目前在国内的非标设备行业,随着市场的竞争日益加剧和客户的要求不断变化,对

非标设备制造商交付产品的交货期、质量和成本提出了越来越高的要求。而在非标设备

项目实施过程中,大多会因为项目的不确定因素、对客户需求变化的理解不透彻、缺少

有效过程控制、对物料跟踪不力及多任务造成的资源分配不足等因素,而导致项目进度

的延误。所以,项目的进度管理越来越受到非标设备制造商的重视,项目进度控制也成

为整个非标设备项目中的重要工作之一。

在此背景下,本文以EPBi非标设备项目为例,实践说明了项目进度计划及其控制

原理在非标设备项目中的运用。首先运用项目进度控制原理对EPBi项目各阶段进行工

作结构分解、工作责任分配、工作任务前后逻辑关系确定、各任务工时估计、绘制网络

图,在此基础上编制出项目的进度计划;利用关键路径工期压缩法和资源配置优化对项

目进度计划再优化;在项目进度计划执行过程中对项目状态实施动态监测,以报告形式

收集、整理项目现场数据,并运用图形比较法,发现项目实际进度与计划进度的偏差,

及时采取合理措施,对项目进度计划进行实时调整,避免工期延误,发现影响非标设备

项目进度的主要原因,并提出对策措施。

期望本文中EPBi项目中运用的项目进度控制模式对其它非标设备项目的进度控制

具有一定参考意义。

关键词:非标设备;项目进度延误;项目进度计划与控制

第II页
华东理工大学硕士学位论文

Research on Project Schedule Management of Non-Standard Equipment

Manufacture

Abstract

At present, in the non-standard equipment of the domestic industry, along with the market

competition intensifying and the requirements changing, the customers put forward more and

more requirements to delivery time, quality and cost of non-standard equipment. And during

the implementation of the non-standard equipment project, mostly because of uncertain

factors of project, understanding of customer needs not thoroughly, the lack of effective

process control, the poor tracking for purchased material and the lack of project resource by

multi task, many projects will be led to schedule delay. Therefore, now the non _ standard

equipment manufacturers pay more and more attention to the project schedule management,

and the project schedule control has become one of the important tasks of the non-standard

equipment project.

Under this background, this article takes EPBi project, a non-standard equipment project,

as an example, the practice shows that using the project schedule and control principle in non

standard equipment project. Firstly, using the project schedule control principle to make the

work breakdown structure, assign the job responsibility, determine the logic relation between

different tasks,estimate the labor-hour of tasks, draw the network chart, and then to make out

the project schedule; to optimize the project schedule by shortening the labor-hour of the

critical path tasks and optimizing the allocation of resources; to monitor the implementation

process of the project schedule dynamically, to collect and sort out the project field data in

report form, and using the graphical comparison to found the deviation between the actual

process and the schedule progress, timely to take reasonable measures to adjust the project

schedule; to find the main causes that affect the schedule of the non-standard equipment

project and put forward countermeasures.

I sincerely hope that the project schedule control mode applied in EPBi project could

have certain reference significance for other non-standard equipment projects.

Key Words: Non-Standard Equipment Project; Project Schedule Delay; Project Schedule

Plan and Control