网络计划方法在项目管理中的应用研究

网络计划方法在项目管理中的应用研究邵阳学院毕业设计（论文）毕业设计论文附录课题名称网络计划方法在项目管理中的应用研究学生姓名林梦莎目录1文献综述英文原文5中文译文152013年6月1日文献综述1国内研究现状项目管理在我国历史悠久。早在2000多年前，我国著名的都江堰、宫殿建筑就已经出现项目管理的思想。然而，799）于2000年代替了原JGJ/T100191，于2000年2月1日起施行，使网络计划技术的发展和应用水平进一步提高。目前国内在理论方面的研究水平已经基本与世界同步。近年来，我国在网络计划技术的实际应用方面也取得了一些成果，例如上海宝钢炼铁厂1号高炉土建工程施工中，通过应用网络计划技术,使工期缩短了21，成本降低了98，而广州白天鹅宾馆通过在建设中运用网络计划技术,工期比外商签订的合同提前4个半月,仅投资利息就节约了1000万港元。二十一世纪随着计算机技术迅速发展，网络技术研究得到一定程度重视，但研究力度和领域仍然偏少，在数学理论、建模等方面有根大发展空间。由于通过网络计划的优化可以实现降低成本、缩短工期和合理使用资源等目标,在工程项目实践中具有重要的意义，当前国内对网络计划技术的理论与国内的研究现状类似，国内目前对于网络计划优化的研究集中于单纯的工期优化或资源优化等单目标优化，缺少将网络计划的工期、成本和资源因素作为一个整体来考虑的理论和优化方法。因此，在网络计划方法上还有诸多问题需要进一步学习和研究。根据现在这样的发展势头，我肯定，过不了多少年，我国在应用网络计划技术的领域会越来越广，方法越来越先进。2国外研究现状目前，世界上工业发达国家都非常重视现代管理科学。网络计划方法已被许多国家认为是当前最行之有效的，先进的，科学的管理计划方法。国外许多实践证明，应用网络计划方法进行组织与生产一般能缩短时间20左右，降低成本10左右。国外研究网络计划技术还是比较前沿的。网络计划方法是五十年代末发展起来的，它在国外研究不断的深入，其起源有关键路径法（CPM）与计划评审法（PERT）之分。在这两种方法得到应用推广之后，又陆续出现了类似的最低成本和估算计划法、产品分析控制法、人员分配法、物资分配和多种项目计划制定法等等。关键路径法（CPM）于1958年产生于美国，是适应生产的需要而研制成功，由美国的杜邦化学工业公司发明的4，美国杜邦公司借助于网络表示各项工作与所需要的时间，以及各项工作的相互关系。通过网络分析研究工程费用与工期的相互关系，并找出在编制计划及计划执行过程中的关键路线。早在1952年，杜邦公司即注意到数学家在网络分析计算上的成就，认为可以在工程规划方面加以应用。1955年，杜邦公司设想将每一工作规定起止时间并按工作顺序绘制成网状图形以指导生产。1956年他们设计了电子计算机程序，用计算机编制出计划。195VIEWCOSTBENEFITIDEAENTERPRISESALLCOSTMANAGEMENTSHOULDBYTHECOSTBENEFITIDEATAKETHECONTROLTHOUGHT,ANDDELIVERSTHECONTRASTANALYZESREGARDSTHEINVESTMENTCOSTTHENECESSITY,THERATIONALITYFROMTHEINVESTMENT,NAMELYDILIGENTLYPAYSBYASFARASPOSSIBLETHEFEWCOSTS,THECREATIONMANYUSEVALUE,ISASFARASPOSSIBLETHEENTERPRISEGAINSTHEMOREECONOMICEFFICIENCYHERE,THEWORTHNOTINGISTHEFEWCOSTSPAYANDTHEREDUCEDDISBURSEMENTASFARASPOSSIBLE,REDUCESTHECOST”THECONCEPTHASTHEDIFFERENCETHEFEWCOSTSPAYASFARASPOSSIBLENOTSAVESORTHEREDUCEDCOSTDISBURSEMENTITISTHEOPERATINGCOSTBENEFITIDEAINSTRUCTSTHENEWPRODUCTTHEDESIGNANDTHEOLDPRODUCTIMPROVEMENTWORKIFINCARRIESONTHEDIAGNOSISTOTHEMARKETDEMANDINTHEFOUNDATION,REALIZEDTOLIKEINCREASESSOMEFUNCTIONINTHEPRODUCTORIGINALFUNCTIONFOUNDATION,CANCAUSETHEPRODUCTTHEMARKETSHARELARGESCALEENHANCEMENT,THEN,ALTHOUGHFORREALIZESTHEPRODUCTCREATIONALFUNCTIONTOBEABLECORRESPONDINGLYTOINCREASEPARTOFCOSTSSOLONGASTHISPARTOFCOSTINCREASECANENHANCETHEENTERPRISEPRODUCTINTHEMARKETCOMPETITIVEABILITY,FINALLYBRINGSTHEBIGGERECONOMICEFFICIENCYFORTHEENTERPRISE,THISKINDOFCOSTINCREASESCONFORMSTOTHECOSTBENEFITIDEAINBRIEF,UNDERINTHEMODERNMARKETECONOMYENVIRONMENTENTERPRISEDAILYCOSTMANAGEMENT,SHOULDCONTRASTDELIVERSLOOKSATTHEINVESTMENTTHERESEARCHCOSTFLUCTUATIONANDTHEINCOMEFLUCTUATIONRELATION,DETERMINEDISMOSTADVANTAGEOUSTOENHANCETHEBENEFITTHECOSTFORECASTANDTHEPOLICYMAKINGPLAN3STRATEGICCOSTIDEASTHESTRATEGICCOSTMANAGEMENTFORMATIONANDTHEDEVELOPMENTARETHEMODERNMARKETECONOMYANDTHECOMPETITIONINEVITABLERESULTTHENEARFOR20YEARENTERPRISEENVIRONMENTHADTHESUDDENCHANGE,THEGLOBACOMPETITIONHASBEENDAYBYDAYINTENSE,INORDERTOMEETTHISKINDOFCOMPETITIONNEED,THESTRATEGICCOSTAROSEATTHEHISTORICMOMENTITGOESWITHOUTSAYING,THECOSTISDECIDEDWHETHERTHEENTERPRISEPRODUCTORTHESERVICESDOOBTAINTHESHAREINTHECOMPETITIONASWELLASHOLDSHOWMANYSHARESTHEKEYASPECT,BUTAFFECTSTHECOMPETITIONCOSTTHECOREISENTERPRISESSTRATEGICCOST,BUTNONTRADITIONALCOSTOFOPERATIONTHEIMPLEMENTATIONSTRATEGYCOSTMANAGEMENTISADVANTAGEOUSTOTHERENEWALCOSTMANAGEMENTIDEAINTHETRADITIONALCOSTMANAGEMENT,THECOSTMANAGEMENTGOALISSUMMEDUPFORREDUCESTHECOST,SAVESISREDUCESTHECOSTTHEESSENTIALMETHODINTHECOSTMANAGEMENT,SAVESTHEACHIEVEMENTONEMETHODISUNDENIABLE,BUTITISNOTTHEONLYMETHOD,THEMODERNCOSTMANAGEMENTGOALSHOULDBEBYASFARASPOSSIBLETHEFEWCOSTSDISBURSEMENT,OBTAINSASFARASPOSSIBLEMANYUSEVALUE,THUSFOREARNSTHEPROFITTOPROVIDEASFARASPOSSIBLETHEGOODFOUNDATION,THUSENHANCESTHECOSTBENEFITEMBARKSFROMTHESTRATEGICCOSTMANAGEMENTANGLEOFVIEWANALYZESTHECOSTMANAGEMENTTHISGOAL,ISNOTDIFFICULTTODISCOVER,COSTREDUCTIONHASTHECONDITIONANDTHELIMIT,CONTROLSTHECOSTEXPENSEINCERTAINSITUATIONS,POSSIBLYCANCAUSETHEPRODUCTQUALITYANDTHEENTERPRISEBENEFITDROPIFENTERPRISEBYLOWERCOSTRATEOFINCREMENT,BUTOBTAINSTHEHIGHERUSEVALUE,THUSGREATLYENHANCESTHEENTERPRISETHEECONOMICEFFICIENCY,THEENTERPRISEWHYNOTTHEENTERPRISEHASTHECOMPETITIVEADVANTAGEINTHEMARKETTOBEDECIDEDTOPROVIDETHEMORESUPERIORUSEVALUETAKETHESIMILARCOSTASTHECUSTOMERORPROVIDESTHESAMEUSEVALUEBYTHECOMPARATIVELYLOWCOSTTHEENTERPRISEUSESWHATKINDOFCOSTSTRATEGY,ISDECIDEDTOTHEENTERPRISEENTIREMANAGEMENTSTRATEGYANDTHECOMPETITIONSTRATEGY,THECOSTMANAGEMENTMUSTSERVEFORTHEENTERPRISEENTIREMANAGEMENTINTHEMODERNCOSTMANAGEMENT,THESTRATEGICCOSTMANAGEMENTHOLDSTHEEXTREMELYIMPORTANTSTATUS,ITBROKETHROUGHTHETRADITIONALCOSTMANAGEMENTTHECOSTLIMITATIONINTHEMICROSCOPICSTRATIFICATIONPLANERESEARCHAREA,CHANGESTHECENTEROFGRAVITYTHEENTERPRISEOVERALLSTRATEGYTHISBROADERRESEARCHAREA,SUCHASTHEPRODUCTIONCONNECTION,THEPURCHASECONNECTION,THETECHNICALCONNECTION,INTHECOMPETITORCONNECTIONCOSTANALYSISANDSOON,ISADVANTAGEOUSTOTHEENTERPRISECORRECTLYCARRIESONTHECOSTFORECAST,THEDECISIONMAKING,THUSCORRECTLYCHOOSESTHEENTERPRISETHEMANAGEMENTSTRATEGY,CORRECTLYPROCESSESTHEENTERPRISETODEVELOPWITHSTRENGTHENSTHECOSTMANAGEMENTTHERELATIONS,ENHANCESTHEENTERPRISEOVERALLECONOMICEFFICIENCYOCTANTSTATUSDOESNOTNEEDDOUBTTHETRADITIONALCOSTFINDINGIN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