I 摘要 近年来，项目管理开始在大小型企业中得到越来越多的重视和使用。作为项 目管理中最核心的组成部分之一的进度管理，是保障一个项目是否能从开始就能 持续，健康和稳定发展的重要措施。 随着 C 公司与国际知名企业的合作越来越深入，石油服务行业开始越来越注 重为客户提供一站式解决方案，对于 C 公司来说，提升技术能力的同时如何提升 管理水平，将日益复杂的项目有效管理起来，确保项目能够平稳进行是一件迫在 眉睫的事情。随着国内石油服务行业发展越来越景气，相对封闭的市场环境为国 内油服企业带来了更多更好的发展机会。虽然三桶油的行业壁垒还暂时无法全面 瓦解，但拥有了新兴的技术能力和高效的管理水平，国内市场的开拓也并不困难。 本文通过对公司重点项目 H168 项目的进度管理着手，由于项目时间较为紧迫， 项目产品较为复杂，在公司提供的资源十分有限的情况下，笔者希望通过该项目 的进度管理，从明确进度管理的概念开始，运用进度管理的各种工具和方法展开 深入研究。本文采取先对整个公司的背景、该项目所处行业、公司目前管理水平 的现状，包括 H168 项目的分析进行阐述和说明；然后，对项目进度管理的范围以 及可能产生影响的要素尽可能进行详细分析，找到风险点，并在之后的进度计划 编制中标注并加以监控；其次，通过工作分解结构把项目分解为比较容易管理的 活动，预计每一项活动持续时间，对各项活动进行排序和关联，再使用 Project 软 件对网络进度计划进行制定；最后，在该项目的各个阶段实施过程中，对计划中 的执行情况和时间节点进行跟踪和监控，特别是容易出现风险点的阶段。出现计 划之外的风险点之后，及时分析并采取措施，进行调整，保住最终节点。项目完 成后，召集项目团队对整个项目进度管理的计划和最终执行情况进行总结，并提 出改进措施，为后续的项目管理做好储备。 通过对 H168 项目进行进度管理，成为了本公司业务中一次将理论和实践相结 合的比较成功的案例，此后，不管是国际业务还是国内业务，都应该将进度管理 进行全面推广，项目经理能够加强对项目进度的管控，从而在相对封闭的市场环 境中更具有竞争力。 关键词：项目管理，进度管理，进度计划，工作分解结构，进度风险ABSTRACT II ABSTRACT In recent years, project management began to be got more and more attention and useful in all kinds of enterprises. As the one of the most core components of project management, schedule management is an important measure to ensure the sustainable, healthy and stable development of a project from the beginning. With the depth cooperation between company C and the international well-known enterprises, we understand that the oil service industry has become more and more focused on providing one-step service solutions for our customers. Obviously, how to improve the technical ability and the management capability, for manage the increasingly complex project effectively, and ensure the program can be carried out smoothly is an urgent matter from now on. With the favorable development of domestic oil service industry, the relatively closed market environment has brought much more good development changes for domestic oil service enterprises. Although the industry barriers of three barrels of oil cannot be completely broken down in the short run, but with the emerging technical capacity and efficient management level, the development of the domestic oil market is not difficult. This article starts with the progress management of the company's key project H168, because the project period is very tight and the products are more complex than ever before. The company's resources are very limited; the author hopes that through the project process management of H168, from the concept of clear progress management, the use of progress management tools and methods to conduct in-depth research. In this paper, it will set forth and explain the background of the entire company, the industry which the project in, the company's current management level, including the analysis of the project H168; then, do the detailed analysis as possible as I can with the scope of project schedule management and the factors which will impact the project, identify and note the risk points, and monitor them in subsequent progress planning; secondly, break the Project into manageable activities through a work breakdown structure, estimate the duration of each activity, rank and associate the every activities, and then use the Project software to develop a network schedule; finally, during the implementation of the various phases of the project, the planned implementation and time points are tracked and monitored, especially for the phases prone to risk points. After the occurrence ofABSTRACT III unplanned risk points, timely analysis and take measures to adjust to maintain the final node. When the project done well , get the project team to summarize the plan and final execution of the whole project progress management, and propose improvement measures to reserve for the follow-up project management. Through the H168 project schedule management, this project has become a successful case which can comply the theory with the practice. After that, regardless of international business or domestic business, the schedule management should be fully promoted overall the company, the project manager can strengthen the control to the project progress, and thus we will get more competitive in the relatively closed market environment. Keywords: Project management, Schedule management, Scheduled plan, WBS, Scheduled risks目录 IV 目录 第一章 绪论.................................................................................................................... 1 1.1 研究背景 ............................................................................................................ 1 1.2 研究的目的和意义 ............................................................................................ 2 1.3 研究内容 ............................................................................................................ 3 1.4 国内外研究方向 ................................................................................................ 4 1.5 研究方法与思路 ................................................................................................ 4 第二章 项目管理、进度管理理论概述和简析............................................................ 6 2.1 项目管理相关理论概述 .................................................................................... 6 2.1.1 项目管理 .................................................................................................. 6 2.1.2 项目管理组织结构 .................................................................................. 6 2.2 进度风险管理 ............................................................................................. 8 2.3 项目范围管理 ............................................................................................. 8 2.4 进度管理相关理论概述 .................................................................................... 9 2.4.1 进度管理 .................................................................................................. 9 2.4.2 项目进度计划的定义 ............................................................................ 10 2.4.3 项目进度控制的定义 ............................................................................ 10 第三章 C 公司和 H168 项目概况.................................................................................11 3.1 C 公司组织结构和项目管理现状 ....................................................................11 3.1.1 C 公司组织结构 ......................................................................................11 3.1.2 C 公司项目管理现状 ............................................................................. 12 3.2 C 公司在项目进度管理中面临的挑战 ........................................................... 13 3.3 C 公司在项目进度管理中遇到的问题 ........................................................... 13 3.4 H168 项目背景、前期完成情况和项目任务书 ............................................. 14 3.4.1 H168 项目背景和前期完成情况简介 ................................................... 14 3.4.2 H168 项目任务书 ................................................................................... 15 第四章 H168 项目进度计划制定和分析.................................................................... 16 4.1 H168 项目资源配置 ......................................................................................... 16 4.1.1 H168 项目工作分解结构 ....................................................................... 16 4.1.2 H168 项目物资配置表 ........................................................................... 22 4.2 H168 项目进度计划的制定 ............................................................................. 23目录 V 4.2.1 工作计划表和项目网络图 .................................................................... 23 4.2.2 项目进度计划制定 ................................................................................ 26 4.2.3 关键路径的控制思路 ............................................................................ 27 4.3 项目进度计划制定的注意事项 ...................................................................... 27 第五章 H168 项目进度控制与变更............................................................................ 28 5.1 H168 项目进度计划控制流程及原则 ............................................................. 28 5.1.1 H168 项目进度计划的控制流程 ........................................................... 28 5.1.2 H168 项目进度控制原则 ....................................................................... 30 5.2 H168 项目进度风险点分析及控制预案 ......................................................... 31 5.2.1 材料风险 ................................................................................................ 32 5.2.2 质量风险 ................................................................................................ 32 5.2.3 外部资源风险 ........................................................................................ 33 5.2.4 管理风险 ................................................................................................ 34 5.3 H168 项目实施与优化 ..................................................................................... 34 5.3.1 H168 项目实施情况简述 ....................................................................... 34 5.3.2 H168 项目风险实际控制情况 ............................................................... 36 5.3.3 H168 项目优化 ....................................................................................... 37 5.4 H168 项目进度最终完成情况说明 ................................................................. 38 5.4.1 H168 项目管理的亮点和未来应用 ....................................................... 39 5.4.2 H168 项目的问题总结 ........................................................................... 39 5.4.3 后续遗留问题处理 ................................................................................ 40 第六章 结论.................................................................................................................. 41 6.1 论文小结 .......................................................................................................... 41 6.2 未来持续改进 .................................................................................................. 41 致谢................................................................................................................................ 43