外文文獻(xiàn)及翻譯：施工項(xiàng)目進(jìn)度控制的關(guān)鍵問(wèn)題Construction of key problems of project progress control

1、本科畢業(yè)論文（設(shè)計(jì)）外文翻譯施工項(xiàng)目進(jìn)度控制的關(guān)鍵問(wèn)題院（系、部）名 稱 ： 專 業(yè) 名 稱： 學(xué) 生 姓 名： 學(xué) 生 學(xué) 號(hào)： 指 導(dǎo) 教 師： 2012年 01月 06 日教務(wù)處制construction of key problems of project progress controlabstractconstruction progress was one of the three objectives of the project which is an important component of project management. reasonable, scienti

2、fic, efficiency of project construction schedule is the key to achieve the project objectives control. only during the preparation stage, stage of progress of the programmer design stage, plans and implementation of construction and other links, taking full account of the favorable factors, rational

3、 coordination of limited resources, can eventually achieve the progress required by the target, to create advanced, civilization and construction process and lay a solid material foundation.keywords: construction projects; progress control; key issuesprogress, investment, quality is the three object

4、ives of the project; there is a relationship of mutual dependence and mutual restriction between them. project schedule control is an important component of project management and is to ensure that project objectives control is complete the prerequisite for the realization of, to ensure the project

5、duration, the rational use of resources, and lower costs, to prevent plan changes too big and important guarantee for improving the efficiency of project. management should focus on the following aspects:1. attaches great importance to project construction preparationproject preparation is an import

6、ant component of construction production, and it is intended to project goals, resource supply and selection of construction plan, spatial layout and the various aspects of time and manpower arrangement. it also is the fundamental guarantee for the smooth conduct of civil engineering construction an

7、d equipment installation. therefore, preparing carefully for technical before construction, materials, labor organizations preparation and over-the-counter preparations for construction site preparation, has an important effect on rational supplying resources to speed up the construction speed, impr

8、oving project quality ensuring construction safety and winning social reputation .to strengthen the project progress control, you must attach great importance to the project preparation, preparation before construction. 2. deployment and construction of construction programmingconstructions of compr

9、ehensive arrangements for the deployment project as a whole is, and makes decisions on major strategic issues in construction. prefect of construction deployment is effective control engineering progress, guarantees engineering quality, and saves engineering investment of primary protection, and its

10、 preparation should reflect reasonable of organization arrangements and task division, and establish proven of, and reasonable running of project manager sector; personnel of set and the division should do full mobilization its enthusiasm, and make of professional play; established of specialization

11、 construction organization system and for engineering min package; division construction stage, determines staging batch construction, and commissioning of arrangements and main project and interspersed project. in addition to the deployment consists of perfect construction, preparation of reasonabl

12、e construction plan, to ensure the effective progress of the project, construction readiness planning should also been included the development specification. main site-wide preparations, includes materials for ideological, organizational preparation, technical preparation, and so on. major items of

13、 works or the main unit of engineering and special projects should be developed in the construction organization to design its construction programmed. the aim is the preparation of technical and also for the construction of well under way and provides a basis for rational arrangement of the project

14、 site. therefore, you should calculate the quantity to determine the process, select the commandments and main construction method of large construction machine.engineering determination of the order, need to be constructed by stages and in groups. it should be the first underground and then the gro

15、und, after the first deep-shallow, after the first line, extension, underground pipeline construction, with the supply of various types of material and technical conditions and should be balanced and rational utilization of these resources between coordinated construction of promoting balanced.3. in

16、 accordance with the contracts duration requirements, well construction progress controlaccording to the duration of the contract to complete construction, both contract requirements are also objects to achieve business goals. in this connection, the construction units (owners) with the construction

17、 unit of the interests of both sides are fully consistent. therefore, strengthening construction progress control ensures that the duration of the contract performance is a project manager and main content of the basic duties. plan is a prerequisite for control, if has not it will be out of control

18、which is to compare actual and planned values, identify deviations during, and for feedback adjustment. preparation of construction progress plan to control the duration value is determined, and come up with a guarantee scheme implementation of effective measures to guarantee the duration planned co

19、mpletion of the contract period.preparation of progress is to decide what to when to do, or when the progress of the project to do what extent. whatever is the process of the project itself, or with other construction-related work, should be integrated into the schedule to, or, whose progress you wa

20、nt to make a schedule. types of project schedule classification based on content is targeted schemes and support schemes. schedule for the project itself is the most basic goal plan that determines the duration of the project goals. in order to achieve this goal, you have a range of support plans, s

21、uch as planning material usage, working capital planning material usage, and equipment use plans, labor use plan to use plan, semi-finished products and components, and so on. control the length of time it came from overall progress plan and phase plan. total progress scheme control the whole proces

22、s of project construction, and phased plan includes the project construction progress plan and ten-years, quarters, months, weeks of job schedules, and so on. it has a text plan-plan with a chart from the expressions. the former is with a text description of each stage of construction, and the image

23、 of progress to achieve requirements; the latter is with image and simple charts to express the construction schedule. as far as i know, bar is the most commonly used scheme, network planning, and slash-type scheme. it has overall progress plan and the partition plan from the scope of management. ma

24、ster plans are project-oriented global strategy progress of the plan, generally cruder. while the plan is for a bottle gourd or project professional progress of the work plan, generally more detailed.4. preparation of project schedule a. this project of project contract. provision is to determine th

25、e duration of the contract duration in planned value basis. project start and completion dates stipulated in the contract, must be implemented by schedule. schedule of the ultimate goal is through reasonable progress design, to guarantee duration completed on time.b. construction of enterprise produ

26、ction and management of reasonable plan. through the construction of enterprise production and management of rational planning, to ensure project efficiency, is the major component of the plan. obeying the business principle of guidance and meeting the requirements of enterprise balance achieve the

27、best interests of the enterprise.c. drawing information. drawing information is the basis and premise of rational design of construction schemes for construction. construction progress plan must be linked with the progress of the design plan, and must be based on the date of delivery number agreemen

28、t to arrange the appropriate part of the construction time, which is also a good way of construction risk prevention and guarantee construction quality.d. construction organization design of this project is one of the strong basis for the preparation of project scheduling. this information defines c

29、onstruction capacity deployment and method of construction and reflects the construction characteristics of the project, which forms the basis of targets at various stages in the process of determining construction plans.e. materials and equipment supply plan. if you already have on the material and

30、 equipment and turnover material supply plan, the construction progress plan must be coordinated with the project. in addition to the above five points making progress on a project plans as the basis for the main consideration, you should be aware of information about site construction conditions, i

31、ncluding hydrological, climate and environmental data in the field of construction and transportation conditions, energy supply, auxiliary production capacity. also prior to the preparation of project construction progress plan, similar to an already built or actual construction schedule needs to be

32、 collected, and you should serious analysis, organize, list control constraint, clear the influence of duration to achieve mandatory time limits, for the preparation of project progress as well prepared.5. the project progress plan optimization a. adjusting the construction period. each project is c

33、omposed of many processes, the water segment of the construction have the same number of processes, each procedure is not identical in the various construction stages of the construction period, it is the importance of adjusting the construction period that how to choose a scientific and rational co

34、nstruction process. construction technology that determined by the fixed construction technology can not be changed, but the order of the construction stage can be changed, choosing a different order of construction of water, the total duration of the entire construction will be changed accordingly.

35、 therefore you need to find the shortest period of construction of water to optimize the order program for implementation.b. a balanced use of resources. in preparing the construction schedule, you must take into account the optimization of resources into account. it not only requires the resources

36、you plan to use less than the actual supply of resources, but also tries to do the balance of resource conservation use. you should make resources available for the use of control within the available supply and the amount of resources to use every day similar. if resource usage is balanced, resourc

37、e usage peak is smaller and resources funding is less, also thus economic benefits will certainly be enhanced accordingly. for the human and material resources, if the construction plans of arrangement to take full advantage of them and let every single day of the entire plan period to achieve effic

38、iency, the amount of resources used in this plan is balanced and the economic benefits will be good.c. optimize the cost of the project. adopting a different construction of water order, the project cost will vary in engineering construction. seeking the lowest cost solution to reduce costs is an im

39、portant part of the construction. the cost of the project includes the two parts: direct and indirect costs. generally speaking, low direct costs of the construction sequence, the duration will be longer. in order to shorten the duration, the need to use more efficient construction machinery or cons

40、truction process so that direct costs will tend to increase. if efficiency does not change, you need more manpower or material resources, and increase the input of one-time costs, which will inevitably lead to increase in direct costs. almost you always give high priority to increase the cost of les

41、s and can shorten the duration of the order. however, if shorten duration, you will increase the direct costs of inputs. indirect costs and construction of the relationship is not close, and the basic fixed expenses occur every day.6. organization of water construction methodanother important means

42、of ensuring project progress on a project is construction of rational flow. water construction is continuous job, and it can save work time, which is relative to “turn job”, the means of achieving savings is “take received”, and the premise of take received is segment area; it can have rhythm to con

43、struction, and the time of the workers to work is a certain degree of regularity, which can bring good of construction along the continued, the harmonious of construction atmosphere, considerable of economic benefits and improve productivity.project schedule control of more than a few issues, indica

44、tes that the schedule control process does not happen overnight so the enterprise integration should as a whole to consider elements of integration and management system. in the specific work, should pay attention to giving play to promote integration of favorable factors and avoid integration or co

45、ordination to prevent the adverse factors and pay attention to practical results and advancing as planned gradually.摘 要工程施工進(jìn)度是工程項(xiàng)目的三大目標(biāo)之一，是工程項(xiàng)目管理的重要組成部分。合理的、科學(xué)的、講求效率的工程項(xiàng)目施工進(jìn)度是保證工程項(xiàng)目目標(biāo)控制得以實(shí)現(xiàn)的前提。只有在準(zhǔn)備階段、方案設(shè)計(jì)階段、進(jìn)度計(jì)劃階段以及施工組織實(shí)施等各個(gè)環(huán)節(jié)，考慮各項(xiàng)有利因素，合理協(xié)調(diào)有限資源，才能最終達(dá)到要求的進(jìn)度目標(biāo)，為創(chuàng)建先進(jìn)的、文明的施工過(guò)程打下牢固的物質(zhì)基礎(chǔ)。關(guān)鍵詞：施工項(xiàng)目；進(jìn)度控制；關(guān)鍵

46、問(wèn)題進(jìn)度、投資、質(zhì)量是工程項(xiàng)目的三大目標(biāo)，它們之間有著相互依賴和相互制約的關(guān)系。工程項(xiàng)目進(jìn)度控制是工程項(xiàng)目管理的重要組成部分，是保證工程項(xiàng)目目標(biāo)控制是否完全實(shí)現(xiàn)的前提，是保證工程工期、資源合理利用、降低成本、防止計(jì)劃變化太大、提高整個(gè)工程項(xiàng)目管理效益的重要保障。要做到有效控制建筑工程進(jìn)度，應(yīng)注重以下幾個(gè)方面的管理：一 高度重視工程項(xiàng)目施工準(zhǔn)備工程項(xiàng)目施工準(zhǔn)備是施工生產(chǎn)的重要組成部分，是對(duì)工程目標(biāo)，資源供應(yīng)和施工方案的選擇，及其空間布置和時(shí)間排列等諸方面統(tǒng)籌安排，是土建施工和設(shè)備安裝得以順利進(jìn)行的根本保證。因此，認(rèn)真做好施工前的技術(shù)準(zhǔn)備、物資準(zhǔn)備、勞動(dòng)組織準(zhǔn)備、施工現(xiàn)場(chǎng)準(zhǔn)備、施工場(chǎng)外準(zhǔn)備等，對(duì)合

47、理供應(yīng)資源加快施工速度，提高工程質(zhì)量,確保施工安全，贏得社會(huì)信譽(yù)都有重要作用，要加強(qiáng)工程項(xiàng)目進(jìn)度控制，就必須高度重視工程項(xiàng)目準(zhǔn)備，做好施工前準(zhǔn)備。二 施工部署和施工方案的編制施工部署是對(duì)整個(gè)工程項(xiàng)目進(jìn)行的全面安排，并對(duì)工程施工中的重大戰(zhàn)略問(wèn)題進(jìn)行決策。完善的施工部署，是有效控制工程進(jìn)度、保證工程質(zhì)量、節(jié)約工程投資的首要保障，它的編制應(yīng)體現(xiàn)合理的組織安排和任務(wù)分工，建立行之有效的、合理運(yùn)轉(zhuǎn)的項(xiàng)目經(jīng)理部門；人員的設(shè)置及分工應(yīng)做到充分調(diào)動(dòng)其積極性，并使之專業(yè)得到發(fā)揮；建立的專業(yè)化施工組織體系和進(jìn)行工程分包；劃分施工階段，確定分期分批施工、交工的安排及其主攻項(xiàng)目和穿插項(xiàng)目。除了組成完善的施工部署，編制

48、合理的施工方案，要保證有效的工程進(jìn)度，還應(yīng)包括擬定規(guī)范的施工準(zhǔn)備工作規(guī)劃。主要指全現(xiàn)場(chǎng)的準(zhǔn)備，包括思想準(zhǔn)備、組織準(zhǔn)備、技術(shù)準(zhǔn)備、等。對(duì)于主要的單項(xiàng)工程或主要的單位工程及特殊的分項(xiàng)工程，應(yīng)在施工組織總設(shè)計(jì)中擬定其施工方案，其目的是進(jìn)行技術(shù)和資源的準(zhǔn)備工作,也為工程施工的順利開展和工程現(xiàn)場(chǎng)的合理布置提供依據(jù)。因此，應(yīng)計(jì)算其工程量，確定工藝流程，選擇大型施工機(jī)誡和主要施工方法等。工程開展順序的確定，要分期分批施工，應(yīng)按先地下、后地上，先深后淺，先干線、后支線,地下的管線先施工，應(yīng)當(dāng)與各類物資及技術(shù)條件供應(yīng)之間的平衡以及合理利用這些資源相協(xié)調(diào),促進(jìn)均衡施工。三 按照項(xiàng)目合同工期要求，作好施工進(jìn)度控制按

49、合同工期，完成施工任務(wù)，這既是合同要求也是實(shí)現(xiàn)企業(yè)經(jīng)營(yíng)目標(biāo)的需要。在這一點(diǎn)上，建設(shè)單位(業(yè)主)同施工單位雙方的利益是完全一致的。因此，加強(qiáng)施工進(jìn)度控制，確保合同工期履約是項(xiàng)目經(jīng)理的基本職責(zé)和主要工作內(nèi)容。計(jì)劃是控制的前提，沒有計(jì)劃，就談不上控制，控制就是將實(shí)際值與計(jì)劃值進(jìn)行比較，找出期間的偏差，然后進(jìn)行反饋調(diào)整。編制施工進(jìn)度計(jì)劃，就是確定一個(gè)控制工期的計(jì)劃值，制定出保證計(jì)劃實(shí)現(xiàn)的有效措施，保證工期計(jì)劃合同工期的完成。編制進(jìn)度就是決定什么時(shí)候做什么事情，或者什么時(shí)候工程進(jìn)度到什么程度。無(wú)論是項(xiàng)目自身的各道工序，還是與施工有關(guān)的其他工作，都應(yīng)納入進(jìn)度計(jì)劃之中去，或者說(shuō)，都要對(duì)其進(jìn)度做出計(jì)劃安排。項(xiàng)

50、目進(jìn)度計(jì)劃的種類,根據(jù)內(nèi)容劃分，有目標(biāo)性計(jì)劃與支持性計(jì)劃。針對(duì)項(xiàng)目施工本身的進(jìn)度計(jì)劃是最基本的目標(biāo)性計(jì)劃，它確定了該項(xiàng)目施工的工期目標(biāo)。為了實(shí)現(xiàn)這個(gè)目標(biāo),要有一系列的支持性計(jì)劃，如材料使用計(jì)劃，周轉(zhuǎn)材料使用計(jì)劃，機(jī)械設(shè)備使用計(jì)劃,勞動(dòng)力使用計(jì)劃以及構(gòu)件、半成品使用計(jì)劃等等。從時(shí)間控制長(zhǎng)短來(lái)分，有總進(jìn)度計(jì)劃與階段性計(jì)劃?？傔M(jìn)度計(jì)劃控制項(xiàng)目施工的全過(guò)程，而階段性計(jì)劃包括本項(xiàng)目的年、季、月施工進(jìn)度計(jì)劃和旬、周的作業(yè)進(jìn)度計(jì)劃等。從表達(dá)形式來(lái)分，有文字說(shuō)明計(jì)劃與圖表式計(jì)劃。前者用文字說(shuō)明各階段的施工任務(wù)，以及要達(dá)到的形象進(jìn)度要求；后者用形象而簡(jiǎn)潔的圖表來(lái)表達(dá)施工的進(jìn)度安排。據(jù)筆者所知，最常用的是橫道計(jì)劃、網(wǎng)絡(luò)計(jì)劃、斜線式計(jì)劃等。從管理范圍來(lái)分，有總體進(jìn)度計(jì)劃與分區(qū)進(jìn)度計(jì)劃?？傮w計(jì)劃是面向項(xiàng)目全局的戰(zhàn)略性進(jìn)度計(jì)劃安排，一般比較粗略。而分區(qū)計(jì)劃則是針對(duì)項(xiàng)目中的某一部分或一個(gè)專業(yè)工種的進(jìn)度計(jì)劃，一般比較詳細(xì)。四 項(xiàng)目進(jìn)度計(jì)劃的編制（一）本項(xiàng)目的工程承包合同。合同中工期的規(guī)定是確定工期計(jì)劃值的基本依據(jù)，合同規(guī)定的