发布时间 : 星期六 文章施工阶段工程项目的进度控制毕业论文更新完毕开始阅读
目录
目 录
摘 要 ························································································· II Abstract ························································································· II 第一章 引 言 ··············································································· 1 第二章 项目进度控制与进度计划系统 ·················································· 2
2.1 项目进度控制 ························································································ 2
2.1.1 项目进度控制的特点 ······································································· 2 2.1.2 项目进度动态控制 ·········································································· 3 2.2 项目进度控制的目的 ··············································································· 3 2.3 项目进度控制的任务 ··············································································· 3
2.3.1业主方 ···························································································· 3 2.3.2设计方 ···························································································· 4 2.3.3施工方 ···························································································· 4 2.3.4供货方 ···························································································· 4 2.4 建设工程项目进度计划系统 ······································································ 4
2.4.1建设工程项目进度计划系统的分类 ······················································· 5 2.4.2各进度计划或各子系统进度计划相互间的联系和协调 ······························· 6
第三章 项目总进度目标的论证 ··························································· 7
3.1 项目总进度目标论证的工作内容 ································································ 7
3.1.1实施阶段项目总进度·········································································· 7 3.1.2总进度纲要的主要内容 ······································································ 7 3.2 建设工程项目总进度目标论证的工作步骤 ···················································· 8
3.2.1总进度目标论证的工作步骤 ································································ 8 3.2.2调查研究和收集 ················································································ 8 3.2.3大型建设工程项目的结构分析 ····························································· 8 3.2.4大型建设工程项目的多层计划系统 ······················································· 9 3.2.5项目的工作编码 ················································································ 9
第四章 项目进度计划····································································· 10
III
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4.1 横道图进度计划的编制方法 ···································································· 10 4.2 工程网络计划 ······················································································ 10
第五章 影响施工阶段工程的因素 ······················································ 11
5.1各单位的影响因素 ··················································································· 11
5.1.1投资方因素 ···················································································· 11 5.1.2设计单位因素 ················································································· 11 5.1.3监理方因素 ···················································································· 11 5.1.4施工方自身因素 ·············································································· 11 5.2 人为因素 ···························································································· 12 5.3 资源因素 ···························································································· 12 5.4 技术因素 ···························································································· 12 5.5 施工条件的变化 ··················································································· 12 5.6 意外事件的出现 ··················································································· 12
第六章 项目进度控制的实际应用 ······················································ 14
6.1 ******小区三期续建工程简介 ································································· 14
6.1.1 工程概况 ······················································································ 14 6.1.2 工程特点 ······················································································ 14 6.2 施工工期保证措施 ················································································ 15
6.2.1总工期目标 ···················································································· 15 6.2.2施工总进度计划网络图：详见“附表”。 ············································ 15 6.2.3工期保证措施 ················································································· 15 6.3对施工进度计划安排收集数据，检查比较 ···················································· 16 6.4 对施工进度计划修正纠偏 ········································································· 17
结语 ···························································································· 18 参考文献 ······················································································ 19 附表 ···························································································· 20
IV
南京工业大学本科生毕业设计（论文）
第一章 引 言
项目进度管理是工程项目管理的一项极为重要的工作,能全面反映项目的实施状况。做好施工阶段的进度控制管理对确保施工单位履行合同、工程按期竣工发挥着至关重要的作用。文章主要就工程进度管理的影响因素进行了分析,并对影响因素提出了具体的管理措施。施工项目进度控制与投资控制和质量控制一样，是项目施工申的重点控制之一。它是保证施工项目按期完成，合理安排资源供应、节约工程成本的重要措施。
施工项目进度控制是指在既定的工期内，编制出最优的施工进度计划，在执行该计划的施工中，经常检查施工实际进度情况，并将其与计划进度相比较，若出现偏差，便分析产生的原因和对工期的影响程度，找出必要的调整措施，修改原计划，不断地如此循环，直至工程竣工验收。大部分工程项目在建设初期，对工程的质量和成本控制得比较严，质量目标和成本目标也基本能够实现，但这两个目标的实现往往是以进度目标为代价的。而到了项目建设后期，由于前期工程建设进度的滞后，工期又成了最突出的矛盾。这时候，为了按期完工，常常不惜以低质量和高成本为代价。在项目竣工后，综观质量、成本和进度三大目标的实现，往往是工期延长，质量下降和成本增加。为此，利用动态学的观点，建立了对质量、成本和进度整体动态控制的理念和方法，这对于在实际工程中缩短工期、提高工程质量、降低成本具有重要的理论意义和实用价值。本文就将针对项目进度控制的管理过程进行分析、概括、整理，总结出科学的结论，同时，为了使论文的论述更具有客观性，说服性，在研究过程中，还结合了本人在实习过程中所接触的真实案例。
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第二章 项目进度控制与进度计划系统
第二章 项目进度控制与进度计划系统
2.1 项目进度控制
项目进度控制是指在项目建设过程中按经审批的工程进度计划，采用适当的方法定期跟踪、检查工程实际进度状况，与计划进度对照、比较找出两者之间的偏差，并对产生偏差的各种因素及影响工程目标的程度进行分析与评估，以及组织、指导、协调、监督监理单位、承包商及相关单位，及时采取有效措施调整工程进度计划。使工程进度在计划执行中不断循环往复，直至按设定的工期目标（项目竣工）即按合同约定的工期如期完成，或在保证工程质量和不增加工程造价的条件下提前完成[1]。 2.1.1 项目进度控制的特点
工程项目具有规模大、建设的一次性和结构与技术复杂等特点，无论是进度编制，还是进度控制，均有它的特殊性，主要表现在：
1.进度控制是一动态过程。一个大的建设项目，需要几年，甚至十多年。一方面，在这样长的时间里，工程建设环境在不断变化；另一方面，实施进度和计划进度会发生偏差。因此在进度控制中要根据进度目标和实际进度，不断调整进度计划，并采取一些必要的控制措施，排除影响进度的障碍，确保进度目标的实现。
2.工程项目进度计划和控制是一复杂的系统工程。进度计划按工程单位可分为整个项目总进度计划、单位工程进度计划、分部分项工程进度计划等；按生产要素可分为投资计划、物资设备供应计划等[2]。因此进度计划十分复杂。而进度控制更要复杂，它要管理整个计划系统，而决不仅限于控制项目实施过程中的施工计划。
3.进度控制有明显的阶段性。对于设计、施工招标、施工等阶段均有明确的开始与完成时间及相应的工作内容。各阶段工作内容不一，因而相应有不同的控制标准和协调内容。每一阶段进度完成后都要对照计划作出评价，并根据评价结果作出下一阶段工作进度安排。
4.进度计划具有不均衡性。对于施工进度来说，由于外界自然环境的干扰，外界工作环境的变化及施工内容和难度上的差别，年、季、月间很难做到均衡施工，这就增加了进度管理的难度。
5.进度控制风险性大。由于建设项目的单一性和一次性的特点，进度控制也是一个不可逆转的工作，因而风险较大。在控制中既要沿用前人的理论知识，又要借鉴同类工程进度管理的经验和成果，还要根据本工程特点对进度进行创造性的科学管理。
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