本文關(guān)鍵詞：并行工程在新建糖廠項(xiàng)目進(jìn)度管理的應(yīng)用研究　出處：《廣西大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：在我國,新建糖廠項(xiàng)目的實(shí)施遵循著嚴(yán)格的串行步驟:初步可行性研究階段、可行性研究階段、初步設(shè)計(jì)階段、施工圖設(shè)計(jì)階段、招投標(biāo)階段、施工建設(shè)階段、設(shè)備安裝階段、試運(yùn)行階段、后評(píng)估階段。這種按部就班的階段性和各參與建設(shè)方管理的獨(dú)立性,是造成目前國內(nèi)新建糖廠建設(shè)工程項(xiàng)目效率普遍低下的主要原因。設(shè)計(jì)院在進(jìn)行工程設(shè)計(jì)時(shí),很少考慮項(xiàng)目全生命周期中設(shè)計(jì)以后階段的相關(guān)因素,從而給項(xiàng)目的后續(xù)階段,尤其是建設(shè)實(shí)施階段留下了隱患。在施工建設(shè)過程中,建設(shè)企業(yè)會(huì)根據(jù)自身實(shí)際情況而提出各種形式的變更設(shè)計(jì)要求,這都會(huì)導(dǎo)致項(xiàng)目的延期以和成本的增加。正是由于目前我國制糖行業(yè)新建糖廠建設(shè)工程實(shí)施過程中各個(gè)階段的管理集成度不高,整個(gè)行業(yè)普遍存在著工期拖延、投資超支、質(zhì)量不高、效益低下等現(xiàn)象。在這種市場(chǎng)環(huán)境下,急切需要一種能基于工程項(xiàng)目全生命周期考慮,有效地加快進(jìn)度和節(jié)約成本,保證高質(zhì)量的建設(shè)工程項(xiàng)目的新方法。對(duì)于新建糖廠建設(shè)工程的項(xiàng)目管理,由于甘蔗原料供應(yīng)的季節(jié)性,工程的施工期限往往就定得非常短,通常要求在一年內(nèi)竣工投產(chǎn)。因而新建糖廠項(xiàng)目的進(jìn)度管理,在工程的項(xiàng)目管理中必然占據(jù)著最重要的地位。國內(nèi)制糖行業(yè)普遍的新建糖廠工程項(xiàng)目的進(jìn)度管理與國外先進(jìn)水平的差距較大,進(jìn)度管理相對(duì)落后,建設(shè)周期相對(duì)較長。我國制糖企業(yè)提供更多更優(yōu)質(zhì)可靠的糖產(chǎn)品是與人民生活水平的提高和經(jīng)濟(jì)的快速發(fā)展相匹配的;與此同時(shí),國內(nèi)制糖領(lǐng)域早已批準(zhǔn)并允許民營資本和外資進(jìn)入,國內(nèi)制糖或工程總包企業(yè)也已經(jīng)走出國門到東南亞、非洲和南美洲投資或建設(shè)糖廠,制糖行業(yè)激烈的競(jìng)爭已經(jīng)遍布國內(nèi)外市場(chǎng),顯然這對(duì)工程總包或制糖企業(yè)的項(xiàng)目管理要求提出了更高標(biāo)準(zhǔn)。為了贏得制糖行業(yè)的激烈競(jìng)爭,并行工程相關(guān)理論需要被充分運(yùn)用到新建糖廠建設(shè)工程項(xiàng)目的進(jìn)度管理當(dāng)中,以確保新建糖廠建設(shè)工程能按時(shí)按質(zhì)按量完成。本文以廣西河池市BD新建糖廠項(xiàng)目為研究對(duì)象,應(yīng)用并行工程法,并采用MS Project2003項(xiàng)目管理軟件來在新建糖廠項(xiàng)目中輔助實(shí)施進(jìn)度管理方法,為保證項(xiàng)目控制在預(yù)算范圍內(nèi)的按期按質(zhì)完成提供了卓有成效的方法。
[Abstract]:In China, the implementation of the new sugar factory project follows strict serial steps: preliminary feasibility study stage, feasibility study stage, preliminary design stage, construction drawing design stage, bidding stage, construction construction stage. Equipment installation phase, trial operation stage, post-evaluation stage. This step-by-step phase and the management independence of the participants. It is the main reason that the efficiency of the construction project of the new sugar factory in our country is generally low. When the design institute carries out the engineering design, it seldom considers the relevant factors in the design later stage of the whole life cycle of the project. In the construction process, the construction enterprises will put forward various forms of change design requirements according to their own actual situation. This will lead to the extension of the project and the increase of costs. It is precisely because of the current sugar industry in China in the implementation of the new sugar factory construction project management integration level is not high, the entire industry generally exists a delay in the construction period. In this kind of market environment, we urgently need a kind of project based on the whole life cycle consideration, effectively speed up the progress and save the cost. For the project management of the new sugar factory construction project, because of the seasonal supply of sugarcane raw materials, the construction period of the project is usually very short. Usually required to be completed and put into production within one year. As a result, schedule management of new sugar plant projects. In the project management of the project must occupy the most important position. The progress management of the new sugar factory project which is widely used in the domestic sugar industry has a big gap with the foreign advanced level, and the progress management is relatively backward. The construction period is relatively long. The supply of more and more high quality and reliable sugar products by Chinese sugar enterprises is in line with the improvement of people's living standard and the rapid development of economy. At the same time, the domestic sugar field has been approved and allowed private capital and foreign capital to enter, domestic sugar or engineering enterprises have also gone abroad to Southeast Asia, Africa and South America to invest or build sugar factories. The fierce competition in sugar industry has already spread all over the domestic and foreign markets, which obviously puts forward a higher standard to the project management requirements of the engineering general package or sugar making enterprises, in order to win the fierce competition in the sugar industry. The related theories of concurrent engineering need to be fully applied to the progress management of the construction project of the new sugar factory. In order to ensure that the construction project of new sugar factory can be completed on time according to quality and quantity, this paper takes BD newly built sugar factory project in Hechi City, Guangxi as the research object, and applies concurrent engineering method. And MS Project2003 project management software is used to assist the implementation of schedule management method in the new sugar factory project. To ensure that the project control within the budget on time and quality to provide a fruitful method.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.82;TU722

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