發(fā)布時(shí)間：2018-01-30 03:25

  本文關(guān)鍵詞： 工程量清單 掙值管理 項(xiàng)目管理 目標(biāo)控制　出處：《山東財(cái)經(jīng)大學(xué)》2015年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：工程項(xiàng)目的進(jìn)度、成本和質(zhì)量三大目標(biāo)形成了工程項(xiàng)目的目標(biāo)體系,是項(xiàng)目控制的重點(diǎn)。目前,我國(guó)項(xiàng)目管理普遍采用傳統(tǒng)的單因素偏差分析方法,但是這種方法對(duì)項(xiàng)目進(jìn)程和績(jī)效的指導(dǎo)是不夠的甚至還可能是誤導(dǎo)性的或毫無(wú)意義的。所以,需要在項(xiàng)目管理中實(shí)行對(duì)工期和成本集成管理的掙值管理方法,從而實(shí)現(xiàn)真正的動(dòng)態(tài)控制。掙值管理作為一項(xiàng)有效的現(xiàn)代項(xiàng)目管理方法,已經(jīng)在國(guó)際上得到了廣泛的應(yīng)用。然而這種方法從上世紀(jì)九十年代被引入國(guó)內(nèi)至今,并未得到有效的推廣和應(yīng)用。同時(shí)我國(guó)從2003年頒布《工程量清單計(jì)價(jià)規(guī)范》以來(lái),清單計(jì)價(jià)模式在我國(guó)的應(yīng)用已經(jīng)逐漸完善并與國(guó)際接軌。然而與清單計(jì)價(jià)相配套的項(xiàng)目管理模式卻并未能在我國(guó)的項(xiàng)目管理領(lǐng)域得到推廣和應(yīng)用。如何在清單計(jì)價(jià)模式下進(jìn)行有效的項(xiàng)目管理成為我國(guó)項(xiàng)目管理領(lǐng)域值得研究的問(wèn)題。本文采用定性與定量相結(jié)合的研究方法,以具體的工程實(shí)際案例為研究對(duì)象,在分析清單計(jì)價(jià)成本構(gòu)成和特點(diǎn)的基礎(chǔ)之上,假設(shè)工程質(zhì)量既定的前提下,從掙值管理的基本理論入手,根據(jù)掙值管理進(jìn)行項(xiàng)目控制的特點(diǎn)和方法,嘗試構(gòu)建一套適合我國(guó)當(dāng)前實(shí)行的清單計(jì)價(jià)模式下運(yùn)用掙值管理方法進(jìn)行工程項(xiàng)目目標(biāo)控制的基本方法和流程,從而解決我國(guó)當(dāng)前項(xiàng)目管理中目標(biāo)控制的不足,為掙值管理在我國(guó)工程項(xiàng)目中的應(yīng)用提供一定的參考價(jià)值。
[Abstract]:The three goals of project schedule, cost and quality form the target system of engineering project, which is the focus of project control. At present, traditional single-factor deviation analysis method is widely used in project management in China. However, this method is not enough to guide the process and performance of the project, and it may even be misleading or meaningless. Therefore, it is necessary to implement the earned value management method of time and cost integration management in project management. As an effective modern project management method, earned value management has been widely used in the world. However, this method has been introduced from -10s to now. It has not been popularized and applied effectively. At the same time, since 2003, China has promulgated the valuation Standard of Bill of quantities. The application of list pricing mode in our country has been gradually perfected and is in line with the international standard. However, the project management mode matched with list valuation has not been popularized and applied in the field of project management in our country. Effective project management in price mode has become a problem worthy of study in the field of project management in China. This paper adopts a qualitative and quantitative research method. Taking the concrete engineering case as the research object, on the basis of analyzing the construction and characteristics of the list valuation cost, assuming that the project quality is fixed, the paper starts with the basic theory of earned value management. According to the characteristics and methods of project control in earned value management, this paper attempts to construct a set of basic methods and processes of project objective control by using earned value management method under the current list valuation mode which is suitable for our country. In order to solve the shortage of goal control in the current project management in our country, it provides a certain reference value for the application of earned value management in the engineering project of our country.
【學(xué)位授予單位】：山東財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：TU723.3

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