追求企业价值最大化是我国电力设备工程公司主要的发展目标
我国大多数电力设备工程公司为了在日益激烈的电力市场竞争中站
稳脚跟并取得更多的经济利润，其基本的要求就是在设计企业经济
效益的各个环节中，能够及时地掌握建设施工的时间进度，在最小
的成本约束下，能够确保项目工程按时按质的完成，并尽快形成生
产与运营能力。所以有效地控制施工项目的进度和资金流，既有利
于运营商早日投入运营，从而使得运营商和企业取得盈利
本文的核心问题是立足于资金流的视角，探讨电力设备工程公
司的项目衔接问题以及在衔接过程中的进度管理问题。电力设备工
程公司因为承接工程项目周期长，流动资金来源渠道单一，一旦资
金链中断，将给电力设备工程企业带来灾难性的损害。电力设备工
程项目的利益相关人员众多，不确定因素具有一定的复杂性，因此
导致了项目进度与现金回笼不一致问题的产生。为解决项目在周期
内如何顺利进行与企业融资的问题，找出企业项目系统中制约其顺
利进行的因素，保证项目在进行当中资金链的正常运转。因此本文
立足于项目资金流的研究，通过基于关键链的项目进度管理，来合摘要
II
理地控制项目时间，找出在项目实施过程中所遇到的问题，保证项
目的按时完成，合理分配和控制资金流
本文以 A 公司（电力设备工程公司代表之一）为研究对象，首
先介绍了项目管理特别是进度管理的相关理论；然后通过信息搜集、
实地走访调查等方式，了解 A 公司承接电力设备项目的基本情况，
在 A 公司项目进度管理中，首先分析了 A 公司项目进度管理的独特
性，以及关于进度管理的组织结构设置现状，重点分析了资金流在
公司项目管理中发挥的关键作用，然后通过对工作结构的分解和各
项工作的时间估算，制定了相应的进度计划。其次，建立了基于资
金流的项目进度管理模型，应用关键链的方法对该模型进行优化，
并给出了关键链的绩效评价。最后为了资金流的合理配置和工期的
按时完成，从计划制定、激励机制、监测方法等方面进行了规划，
确保项目的按时完工
关键词：项目管理；进度管理；关键链；资金流ABSTRACT
III
THE RESEARCH OF CASH FLOW-ORIENTED PROJECT
SCHEDULE MANAGEMENT FORACOMPANY
ABSTRACT
Project management is the foundation of power equipment engineering company and
foundation, through the use of relevant theoretical knowledge in ensuring engineering quality and
progress of the project management effectively, shorten the construction period as much as
possible to reduce the cost of funds and personnel, to obtain the sale amount, enhance cash flow,
improve the capital chain, the quality and quantity of completed the project, to achieve the
desired goals.
The pursuit of maximizing corporate value is the main power equipment engineering
development goals. The majority of our power plant engineering companies are aimed at gaining
a firm foothold in the increasingly fierce competition in the electricity market and achieving
more economic profit which is the basic requirement of the design of the economic efficiency of
enterprises. Timely grasp of a construction project schedule, with minimal cost constraints, to
ensure the project is completed on time and quality, and the formation of production and
operational capability as soon as possible. So controlling the progress of construction projects
and cash flow effectively, not only puts operators into operation as soon as possible, but also
contributes to national electric power industry, which allows operators and enterprises can derive
the corresponding benefits.
The core issue of this paper is to make a discussion for the management of the project
progress of electric power equipment engineering company, based on cash flow perspective, to
explore the project convergence of the power equipment engineering company and time
management in the process of convergence. Owing to the long cycle of the electric power
equipment engineering company undertaking the project, the single channel of cash flow is the
blood of the enterprise. Once the capital chain disrupts, the influence on the company was
disastrous. If the electric power construction brakes or decelerates suddenly, the financial
pressure of manufacturing enterprises will appear. Persons involved in project management and
engineering are complex, which leads to the inconsistency between project schedule and cash
return. To make project operate smoothly and solve enterprise financing, finding out the
restricting factor can ensure the operation of the fund chain. This paper is based on project cash
flow, through the perspective of progress management, to control project time and find out theABSTRACT
IV
problems and then solve them. By this way, project completes, funds distribute and the efficiency
is maximized. Finally, fund flows operate normally.
This paper ,making A company as a research object (one of representative of the power
equipment engineering company), first introduced the project management, especially schedule
management theory; by information collection and field visit investigation, construct the
framework of project management knowledge based on understanding basic situation of A
company understanding projects. In the project schedule management in A company, the
uniqueness of project schedule management and organization structure setup status are firstly
analyzed, especially importance of the cash flow in project management is involved. Then, by
decomposition of work structure and the time estimates of the work, the corresponding schedule
can be developed. Secondly, establish the project schedule management model based on cash
flow, the model is optimized by critical chain, and the performance evaluation of key chain is
given. Finally in order to the rational allocation of the capital flow and the project completed on
time, the plans formulation, incentive mechanism and dynamic monitoring are given a guarantee,
ensure project completion on time .
Supervised by Ma Biao
KEY WORDS:Project Management;Project Management;Critical Chain;Cash Flow目录
V
目 录
摘要.I
ABSTRACT.........III
第 1 章绪论1
1.1 选题背景与意义.........1
1.1.1 选题背景......1
1.1.2 选题意义......2
1.2 研究内容和方法.........3
1.2.1 研究内容......3
1.2.2 研究方法......5
1.3 研究目的和路线.........6
1.4 主要创新点.....8
第 2 章项目时间管理的相关理论综述....9
2.1 项目管理理论..9
2.2 项目管理研究综述....11
2.3 项目进度管理相关理论.......11目录
VI
2.4 项目进度管理的现状13
第 3 章 A 公司项目进度管理的独特性分析... 15
3.1 A 公司项目进度管理的特点15
3.2 A 公司项目进度管理的组织结构设置现状........... 16
3.3 A 公司项目进度资金因素影响分析17
3.4 资金流在 A 公司项目管理中发挥的关键作用.....21
第 4 章面向资金流的 A 公司项目进度管理模型........ 23
4.1 基于关键链的项目进度管理方法....23
4.1.1 关键链方法的现象解释.....23
4.1.2 关键链的理论依据.....
。。。以上简介无排版格式，详细内容请下载查看
==>>