山东航天电子技术研究所计算机中心机房建设的进度管理研究 - 图

山东航天电子技术研究所计算机中心机房建设的进度管理

研究

摘 要

项目进度管理工作是机房建设行业中的一个重要环节，是一项将固定资产投资转化为现实生产力的主导性工作，任何工程项目都必须贯穿项目进度管理工作。项目进度管理工作的管理体系是否先进，以及其业务和技术水平的高低，都将直接影响到工程建设的质量和经济效益。

本文在机房工程项目说明的基础上，探讨了机房工程项目施工进度计划与安排。主要描述了机房工程项目施工进度计划的编制过程，如工作分解、工作时间估计、工作间的搭接关系、计算各工作的时间参数、绘制该工程项目施工的双代号网络计划图、制定该项目的进度安排等。然后，对机房项目的进度控制管理进行阐述，分析项目进度和项目需求、资源要求之间的冲突。

通过本文的研究发现，关键路径管理可以有效地应用于分析和诊断机房工程建设项目的进度管理。机房工程建设项目进度的管理是一个系统的过程，是多部门多平台协作的过程，是各个项目阶段进度的综合反映。进度问题由始至终贯穿着整个项目的实施。在项目的实施中，有着多方的参与、多种因素的制约，使得进度问题产生的原因非常复杂，要想在项目实施中有效地控制进度问题，所要考虑的方方面面是非常多，所面临的困难也是显而易见的，机房工程建设项目的进度管理具有不同于传统设备安装工程进度管理的复杂性。对于一般的工程建设项目管理团队来说，不同规模的项目意味着不同的实施流程，同时局限于企业投入资源、人员投入等，多个项目比较越发的显出项目间共性越来越少，人为影响的特性越来越多，不利于企业长远发展以及专业化建设。本文建立的进度管理过程将在规模实施过程流程方面起到积极作用，为整个工程项目建设流程规范建立了一套有力依据。

关键词：进度控制；进度管理；机房建设

Abstract

Project schedule management is an important link in the construction industry of the computer room. It is a main work that the fixed assets investment can be converted into real productive forces. Whether the management system of the project progress management is advanced, and the level of its business and technology will directly affect the quality and economic benefits of the project.

On the basis of the description of the computer room project, this paper discusses the construction schedule of the project. It mainly describes the process of the construction of computer room project, such as work breakdown, working time estimation, overlapping relationship between work, calculation of the time parameters of each work, drawing the double code network plan of the project construction, and the progress of the project. Then, the progress control management of the computer room project is described, and the conflict between the project schedule and project requirements and resource requirements is analyzed.

Through the research of this paper, the critical path management can be effectively applied to the analysis and diagnosis of computer room engineering construction project progress management. Computer room engineering construction project schedule management is a system process, is a multi platform and multi platform collaboration process, is a comprehensive reflection of the progress of the project. Progress in the implementation of all problems throughout the entire project. In the implementation of the project, there are many factors to participate in, the reason is very complex, it is very difficult to control the progress of the project implementation, the difficulty is obvious, and the progress of the project management is different from the traditional equipment installation project schedule management. For general engineering construction project management team, the different scale of the project means different implementation process, at the same time limited to the enterprise investment resources, personnel input, many projects are more and more common, the characteristics of the project is more and more small, the characteristics

of human influence more and more, is not conducive to long-term development of enterprises and professional construction. In this paper, the progress management process will play a positive role in the implementation of the scale of the process, for the entire project construction process specifications set up a strong basis.

Key words: progress control; schedule management; computer room construction

目 录

摘 要........................................................................................................................................... 2 Abstract ............................................................................................................................................. 3 0 引言 .............................................................................................................................................. 7

0.1 项目研究背景及意义 ........................................................................................................ 7

0.1.1 项目研究的背景 ..................................................................................................... 7 0.1.2 项目进度管理应用于机房建设行业中的意义 ..................................................... 8 0.2 机房项目进度管理在国内外的研究现状 ........................................................................ 8

0.2.1 机房工程项目技术在国内外的研究现状 ............................................................. 8 0.2.2 项目进度管理在国内外的研究现状 ..................................................................... 9 0.3 本文研究的主要内容及技术方法 .................................................................................. 10 0.4 研究的创新点 .................................................................................................................. 11 1 项目进度管理的理论及方法 ................................................................................................... 12

1.1 项目进度管理及资源平衡 .............................................................................................. 12

1.1.1项目管理的含义 .................................................................................................... 12 1.1.2 项目进度管理的含义 ........................................................................................... 15 1.1.3 项目资源平衡 ....................................................................................................... 15 1.2 项目进度计划技术 .......................................................................................................... 17

1.2.1 甘特图及里程碑计划 ........................................................................................... 17 1.2.2 工作分解 ............................................................................................................... 18 1.2.3 工作责任分配 ....................................................................................................... 18 1.2.4 CPM（Critical Path Method，关键路线法）技术 .............................................. 19 1.2.5 网络计划技术 ....................................................................................................... 20 1.2.6 关键链技术 ........................................................................................................... 20 1.3 项目进度控制技术 .......................................................................................................... 21

1.3.1 项目进度控制概述 ............................................................................................... 21 1.3.2 资源平衡的原则 ................................................................................................... 24 1.3.3 网络计划的优化 ................................................................................................... 24 1.3.4 项目进度控制的步骤及方法 ............................................................................... 24

2 山东航天电子技术研究所机房建设工程项目 ......................................................................... 27

2.1 机房项目的特点 .............................................................................................................. 27 2.2 机房工程项目的建设流程 .............................................................................................. 27 2.3 机房工程项目施工部署 .................................................................................................. 28 2.4 工程概况 .......................................................................................................................... 28

2.4.1 工程布局与功能分配 ........................................................................................... 28 2.4.2 机房建设技术标准 ............................................................................................... 28 2.4.3 机房的设计原则 ................................................................................................... 29 2.4.4 机房设计依据 ....................................................................................................... 30 2.4.5 机房项目的内容 ................................................................................................... 31

3 机房工程项目的施工进度计划与安排 ..................................................................................... 32

3.1 机房工程项目描述 .......................................................................................................... 32 3.2 机房工程项目工作结构分解 .......................................................................................... 32 3.3 机房项目工作责任分配 .................................................................................................. 37

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