I 摘要 自中国加入WTO起，国内公司积极遵循着WTO的规则去探索海外市场，拓 展全球业务。最近几年，在“一带一路”倡议提出之后，一带一路沿线国家和地 区积极响应，我国企业与这些国家及地区的经济合作往来日益增多，许多国内新 兴企业也紧跟政策走出国门，到国际市场上寻求业务合作，拓展市场。这其中， 石油工程建设相关的企业是不容忽视的一支队伍。但在初次踏足异国他乡进行石 油工程项目建设的过程中，常会遇到一些难以预料的情况，导致项目实施过程中 进度延误，给企业造成了经济损失。 本文以C公司在海外的某石油管道建设项目为研究对象，基于项目进度计划 与控制理论和方法，通过对国内外项目进度计划与控制研究的文献回顾分析，并 结合研究对象在伊拉克当地局势不稳、冲突不断、安保资源有限、雷区施工作业 的实际情况，研究探索了C公司在海外管道项目开展中存在计划脱离实际、缺乏 有效进度控制的问题，提出了科学制定项目进度计划与控制方法。首先，根据项 目目标进行项目工作分解结构、利用关键路径和PERT技术制定项目初步进度计 划；其次，为了保证项目在海外不确定环境下的顺利实施，在初步进度计划基础 上，利用关键链理论，对项目活动的安全余量进行压缩，并设置相应的缓冲区； 最后，在项目实施过程中通过项目进度对比偏差，提出建立基于缓冲区的进度动 态监测和预警机制，并提出了海外项目实施的安保、安全和后勤等保障措施。 本文研究所使用的理论方法、研究过程及结论对协助C公司后续海外项目的 进度计划与控制管理具有一定的参考价值，同时对其他准备在海外开展相似项目 的石油工程公司的项目进度计划与控制管理具有一定的借鉴价值。 关键词：海外管道项目；进度计划与控制；PERT；CPM；缓冲区设置； ABSTRACT II ABSTRACT Since China joined the WTO, Chinese companies have actively followed the rules of the WTO to explore overseas markets and expand global business. In recent years, following the "Belt and Road" initiative, countries and regions along the Belt and Road have responded positively. The economic cooperation between Chinese companies and these countries and regions has been increasing. Many Chinese emerging companies have also followed the policy to go abroad and go to the international market. Seek business cooperation and expand the market. Among them, enterprises related to petroleum engineering construction are a team that cannot be ignored. However, in the process of setting up a petroleum engineering project in a foreign country for the first time, there are often unpredictable situations, which cause delays in the implementation of the project and cause economic losses to the enterprise. This thesis takes C company's overseas crude oil pipeline construction project as the research object, based on the project schedule planning and control theory and method, through the literature review analysis of domestic and foreign project schedule planning and control research, and combines the research object with the local situation in Iraq. unstability, constant conflict, limited security resources, and the actual situation of minefield construction. The thesis explored the problems of Company C's overseas pipeline projects in the implementation of plans that deviated from reality and lacked effective schedule control. It proposed a scientific method for formulating project schedules and controls. First of all, according to the project goals, the project work breakdown structure is used, and the critical path method and PERT technology are used to formulate the preliminary project schedule. Secondly, in order to ensure the smooth implementation of the project in an uncertain environment overseas, based on the preliminary schedule, the critical chain project management is used to compress the safety margin of the project activities and set up corresponding buffers. Finally, during the project implementation process, based on the comparison of project progress deviations, it was proposed to establish a buffer-based dynamic monitoring and early warning mechanism for the progress, and proposed security measures such as security,safety and logistics for overseas project implementation. The theoretical methods, research processes, and conclusions used in this study ABSTRACT III have certain reference value for assisting Company C's subsequent overseas project schedule planning and control management.At the same time, it also has certain reference value for the project schedule planning and control management of other petroleum engineering companies preparing to carry out similar projects overseas. KEY WORDS：Overseas pipeline projects; schedule planning and control; PERT; CPM; buffer setting; 目 录 IV 目 录 第一章 绪论 ......................................................... 1 1.1研究背景及意义 ............................................... 1 1.2研究内容及方法 ............................................... 2 1.2.1研究内容 ............................................... 2 1.2.2研究方法 ............................................... 2 1.3研究思路 ..................................................... 3 1.4论文结构 ..................................................... 4 第二章 相关理论概述 ................................................. 6 2.1国内外研究现状 ............................................... 6 2.1.1国外研究现状 ........................................... 6 2.1.2国内研究现状 ........................................... 7 2.2项目进度计划理论 ............................................. 8 2.2.1 项目进度计划定义 ...................................... 8 2.2.2项目进度计划的目的 ..................................... 8 2.2.3传统项目进度计划编制方法 ............................... 8 2.2.4关键链进度计划方法介绍 ................................. 9 2.3项目进度控制理论 ............................................ 10 2.3.1项目进度控制定义 ...................................... 10 2.3.2项目进度控制原理 ...................................... 11 2.3.2项目进度控制方法 ...................................... 12 2.4本章小结 .................................................... 12 第三章 C公司海外管道项目进度管理现状与问题分析 ..................... 13 3.1 C公司简介 .................................................. 13 3.2伊拉克管道建设项目环境简介 .................................. 13 3.2.1伊拉克简介 ............................................ 13 3.2.2建设环境分析 .......................................... 14 3.3管道建设项目简介 ............................................ 16 3.4项目进度计划与控制管理现状 .................................. 17 3.4.1项目进度计划制定现状 .................................. 17 3.4.2项目进度控制现状 ...................................... 18 目 录 V 3.5存在的问题和原因分析 ........................................ 18 3.5.1 项目组织结构无法适应海外管道项目开展 ................. 18 3.5.2 缺乏科学合理的项目进度计划与控制方法 ................. 19 3.5.3 在进度管理中忽视了当地特殊情况 ....................... 20 3.6本章小结 .................................................... 20 第四章 项目组织结构与进度计划制定 .................................. 21 4.1 NC石油管道项目描述 ......................................... 21 4.1.1 背景 ................................................. 22 4.1.2 目标 ................................................. 22 4.2项目组织结构设计 ............................................ 22 4.2.1项目工作分解结构 ...................................... 22 4.2.2工作任务描述 .......................................... 23 4.2.3建立项目组织架构 ...................................... 26 4.2.4责任分配矩阵 .......................................... 29 4.3 项目进度计划制定 ............................................ 30 4.3.1工作先后关系确定 ...................................... 31 4.3.2人力资源需求估算 ...................................... 31 4.3.3三时间点的活动时间估算 ................................ 32 4.3.4绘制网络图及识别关键路径 .............................. 34 4.3.5基于PERT技术的项目工期评估 ........................... 37 4.4基于关键链理论的进度计划优化 ................................ 39 4.4.1基于工期压缩的安全时间消除 ............................ 40 4.4.2缓冲区类型确定 ........................................ 43 4.4.3缓冲区大小计算 ........................................ 43 4.4.4制定设置缓冲区优化后