工程项目管理_生武汉理工工程项目实施控制

1、工程项目实施控制1、控制的任务 在管理学中(管理控制论)，控制包括提出问题、研究问题、计划、控制、监督、反馈等工作内容。实质上它已包括了一个完整的管理全过程，是广义的控制。 此处的控制指在计划阶段后对项目实施阶段的控制工作，即实施控制，它与计划一起形成一个有机的项目管理过程。项目实施控制的总任务是保证按预定的计划实施项目，保证项目总目标的圆满实现。一、概述2、实施控制的必要性 项目管理主要采用目标管理方法。目标是控制的灵魂，没有控制，目标和计划无法实现； 现代工程项目计划实施的难度大； 项目的顺利实施需要各参与方在时间、空间上协调一致； 项目计划是在许多假设条件基础上的预先安排，实施过程中存在

2、各种干扰。理论轨迹实际轨迹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、控制的类型4、控制的内容 目标控制 合同控制 风险控制 变更管理及形象管理四控两管一协调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. 定义项目目标的文件，如项目建议书、可行性研究报告、项目任务书、合同文件等 适用的法律、法规 各种计划文件、合同分析文件 变更文件5、控制的依据6、项目控制过程计划目标值（投资目标、进度目标、质量目标）4. 比较计划值与实际值测量器5. 偏差调节器6. 采取控制措施3. 收集实际数据工程进展人力物力财力无1. 投入实际值(实际支出实际进展质量检查的数据)2.干扰有7、工程项目实施前导工作 各种许可证的办理 建设用地规划许可证 建设工程规划许可证 施工许可证 现场准备 实施条件准备二、进度控制1、进度的概念 综合的含义将工期与工程实物、成本、劳动消耗、资源统一起来。

15、 进度指标持续时间按工程活动的结果状态数量描述已完成工程的价值量资源消耗指标2、进度控制的过程按计划实施并记录各控制期末与计划对比，评价进度状况调整进度，预测新的工期状况评审新计划，是否满足目标要求3、进度拖延的原因和解决措施 可以采取的赶工措施增加资源投入重新分配资源减少工作范围，包括减少工作量或删去一些工作包改善工器具以提高劳动效率提高劳动生产率将部分任务转移改变网络计划中工程活动的逻辑关系将一些工作包合并修改实施方案三、成本控制1、成本控制的特点积极性与责任形式（合同形式及承担的风险）成本控制的综合性（成本模型的缺点、“挣得值Earned Value” ）控制周期不可太长（成本控制时间区

16、段的划分）“挣值法”(Earned Value Technique)基本参数：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.进度偏差(Schedule Variance)SV=BCWP-BCWS进度绩效指数(Schedule Performance Index)SPI=BCWP/BCWS成本偏差(Cost Variance)CV=BCWP-ACWP成本绩效

20、指数(Cost Performance Index)CPI=BCWP/ACWPCost Variance at PresentNow$TimeACWPBCWPBCWSEstimated CostsCost Variance at PresentEACEstimate at completion (EAC) = BCWS at completion + (ACWP - BCWP) at present某建设项目施工过程中，收集到的分部工程A的资料见下表。则分部工程A的施工成本节约（ ）元。 A 35000 B32000 C18000 D15000分部工程工程量(m3)施工成本(元/m3)计划实际

21、计划实际A600500350320某工程10月份拟完工程计划施工成本50万元，已完成工程计划施工成本45万元，已完成工程实际施工成本48万元，该工程10月底施工成本偏差和进度偏差分别是（ ）。A成本超支3万元，进度拖延5万元B成本超支3万元，进度拖延3万元C成本节约2万元，进度提前5万元D成本节约2万元，进度提前3万元如果某分项工程的费用偏差小于0，进度偏差大于0。那么已完工作实际费用（ACWP）、计划工作预算费用（BCWS）和已完工作预算费用（BCWP）的关系可表示为（ ）。ABCWPACWPBCWSBBCWSBCWPACWPCACWPBCWPBCWSDBCWSACWPBCWP在项目实际执行

22、过程中，能正确表示项目基本按预定计划目标进行的是（ ）。ABCWP与ACWP两条曲线靠得很近，平稳上升BBCWS与BCWP两条曲线靠得很近，平稳上升CACWP、 BCWS、 BCWP三条曲线靠得很近，平稳上升DACWP、 BCWS、 BCWP三条曲线离散度增加，平稳上升2、施工成本分析的方法比较法(可比性)实际指标与目标指标对比本期实际指标与上期实际指标对比与本行业平均水平、先进水平对比比较分析预测纠偏检查施工成本控制步骤： 因素分析法 因素分析法又称连环置换法。这种方法可用来分析各种因素对成本的影响程度。在进行分析时，首先要假定众多因素中的一个因素发生了变化，而其他因素不变，然后逐个替换，分

23、别比较其计算结果，以确定各个因素的变化对成本的影响程度。 差额计算法 差额计算法是因素分析法的一种简化形式，它利用各个因素的目标值与实际值的差额来计算其对成本的影响程度。 比率法比率法是指用两个以上的指标的比例进行分析的方法。基本特点：先把对比分析的数值变成相对数，在观察其相互之间的关系。常用的比率法有：相关比率法，将两个性质不同而又相关的指标加以对比。构成比率法，又称比重分析法或结构对比分析法。动态比率法， 将同类指标不同时期的数值进行对比，分析该指标的发展方向和发展速度。 3、成本与工期动态控制方法成本工期前锋期O110%105%100%100%115%实际成本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、质量控制1、工程项目的质量 项目质量管理的主要对象是工程质量，它是一个综合性的指标，包括： 工程投产后，所生产的产品的质量，该工程的可用性、使用效果和产出效益、运行的安全度和稳定性； 工程结构设计和施工的安全性和可靠性； 所使用的材料、设备、工艺、结构的质量以及它们的耐久性和整个工程的寿命； 工程的其他方面，如外观造型、与环境的协调、项目运行费用以及可维护性和可检查性等。2、工程质量控制的方面 项目的质量控制过程 各个生产要素的质量控制 对生产者和各层次管理人员的控制认真选择任务承担者加强对人员的培训正确引导。通过合同、责任制、经济奖励手段激发质量控制积

25、极性。质量档案设计质量控制实施方案质量控制材料和设备质量控制工艺质量控制施工工序质量控制工程过程监督隐蔽工程验收各部分工程验收工程验收交付质量目标确定运行质量监督前期策划设计和计划实施验收运行工程项目质量控制过程可行性研究是确定质量目标与水平的依据；项目决策确定项目质量目标和水平；工程设计将工程项目质量目标与水平具体化；工程施工最终形成工程实体质量；工程验收最终确认工程质量是否达到要求及达到的程度。运营费3、质量和费用的关系最佳可用度最佳可用度费用总成本一次性投资可用度100%4、质量控制要点符合预定目标减少重复管理工作控制深度不同良好的社会质量环境合同的决定作用技术性很强，但不同于技术性工作

26、避免问题的发生经验和教训5、工程质量统计方法分层法因果分析图法排列图法直方图法五、安全管理建筑业是我国吸纳劳动力的主要产业之一，从业人员多达3693万，约占全国工业企业总从业人员的三分之一强。建筑业也是伤亡事故多发的行业，在我国生产性行业中高居第二位，仅次于煤矿业。20002006建筑行业伤亡事故情况年份事故起数死亡人数2000年8469872001年100410452002年120812922003年127815122004年114413242005年101511932006年8881048 施工现场多为露天作业，施工环境恶劣 从事建筑施工的作业人员90以上来自农村，未受过专门训练，安全意识

27、薄弱，缺乏自我保护意识 施工企业重生产、轻安全 建设主管部门安全监管水平有待提高事故多发的原因 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