工程項(xiàng)目管理_生武漢理工工程項(xiàng)目實(shí)施控制

1、工程項(xiàng)目實(shí)施控制1、控制的任務(wù) 在管理學(xué)中(管理控制論)，控制包括提出問題、研究問題、計(jì)劃、控制、監(jiān)督、反饋等工作內(nèi)容。實(shí)質(zhì)上它已包括了一個(gè)完整的管理全過程，是廣義的控制。 此處的控制指在計(jì)劃階段后對項(xiàng)目實(shí)施階段的控制工作，即實(shí)施控制，它與計(jì)劃一起形成一個(gè)有機(jī)的項(xiàng)目管理過程。項(xiàng)目實(shí)施控制的總?cè)蝿?wù)是保證按預(yù)定的計(jì)劃實(shí)施項(xiàng)目，保證項(xiàng)目總目標(biāo)的圓滿實(shí)現(xiàn)。一、概述2、實(shí)施控制的必要性 項(xiàng)目管理主要采用目標(biāo)管理方法。目標(biāo)是控制的靈魂，沒有控制，目標(biāo)和計(jì)劃無法實(shí)現(xiàn)； 現(xiàn)代工程項(xiàng)目計(jì)劃實(shí)施的難度大； 項(xiàng)目的順利實(shí)施需要各參與方在時(shí)間、空間上協(xié)調(diào)一致； 項(xiàng)目計(jì)劃是在許多假設(shè)條件基礎(chǔ)上的預(yù)先安排，實(shí)施過程中存在

2、各種干擾。理論軌跡實(shí)際軌跡It is impossible at the onset of a new project to foresee all problems or to anticipate all changes that the project might need. Still, every effort is made throughout the project to regulate work, minimize changes to the plan, and guide the project toward pre-established performance, c

3、ost, and schedule objectives.What is controlControl is the process of monitoring activities to ensure that they are being plished as planned and of correcting any significant deviations. The control processIn general, the process is achieved in three phases:(1) setting performance standards,(2) comp

4、aring these standards with actual performance, then(3) taking necessary corrective action. Planning and control are interrelated.Planning concentrates on setting goals and directions; control guides the work toward those goals.Planning allocates resources; control ensures effective, ongoing utilizat

5、ion of those resources.Planning anticipates problems; control corrects the problems.Planning motivates participants to achieve goals; control rewards achievement of goals.AnticipatesproblemsCorrectsProblems after they occurCorrectsProblems as they happenTypes of ControlInputProcessesOutputFeed Forwa

6、rd ControlConcurrent ControlFeedback Control3、控制的類型4、控制的內(nèi)容 目標(biāo)控制 合同控制 風(fēng)險(xiǎn)控制 變更管理及形象管理四控兩管一協(xié)調(diào)Project control emphasisIn project control, the emphasis is on scope, quality, schedule, and cost. Scope change controlA change in project scope is an alternation to the original, agreed-upon scope statement de

7、fined in the project plan and specified in the WBS. Projects have a natural tendency to grow over time because of changes and additions in the scope, a phenomenon called “creep scope”. The aim of scope change control is to identify where changes have occurred, ensure the changes are necessary and/or

8、 beneficial, contain or delimit the changes wherever possible, and manage the implementation of changes. Quality controlQuality control is synonymous with ability to conform to the requirements of the end-item and work processes and procedures. Quality control is managing the work to achieve the des

9、ired requirements and specifications, taking preventive measures to keep errors and mistakes out of the work process, and determining and eliminating the sources of errors and mistakes as they occur.A variety of methods are employed for testing and inspection to eliminate defects and ensure that end

10、-items satisfy requirements. Tests and inspections should be on-going so that problems or defects are identified as early as possible. In general, the earlier in the development cycle that problems are found, the less costly it is to remedy them. Schedule controlThe intent of schedule control is to

11、keep the project on schedule and minimize schedule overruns. One cause of project schedule overruns is poor planning and, especially, poor definition and time estimating. Other, more controllable, causes of schedule overruns are:(1) Multitasking. Working on many tasks or projects dissipates focused

12、energy, causing some tasks to be delayed.(2) Procrastination. Given a choice between two scheduled times, one early and one late, the human tendency is to wait until the late time to begin.(3) Task variability. In projects, the effect of early tasks and late tasks on the project schedule do not aver

13、age out, and it is only the late tasks that count. Cost controlCost control tracks expenditures versus budgets to detect variances. It seeks to eliminate unauthorized or inappropriate expenditures, and to minimize or contain cost changes.Cost control is plished at both the work-package level and the

14、 project level. 定義項(xiàng)目目標(biāo)的文件，如項(xiàng)目建議書、可行性研究報(bào)告、項(xiàng)目任務(wù)書、合同文件等 適用的法律、法規(guī) 各種計(jì)劃文件、合同分析文件 變更文件5、控制的依據(jù)6、項(xiàng)目控制過程計(jì)劃目標(biāo)值（投資目標(biāo)、進(jìn)度目標(biāo)、質(zhì)量目標(biāo)）4. 比較計(jì)劃值與實(shí)際值測量器5. 偏差調(diào)節(jié)器6. 采取控制措施3. 收集實(shí)際數(shù)據(jù)工程進(jìn)展人力物力財(cái)力無1. 投入實(shí)際值(實(shí)際支出實(shí)際進(jìn)展質(zhì)量檢查的數(shù)據(jù))2.干擾有7、工程項(xiàng)目實(shí)施前導(dǎo)工作 各種許可證的辦理 建設(shè)用地規(guī)劃許可證 建設(shè)工程規(guī)劃許可證 施工許可證 現(xiàn)場準(zhǔn)備 實(shí)施條件準(zhǔn)備二、進(jìn)度控制1、進(jìn)度的概念 綜合的含義將工期與工程實(shí)物、成本、勞動消耗、資源統(tǒng)一起來。

15、 進(jìn)度指標(biāo)持續(xù)時(shí)間按工程活動的結(jié)果狀態(tài)數(shù)量描述已完成工程的價(jià)值量資源消耗指標(biāo)2、進(jìn)度控制的過程按計(jì)劃實(shí)施并記錄各控制期末與計(jì)劃對比，評價(jià)進(jìn)度狀況調(diào)整進(jìn)度，預(yù)測新的工期狀況評審新計(jì)劃，是否滿足目標(biāo)要求3、進(jìn)度拖延的原因和解決措施 可以采取的趕工措施增加資源投入重新分配資源減少工作范圍，包括減少工作量或刪去一些工作包改善工器具以提高勞動效率提高勞動生產(chǎn)率將部分任務(wù)轉(zhuǎn)移改變網(wǎng)絡(luò)計(jì)劃中工程活動的邏輯關(guān)系將一些工作包合并修改實(shí)施方案三、成本控制1、成本控制的特點(diǎn)積極性與責(zé)任形式（合同形式及承擔(dān)的風(fēng)險(xiǎn)）成本控制的綜合性（成本模型的缺點(diǎn)、“掙得值Earned Value” ）控制周期不可太長（成本控制時(shí)間區(qū)

16、段的劃分）“掙值法”(Earned Value Technique)基本參數(shù)：BCWS (Budgeted Cost of Work Scheduled)BCWP (Budgeted Cost of Work Performed)ACWP (Actual Cost of Work Performed)BCWS (Budgeted Cost of Work Scheduled): measures What is Planned in terms of budget cost of the work that should take place (i.e., according to the b

17、aseline schedule of the work). Along the project, we can plot the BCWS S-curve by accumulating the budget cost on the schedule that shows the planned percent complete.BCWP (Budgeted Cost of Work Performed)Earned Value: measures What is Done in terms of budget cost of work that has actually been plis

18、hed to date. We also plot the BCWP S-curve point by point after each reporting period. Here, we accumulate the budget cost on the schedule that shows the actual percent complete.ACWP (Actual Cost of Work Performed): measures What is Paid in terms of actual cost of work that has actually been plished

19、 to date. We also plot the ACWP S-curve point by point after each reporting period. Here, we accumulate the actual expenditures on the schedule that shows the actual percent complete.進(jìn)度偏差(Schedule Variance)SV=BCWP-BCWS進(jìn)度績效指數(shù)(Schedule Performance Index)SPI=BCWP/BCWS成本偏差(Cost Variance)CV=BCWP-ACWP成本績效

20、指數(shù)(Cost Performance Index)CPI=BCWP/ACWPCost Variance at PresentNow$TimeACWPBCWPBCWSEstimated CostsCost Variance at PresentEACEstimate at completion (EAC) = BCWS at completion + (ACWP - BCWP) at present某建設(shè)項(xiàng)目施工過程中，收集到的分部工程A的資料見下表。則分部工程A的施工成本節(jié)約（ ）元。 A 35000 B32000 C18000 D15000分部工程工程量(m3)施工成本(元/m3)計(jì)劃實(shí)際

21、計(jì)劃實(shí)際A600500350320某工程10月份擬完工程計(jì)劃施工成本50萬元，已完成工程計(jì)劃施工成本45萬元，已完成工程實(shí)際施工成本48萬元，該工程10月底施工成本偏差和進(jìn)度偏差分別是（ ）。A成本超支3萬元，進(jìn)度拖延5萬元B成本超支3萬元，進(jìn)度拖延3萬元C成本節(jié)約2萬元，進(jìn)度提前5萬元D成本節(jié)約2萬元，進(jìn)度提前3萬元如果某分項(xiàng)工程的費(fèi)用偏差小于0，進(jìn)度偏差大于0。那么已完工作實(shí)際費(fèi)用（ACWP）、計(jì)劃工作預(yù)算費(fèi)用（BCWS）和已完工作預(yù)算費(fèi)用（BCWP）的關(guān)系可表示為（ ）。ABCWPACWPBCWSBBCWSBCWPACWPCACWPBCWPBCWSDBCWSACWPBCWP在項(xiàng)目實(shí)際執(zhí)行

22、過程中，能正確表示項(xiàng)目基本按預(yù)定計(jì)劃目標(biāo)進(jìn)行的是（ ）。ABCWP與ACWP兩條曲線靠得很近，平穩(wěn)上升BBCWS與BCWP兩條曲線靠得很近，平穩(wěn)上升CACWP、 BCWS、 BCWP三條曲線靠得很近，平穩(wěn)上升DACWP、 BCWS、 BCWP三條曲線離散度增加，平穩(wěn)上升2、施工成本分析的方法比較法(可比性)實(shí)際指標(biāo)與目標(biāo)指標(biāo)對比本期實(shí)際指標(biāo)與上期實(shí)際指標(biāo)對比與本行業(yè)平均水平、先進(jìn)水平對比比較分析預(yù)測糾偏檢查施工成本控制步驟： 因素分析法 因素分析法又稱連環(huán)置換法。這種方法可用來分析各種因素對成本的影響程度。在進(jìn)行分析時(shí)，首先要假定眾多因素中的一個(gè)因素發(fā)生了變化，而其他因素不變，然后逐個(gè)替換，分

23、別比較其計(jì)算結(jié)果，以確定各個(gè)因素的變化對成本的影響程度。 差額計(jì)算法 差額計(jì)算法是因素分析法的一種簡化形式，它利用各個(gè)因素的目標(biāo)值與實(shí)際值的差額來計(jì)算其對成本的影響程度。 比率法比率法是指用兩個(gè)以上的指標(biāo)的比例進(jìn)行分析的方法?；咎攸c(diǎn)：先把對比分析的數(shù)值變成相對數(shù)，在觀察其相互之間的關(guān)系。常用的比率法有：相關(guān)比率法，將兩個(gè)性質(zhì)不同而又相關(guān)的指標(biāo)加以對比。構(gòu)成比率法，又稱比重分析法或結(jié)構(gòu)對比分析法。動態(tài)比率法， 將同類指標(biāo)不同時(shí)期的數(shù)值進(jìn)行對比，分析該指標(biāo)的發(fā)展方向和發(fā)展速度。 3、成本與工期動態(tài)控制方法成本工期前鋒期O110%105%100%100%115%實(shí)際成本OA方案B方案成本工期12%

24、5%AB成本工期15%AB正常不正常四、質(zhì)量控制1、工程項(xiàng)目的質(zhì)量 項(xiàng)目質(zhì)量管理的主要對象是工程質(zhì)量，它是一個(gè)綜合性的指標(biāo)，包括： 工程投產(chǎn)后，所生產(chǎn)的產(chǎn)品的質(zhì)量，該工程的可用性、使用效果和產(chǎn)出效益、運(yùn)行的安全度和穩(wěn)定性； 工程結(jié)構(gòu)設(shè)計(jì)和施工的安全性和可靠性； 所使用的材料、設(shè)備、工藝、結(jié)構(gòu)的質(zhì)量以及它們的耐久性和整個(gè)工程的壽命； 工程的其他方面，如外觀造型、與環(huán)境的協(xié)調(diào)、項(xiàng)目運(yùn)行費(fèi)用以及可維護(hù)性和可檢查性等。2、工程質(zhì)量控制的方面 項(xiàng)目的質(zhì)量控制過程 各個(gè)生產(chǎn)要素的質(zhì)量控制 對生產(chǎn)者和各層次管理人員的控制認(rèn)真選擇任務(wù)承擔(dān)者加強(qiáng)對人員的培訓(xùn)正確引導(dǎo)。通過合同、責(zé)任制、經(jīng)濟(jì)獎(jiǎng)勵(lì)手段激發(fā)質(zhì)量控制積

25、極性。質(zhì)量檔案設(shè)計(jì)質(zhì)量控制實(shí)施方案質(zhì)量控制材料和設(shè)備質(zhì)量控制工藝質(zhì)量控制施工工序質(zhì)量控制工程過程監(jiān)督隱蔽工程驗(yàn)收各部分工程驗(yàn)收工程驗(yàn)收交付質(zhì)量目標(biāo)確定運(yùn)行質(zhì)量監(jiān)督前期策劃設(shè)計(jì)和計(jì)劃實(shí)施驗(yàn)收運(yùn)行工程項(xiàng)目質(zhì)量控制過程可行性研究是確定質(zhì)量目標(biāo)與水平的依據(jù)；項(xiàng)目決策確定項(xiàng)目質(zhì)量目標(biāo)和水平；工程設(shè)計(jì)將工程項(xiàng)目質(zhì)量目標(biāo)與水平具體化；工程施工最終形成工程實(shí)體質(zhì)量；工程驗(yàn)收最終確認(rèn)工程質(zhì)量是否達(dá)到要求及達(dá)到的程度。運(yùn)營費(fèi)3、質(zhì)量和費(fèi)用的關(guān)系最佳可用度最佳可用度費(fèi)用總成本一次性投資可用度100%4、質(zhì)量控制要點(diǎn)符合預(yù)定目標(biāo)減少重復(fù)管理工作控制深度不同良好的社會質(zhì)量環(huán)境合同的決定作用技術(shù)性很強(qiáng)，但不同于技術(shù)性工作

26、避免問題的發(fā)生經(jīng)驗(yàn)和教訓(xùn)5、工程質(zhì)量統(tǒng)計(jì)方法分層法因果分析圖法排列圖法直方圖法五、安全管理建筑業(yè)是我國吸納勞動力的主要產(chǎn)業(yè)之一，從業(yè)人員多達(dá)3693萬，約占全國工業(yè)企業(yè)總從業(yè)人員的三分之一強(qiáng)。建筑業(yè)也是傷亡事故多發(fā)的行業(yè)，在我國生產(chǎn)性行業(yè)中高居第二位，僅次于煤礦業(yè)。20002006建筑行業(yè)傷亡事故情況年份事故起數(shù)死亡人數(shù)2000年8469872001年100410452002年120812922003年127815122004年114413242005年101511932006年8881048 施工現(xiàn)場多為露天作業(yè)，施工環(huán)境惡劣 從事建筑施工的作業(yè)人員90以上來自農(nóng)村，未受過專門訓(xùn)練，安全意識

27、薄弱，缺乏自我保護(hù)意識 施工企業(yè)重生產(chǎn)、輕安全 建設(shè)主管部門安全監(jiān)管水平有待提高事故多發(fā)的原因 Construction Safety and HealthConstruction is a hazardous profession. Climbing high off the ground, digging deep into tunnels and trenches, handling large pieces of material, operating huge equipment, and working with hazardous substances put workers a

28、t risk. Managing safety on construction sites is a challenging endeavor, and each project has its own particular set of hazards.Until the Occupational Safety and Health Administration (OSHA) passed the OSHact of 1970, there was little consistency in how these varying factors were handled. This act a

29、pplies to all businesses but includes specific regulations for construction. OSHA in its essence is a federal standard that sets minimum requirements for health and safety of workers.Safety is an attitude. It starts with top management and is reflected on the job site in many ways: through training,

30、 housekeeping, tool box meetings, adherence to safety measures, maintenance of equipment and tools, and intolerance of violation.Construction work is dangerous, but these dangers can be controlled and sometimes completely eliminated if safety is treated as an integral part of the overall production

31、schedule.The Cost of AccidentsChecklists of accident costs Lost time of injured worker paid by employer Lost time of other employees assisting injured Lost time of supervisors and other investigating, attending hearings, processing reports, and so on Time required to train new employee Damage to equipment or plant Product or material damaged or wasted Increased production cost Limited production of injured during readjustment Interruption of work at time of accident Payment of