【作者】 刘红；

【导师】 王磊；

【作者基本信息】 山东大学 ， 工程管理（专业学位）， 2025， 硕士

【摘要】 在国家“3060双碳”目标和数智化坚强电网建设不断推进的背景下,为助力我国能源转型和绿色发展,打造智能、环保、高效的电力系统,国家在电网建设的投资规模不断扩大,国内外电力工程建设工期越来越短。T公司是一家气体绝缘组合电器设备生产厂家,组合电器结构复杂,工艺化、标准化、安全性要求较高,横道图、里程碑法等传统的进度管理方法越来越无法满足项目进度管理的要求,T公司经常面临盲目加班赶工期甚至延期交付的问题。本文以T公司A组合电器供货项目设计、生产、现场安装过程的进度管理问题为研究对象,以进度管理和关键链技术为理论基础,以优化进度计划与进度控制为实践目标,来有效解决上述难题。根据T公司当前进度管理现状制定的A项目初始进度计划无法满足工期要求,将面临较大的延期交付风险,通过采用访谈法和鱼骨图,识别并分析出A项目进度管理中存在进度计划编制不合理,资源冲突,进度控制不及时、进度保障不到位等问题,本研究提出了基于关键链技术的A组合电器项目进度管理优化方案。首先,通过工作分解结构细化A项目工作分工,进行工时估算时考虑不确定性因素并减少主观因素的影响,采用三时估算法,提高工时估算的准确性。将由机械工程师负责完成的并行工作,调整为前后关系,有效解决资源冲突问题。其次,在缓冲区的设置方面,根据项目回款比例将项目缓冲设置为两处,更好地减少资金回款风险,采用三时估算法得到的期望工期与乐观工期之间的差值作为安全时间,与二分之一法相结合,取安全时间的一半作为缓冲区大小,得到基于关键链的A项目进度计划,可以满足合同工期要求。最后,在进度控制方面,运用优化后的缓冲区三色监控法,分两段对A项目进行动态监控,及时实施纠偏措施,此外,本研究还综合考虑了 A项目不利因素,制定进度保障措施,确保进度管理目标顺利实现。通过关键链技术的应用,A项目在原进度计划延期的情况下,提前31天完成,有效缩短项目工期,验证了关键链技术在T公司A组合电器项目进度管理中的有效性。大大减少了履约风险,有利于稳定企业信誉和口碑、促进企业可持续发展,同时希望本研究能给同行业类似项目的进度管理提供参考。更多还原

【Abstract】 Under the background of the national "3060 double carbon" goal and the continuous promotion of the construction of digital intelligent strong power grid,in order to help China’s energy transformation and green development,and build an intelligent,environmental friendly and efficient power system,the national investment in power grid construction has been expanding,and the construction period of power projects at home and abroad has become shorter and shorter.T Company is a manufacturer of Gas-Insulated Switchgear(GIS)equipment.GIS has a complex structure,with high requirements for process standardization,manufacturing precision,and operational safety.The traditional schedule management methods such as bar chart and milestone method are increasingly unable to meet the requirements of project schedule management.T company often faces the problem of blind overtime and even delayed delivery.This study focuses on the schedule management challenges in the design,production,and on-site installation phases of Company T’s Project A(GIS supply project).Grounded in schedule management theory and Critical Chain Project Management(CCPM)methodology,it aims to optimize project scheduling and control,thereby effectively addressing these practical difficulties.According to the current progress management status of T company,the initial schedule of project a can not meet the requirements of the construction period,and will face a greater risk of delayed delivery.By using the interview method and fishbone diagram,this paper identifies and analyzes the problems existing in the schedule management of project a,such as unreasonable schedule preparation,resource conflict,untimely schedule control,and inadequate schedule guarantee.This study proposes a Critical Chain Project Management CCPM-based schedule optimization approach for the GIS Project A.Firstly,the work division of project a is refined through the work breakdown structure,and the uncertainty factors are considered and the influence of subjective factors is reduced when estimating the man hour.The three-point estimation method is adopted to improve the accuracy of man hour estimation.The parallel work completed by the mechanical engineer is adjusted to the front and back relationship to effectively solve the problem of resource conflict.Secondly,in terms of setting the buffer zone,the project buffer is set to two places according to the proportion of project payment collection,so as to better reduce the risk of fund collection.The difference between the expected duration and the optimistic duration obtained by the three-point estimation method is used as the safe time,which is combined with the half method,and half of the safe time is taken as the buffer size to obtain the schedule of project a based on the critical chain,which can meet the requirements of the contract duration.Finally,in terms of schedule control,the optimized three-color buffer monitoring method is used to dynamically monitor project a in two stages and timely implement corrective measures.In addition,the adverse factors of project a comprehensively considered and schedule assurance measures are taken to ensure the smooth realization of schedule management objectives.Through the application of critical chain technology,project a was completed 31 days ahead of schedule when the original schedule did not meet the duration requirements,which effectively shortened the project duration.This not only effectively shortened the project duration but also validated CCPM’s effectiveness in schedule management for Company T’s GIS supply project.The approach reduced contractual compliance risks,helped stabilize corporate reputation,and promoted sustainable business development.Furthermore,this study provides valuable references for schedule management research in similar projects within the industry.Through the application of the key chain technology,project A was completed 31 days ahead of schedule when the original schedule was delayed,which effectively shortened the project duration and verified the effectiveness of the key chain technology in the schedule management of the A project of Company T.It greatly reduces the performance risk,which is conducive to stabilizing the reputation and reputation of enterprises and promoting the sustainable development of enterprises.更多还原