变电站是电力系统中改变电压、控制和分配电能的场所，是工业生产与国民 生活中不可或缺的重要组成部分。随着我国“中国制造 2025”概念以及工业化 和信息化深度融合的提出，工业自动化、智能化技术的发展使电力系统对控制和 维护的要求也随之提高，这些都增加了变电站自动化项目的难度。 近年来康卓公司已经为多家石化企业实施过变电站自动化项目，此类型项目 已成为公司的主要营收来源之一。但是作为一家中小型的项目型企业，康卓公司 的项目管理能力却不尽人意，尤其体现在项目进度管理环节。在以往实施的变电 站自动化项目中，关键环节的按时完成率始终无法达到公司的要求。一方面是因 为此类项目的工作技术要求高、任务复杂，而且变电站的工作性质决定项目实施 时间短，现场改造过程涉及到的各种因素较多。另一方面是在项目进度中所使用 的传统的进度计划与控制的方法导致了很多资源上的浪费。因此，在完成项目时 能够有效缩短工期、避免资源浪费，这关系到企业效益目标的实现，是摆在康卓 公司面前紧迫且现实的问题。这些问题最终指向的都是企业较落后的项目进度管 理。 本文研究过程结合定性与定量的方法，以康卓公司计划实施的华北石化变电 站项目为研究对象开展研究。针对公司在该项目的进度计划编制中存在的工作任 务判断失误、预估工期设置过长、缺乏详细的资源配置计划、项目进度管理缺乏 动态监控手段、缺乏人员的控制措施与责任人落实细则，工程协调部分缺乏规划 等方面存在的问题，分析指出企业现有进度管理体系中的缺陷，具体包括：项目 进度方案缺乏事前沟通、计划的编制方法缺乏可靠性、进度计划缺乏全局意识、 进度控制主动性差、项目组缺乏考核与激励手段、控制准备不具体、人员专业素 养缺乏等方面的缺陷。 在上述工作的基础上，本文对该项目的进度计划编制与进度控制方法提出基 于关键链法的，更为科学、合理的优化策略，具体包括：在进度计划编制过程中 使用关键链法化解资源冲突，识别关键链，设置缓冲，确定工期。在进度控制环 节采取缓冲期动态监控、关键链挣值法分析、结合绩效承诺的项目进度执行情况 的分层监控等三种方法，在主动性、整体与细节的控制方面都更加细致、量化， 能够聚焦重点环节，使赶工策略更加合理。为了保证项目的顺利进行，还提出了II 针对康卓公司项目进度优化策略的保障措施。具体包括：将优化策略制度化、提 升人员项目管理素质、组织资源支持、人员绩效保障、进度控制人员责任制度等 措施。为提高企业的项目管理水平提供了支持。 本文的研究成果对企业在变电站自动化项目的实施过程中合理的确定项目 活动时间，更好的做到全局统筹，提供了新的思路。在控制进度，保障项目顺利， 按时完工方面有一定的实践参考价值。完善的保障措施还可以提高企业的决策能 力、内部部门的沟通协调能力，提高项目人员绩效，使企业的进入良性的发展， 并在激烈的市场竞争环境下取得优势。 关键词：变电站自动化项目，进度优化，进度计划，进度控制III THE SCHEDULE OPTIMIZATION OF NORTH CHINA PETROCHEMICAL SUBSTATION AUTOMATION PROJECT OF KANGZHUO COMPANY Abstract Substation is the place to change voltage, control and distribute power in power system. In recent years, with the concept of made in China 2025 and the in-depth integration of informatization and industrialization have been proposed the development of industrial automation and intelligent technology has improved the control and maintenance requirements of power system. All these increase the difficulty of substation automation project. In recent years, Kangzhuo company has implemented substation automation projects for many petrochemical enterprises. This type of project has become one of the main sources of revenue for enterprises. However, as a small and medium-sized project enterprise, Kangzhuo's project management ability is unsatisfactory, especially in the project schedule management. In the past implementation of substation automation projects, the key link of on-time completion rate has always failed to meet the requirements of the company. On the one hand, because of the high technical requirements of such projects, task complexity，and the working nature of substation determines the short implementation time of the project，there are many factors involved in the field implementation process. On the other hand, the traditional schedule planning and control methods used in the project schedule lead to a lot of waste of resources. So, how to effectively shorten the project duration when complete the project and avoid waste of resources, this is related to the realization of enterprise goals。It is an urgent and realistic problem for Kangzhuo Company. These problems ultimately point to the enterprise's backward schedule management system. The essence of project schedule is the commitment of the project team to when to complete the task, and it is also the basis of schedule control and project implementation in this paper. The research process of this paper combines qualitative and quantitative methods and takes the substation project of the North ChinaIV Petrochemical Company undertaken by Kangzhuo Company as the research object. In view of the problems existing in the preparation of the company's progress plan, such as Misjudged tasks, the anticipated long duration of the project, insufficient consideration of resources, the progress plan lacks dynamic monitoring, lack of personnel control measures and responsible person implementation rules, lack of planning in project coordination. This paper points out the shortcomings of the current schedule management system in enterprises, including lack of communication in advance, lack of reliability of schedule preparation method, lack of overall awareness schedule, poor initiative of schedule control, project team lacks assessment and incentive means, lack of specific control preparation, lack of professional quality and other defects. Based on the above work, the method of the project schedule plan and schedule control is proposed based on critical chain method, a more scientific and rational optimization strategy. It includes using the critical chain method to resolve resource conflicts in the process of making progress plans, identifying critical chain, setting buffers, and determining the duration of the project. In the process of progress control, three methods are adopted, including buffer period dynamic monitoring, critical chain earned value method analysis, and hierarchical monitoring of project progress implementation combined with performance commitment, which are more detailed and quantitative in terms of initiative, overall and detailed control, and can focus on key links, making the strategy more reasonable. In order to ensure the smooth progress of the project, this paper also puts forward the safeguard measures for the project schedule optimization strategy of kangzhuo company, including institutionalization of optimization strategy, improving the quality of personnel project management, organizational resource support, personnel performance assurance, progress control personnel responsibility system and so on. It provides support for improving the project management level of enterprises. The research results of this paper can provides new ideas to help enterprises determine the project activity time reasonably in the process of substation automation project implementation，also for better overall planning .It has certain practical reference value in controlling the progress, ensuring the smooth and on-time completion of the project. Perfect safeguard measures can also improve the decision-making ability of enterprises, the communication and coordination ability ofV internal departments, and improve the performance of project personnel. It enables enterprises to enter benign development and gain advantages in the fierce market competition environment. Keywords: Substation automation project，Progress optimization，Schedule planning，Schedule controlVI 目 录 中文摘要.................................................I Abstract ............................................... III 第一章 绪论 ..............................................1 1.1 研究背景和意义..............................................1 1.1.1 研究背景 ................................................1 1.1.2 研究意义 ................................................2 1.2 核心概念....................................................3 1.2.1 变电站自动化 .............................................3 1.2.2 项目进度管理 ............................................4 1.3 研究内容和思路..............................................5 1.3.1 研究内容 ................................................5 1.3.2 研究思路 ................................................5 1.4 技术路线....................................................6 第二章 相关理论综述 ......................................7 2.1 项目进度管理理论............................................7 2.1.1 项目进度管理的意义 ......................................7 2.1.2 项目进度管理的内容与步骤 ................................7 2.2 项目进度管理方法............................................8 2.2.1 关键路径法 ..............................................8 2.2.2 计划评审技术 ............................................9 2.2.3 关键链法 ................................................9 2.2.4 挣值法 .................................................10 2.3 国内外项目进度管理的研究现状...............................10 第三章 康卓公司华北石化变电站自动化项目进度管理现状 .....14VII 3.1 康卓公司华北石化变电站自动化项目背景与特点.................14 3.1.1 康卓公司简介 ...........................................14 3.1.2 华北石化变电站自动化项目背景与特点 .....................15 3.2 康卓公司变电站自动化项目进度管理体系介绍...................17 3.2.1 康卓公司进度计划的编制过程 .............................17 3.2.2 康卓公司项目进度控制的方法 .............................18 3.3 华北石化变电站自动化项目的进度计划编制与控制现状...........19 3.3.1 进度计划编制现状 .......................................19 3.3.2 进度控制现状 ...........................................22 3.4 华北石化变电站自动化项目进度管理存在的问题及原因分析.......22 3.4.1 项目进度管理中存在的问题 ...............................22 3.4.2 项目进度管理问题的成因 .................................26 第四章 康卓公司华北石化变电站自动化项目的进度优化策略 ...29 4.1 项目进度优化目标及方法的选择...............................29 4.1.1 优化目标的选择 .........................................29 4.1.2 传统项目进度计划编制中的制约因素分析 ...................30 4.1.3 关键链法对项目进度管理的改进 ...........................32 4.2 基于关键链的项目进度计划编制的优化方案制定.................33 4.2.1 约束条件的确立 .........................................33 4.2.2 关键链识别 .............................................36 4.2.3 设置项目缓冲 ...........................................37 4.2.4 确定项目工期 ...........................................39 4.3 项目进度控制的优化方案制定.................................39 4.3.1 对项目缓冲期进行动态监控 ...............................39 4.3.2 使用挣值法分析监控项目进度偏差 .........................41 4.3.3 结合绩效承诺的项目进度执行情况的分层监控 ...............43VIII 4.4 进度优化前后的效果分析.....................................43 4.4.1 工期对比 ...............................................43 4.4.2 进度控制优化效果对比 ...................................44 4.4.3 资源使用效果对比 .......................................45 4.4.4 经济效益对比 ...........................................45 第五章 康卓公司实现项目进度优化策略的保障措施 ...........48 5.1 将优化策略形成流程并制度化.................................48 5.2 提升优化方法使用人员的项目管理素质.........................49 5.2.1 公司人员选拔与培养措施 .................................50 5.2.2 培养高效的项目团队 .....................................50 5.3 进度计划编制过程的组织资源支持.............................51 5.4 项目进度计划执行过程的人员绩效保障 .........................51 5.5 实施项目进度控制的人员责任制度.............................53 5.5.1 直接负责制 .............................................53 5.5.2 及时反馈制度 ...........................................53 第六章 研究结果与展望 ...................................54 6.1 研究结果...................................................54 6.2 研究不足...................................................55 6.3 展望.......................................................55