.
[13]邓斌.基于关键链技术的项目进度管理体系[J],计算机科学,2006,2006年04期:264-266.
[14]马国丰,陈强.项目进度管理的研究现状及其展望[J],上海管理科学,2006,2006年04期:74-78.
[15]李建平等编著.现代项目进度管理[M],机械工业出版社,2008,7:125-210.
[16] Kathy Schwalbe.邓世忠等译.IT项目管理[M],机械工业出版社,2006,12:3-57.
[17]苏树林,萧德铭.大庆油田发现40年论文集[M],石油工业出版社,2004年5月第1版,414-420.
[18] Capen E C,2000,The Difficulty of Assessing Uncertainty Journal OfPetroleum Technology,August 2000,843-850.
[19] P.S.Chinowsky. Strategie Management in Construction[J].Joumal of Construction Engineering and Management.2000,126(l):l-9.
[20] W. Ronald. Infrastructure: Integration Design, Construction ,Maintenance and Renovation. RalPh Hass, Waheed, Uddin,1997:12-15.
[21] R.Guetari.Formal Techniques for Design of An Information and Life-cycle Management System[J].Integrated Computer-aided Engineering.1997,4(2):137-156.
[22] T.Esselman,M.Eissa and W.Mebrine.Structural Condition Monitoring in A Life Cycle Management Program[J].Nuclear Engineering and Design.May 1998,181(l-3):163-173.
[23] Jack R.Meredith , Samuel J.Mantel , Jr.:Projeet Management:A Managerial APP Roach [M],2000 John Wiley&Sons,Inc.
[24] F.van den Bergh , A.P.Engelbrecht.A study of particle swarm optimization Particle trajectories[J].Information Seiences.2006,176:937-971.
[25] Philippe Lacomme , Christian Prins and Wahiba Ramdane-Cherif.Evolutionary algorithms for Periodic arc routing Problems[J].European Journal of operational Research. 2005,165(2):535-553.
[26] S.Sakellaropoulos,A.P.Chassiakos. Project time-cost analysis under generalized Precedence relations[J].Advances in Engineering Software.2004 ,35:715-724.
[27] Amold M.Ruskin. Two Issues Concerning the Use of Eamed Value Measurements[J]?Engineering Management Journal.2004,16(3):26-30.
[28]高明,陈勇强,乔悦.工程项目管理中工期-费用-质量的权衡分析[J].港工技术,2007,(l):29-31.
[29]罗里伯克.项目管理[M].北京:中国建筑工业出版社,2008.56-73.
[10]凯文夫斯伯格,哈尔穆兹,霍华德科特曼.可视化项目管理[M].北京:电子工业出版社,2006.9:36-41.
[30]高朋,冯俊文.基于灰色关键链的项目进度管理方法及应用[J].工业工程与管理,2009(6):14-16.
[31]尹贻林.建设工程项目价值管理[M].天津:天津人民,2007,6:22
[32]鲍学英,赵延龙.关键链技术在项目进度管理中的应用研究[J].兰州交通大学学报,2009.2:28-31.
[33]王凯,衰永博,丁乐.基于模糊关键链发工程项日缓冲区的确定[J],项目管理,2009,6:2-30.
[34]陈友玲,张晓丽,覃承海.基于关键链的多项目计划编制[J].计算机集成制造系统,2009,7:15-17.
[35]周晓丽.项目进度管理知识研究[J].现代商贸,2009(8):49-50.
[36]杜亮.基于C/S模式的计量器具管理系统[J].中国测试技术,2007.5:109-110.
[37]张利民,叶畅.基于网络化技术的企业计量器具管理系统[,].中国计量, 2005.4:73-74.
[38]刘明.计算机辅助计量管理系统[J].锅炉制造,2006.5:51-52.
[39]欧阳光.计量管理系统开发应用[J].现代测量与实验室管理,2005.6:42-45.
[40]高富荣,李俊良.计量技术机构自动化信息管理系统的设计[J].中国计量, 2005.9:72-74.
[41]宋伟.项目管理概论[M].机械工业出版社,2007年:125-127.
[42]张桂宁.实用项目管理[M].机械工业出版社,2006年:104-108.
[43] S.LTang S·W.PoonS.M.Ahemd and Francis K.Morden construction Project Management[M],2005:37-38.
[44]任淮秀.项目管理[M].中国人民大学出版社,2007年:212-216.
[45]潘欣鹏.项目时间管理[M].中国纺织出版社,2005年:105-107.
[46]李跃宇.项目时间管理[M].机械工业出版社,2007年:232-234.
[47]朱宏亮.项目进度管理[M].清华大学出版社,2002年:115-127.
[48]霍亚楼.项目进度管理[M].对外经济贸易大学出版社,2006年:126-128.