外文翻譯---施工項目進度控制的關(guān)鍵問題

1、<p><b>　　河北科技師范學(xué)院</b></p><p>　　本科畢業(yè)論文（設(shè)計）外文翻譯</p><p>　　施工項目進度控制的關(guān)鍵問題</p><p>　　院（系、部）名 稱 ： </p><p>　　專 業(yè) 名 稱： </p>

2、<p>　　學(xué) 生 姓 名： </p><p>　　學(xué) 生 學(xué) 號： </p><p>　　指 導(dǎo) 教 師： </p><p>　　2012年 01月 06 日</p><p>　　河北科技師范學(xué)院教務(wù)處制</p><p>

3、　　Construction of key problems of project progress control</p><p><b>　　Abstract</b></p><p>　　Construction progress was one of the three objectives of the project which is an importan

4、t component of project management. Reasonable, scientific, efficiency of project construction schedule is the key to achieve the project objectives control. Only during the preparation stage, stage of progress of the pro

5、grammer design stage, plans and implementation of construction and other links, taking full account of the favorable factors, rational coordination of limited resources, can eventually achiev</p><p>　　Keywor

6、ds: Construction projects; Progress control; Key issues</p><p>　　Progress, investment, quality is the three objectives of the project; there is a relationship of mutual dependence and mutual restriction betw

7、een them. Project schedule control is an important component of project management and is to ensure that project objectives control is complete the prerequisite for the realization of, to ensure the project duration, the

8、 rational use of resources, and lower costs, to prevent plan changes too big and important guarantee for improving the efficiency of proje</p><p>　　1. Attaches great importance to project construction prepar

9、ation</p><p>　　Project preparation is an important component of construction production, and it is intended to project goals, resource supply and selection of construction plan, spatial layout and the variou

10、s aspects of time and manpower arrangement. It also is the fundamental guarantee for the smooth conduct of civil engineering construction and equipment installation. Therefore, preparing carefully for technical before co

11、nstruction, materials, labor organizations preparation and over-the-counter preparations</p><p>　　2. Deployment and construction of construction programming</p><p>　　Constructions of comprehensi

12、ve arrangements for the deployment project as a whole is, and makes decisions on major strategic issues in construction. Prefect of construction deployment is effective control engineering progress, guarantees engineeri

13、ng quality, and saves engineering investment of primary protection, and its preparation should reflect reasonable of organization arrangements and task division, and establish proven of, and reasonable running of Projec

14、t Manager sector; personnel of s</p><p>　　In addition to the deployment consists of perfect construction, preparation of reasonable construction plan, to ensure the effective progress of the project, constru

15、ction readiness planning should also been included the development specification. Main site-wide preparations, includes materials for ideological, organizational preparation, technical preparation, and so on. Major items

16、 of works or the main unit of engineering and special projects should be developed in the construction organization</p><p>　　Engineering determination of the order, need to be constructed by stages and in gr

17、oups. It should be the first underground and then the ground, after the first deep-shallow, after the first line, extension, underground pipeline construction, with the supply of various types of material and technical c

18、onditions and should be balanced and rational utilization of these resources between coordinated construction of promoting balanced.</p><p>　　3. In accordance with the contract’s duration requirements, well

19、construction progress control</p><p>　　According to the duration of the contract to complete construction, both contract requirements are also objects to achieve business goals. In this connection, the const

20、ruction units (owners) with the construction unit of the interests of both sides are fully consistent. Therefore, strengthening construction progress control ensures that the duration of the contract performance is a pro

21、ject manager and main content of the basic duties. Plan is a prerequisite for control, if has not it will be out</p><p>　　Preparation of progress is to decide what to when to do, or when the progress of the

22、project to do what extent. Whatever is the process of the project itself, or with other construction-related work, should be integrated into the schedule to, or, whose progress you want to make a schedule. Types of proje

23、ct schedule classification based on content is targeted schemes and support schemes. Schedule for the project itself is the most basic goal plan that determines the duration of the project goals.</p><p>　　4.

24、 Preparation of project schedule </p><p>　　a. This project of project contract. Provision is to determine the duration of the contract duration in planned value basis. Project start and completion dates stip

25、ulated in the contract, must be implemented by schedule. Schedule of the ultimate goal is through reasonable progress design, to guarantee duration completed on time.</p><p>　　b. Construction of enterprise p

26、roduction and management of reasonable plan. Through the construction of enterprise production and management of rational planning, to ensure project efficiency, is the major component of the plan. Obeying the business p

27、rinciple of guidance and meeting the requirements of enterprise balance achieve the best interests of the enterprise.</p><p>　　c. Drawing information. Drawing information is the basis and premise of rational

28、 design of construction schemes for construction. Construction progress plan must be linked with the progress of the design plan, and must be based on the date of delivery number agreement to arrange the appropriate part

29、 of the construction time, which is also a good way of construction risk prevention and guarantee construction quality.</p><p>　　d. Construction organization design of this project is one of the strong basis

30、 for the preparation of project scheduling. This information defines construction capacity deployment and method of construction and reflects the construction characteristics of the project, which forms the basis of targ

31、ets at various stages in the process of determining construction plans.</p><p>　　e. Materials and equipment supply plan. If you already have on the material and equipment and turnover material supply plan, t

32、he construction progress plan must be coordinated with the project. In addition to the above five points making progress on a project plans as the basis for the main consideration, you should be aware of information abou

33、t site construction conditions, including hydrological, climate and environmental data in the field of construction and transportation conditions, energy </p><p>　　5. The project progress plan optimization &

34、lt;/p><p>　　a. Adjusting the construction period. Each project is composed of many processes, the water segment of the construction have the same number of processes, each procedure is not identical in the vari

35、ous construction stages of the construction period, it is the importance of adjusting the construction period that how to choose a scientific and rational construction process. Construction technology that determined by

36、the fixed construction technology can not be changed, but the order of the constru</p><p>　　b. A balanced use of resources. In preparing the construction schedule, you must take into account the optimization

37、 of resources into account. It not only requires the resources you plan to use less than the actual supply of resources, but also tries to do the balance of resource conservation use. You should make resources available

38、for the use of control within the available supply and the amount of resources to use every day similar. If resource usage is balanced, resource usage peak is smalle</p><p>　　c. Optimize the cost of the proj

39、ect. Adopting a different construction of water order, the project cost will vary in engineering construction. Seeking the lowest cost solution to reduce costs is an important part of the construction. The cost of the pr

40、oject includes the two parts: direct and indirect costs. Generally speaking, low direct costs of the construction sequence, the duration will be longer. In order to shorten the duration, the need to use more efficient co

41、nstruction machinery or cons</p><p>　　6. Organization of water construction method</p><p>　　Another important means of ensuring project progress on a project is construction of rational flow. Wa

42、ter construction is continuous job, and it can save work time, which is relative to “turn job”, The means of achieving savings is “take received”, and the premise of take received is segment area; it can have rhythm to c

43、onstruction, and the time of the workers to work is a certain degree of regularity, which can bring good of construction along the continued, the harmonious of construction atmos</p><p>　　Project schedule co

44、ntrol of more than a few issues, indicates that the schedule control process does not happen overnight so the enterprise integration should as a whole to consider elements of integration and management system. In the spe

45、cific work, should pay attention to giving play to promote integration of favorable factors and avoid integration or coordination to prevent the adverse factors and pay attention to practical results and advancing as pla

46、nned gradually.</p><p><b>　　摘 要</b></p><p>　　工程施工進度是工程項目的三大目標(biāo)之一，是工程項目管理的重要組成部分。合理的、科學(xué)的、講求效率的工程項目施工進度是保證工程項目目標(biāo)控制得以實現(xiàn)的前提。只有在準(zhǔn)備階段、方案設(shè)計階段、進度計劃階段以及施工組織實施等各個環(huán)節(jié)，考慮各項有利因素，合理協(xié)調(diào)有限資源，才能最終達到要求的進

47、度目標(biāo)，為創(chuàng)建先進的、文明的施工過程打下牢固的物質(zhì)基礎(chǔ)。</p><p>　　關(guān)鍵詞：施工項目；進度控制；關(guān)鍵問題</p><p>　　進度、投資、質(zhì)量是工程項目的三大目標(biāo)，它們之間有著相互依賴和相互制約的關(guān)系。工程項目進度控制是工程項目管理的重要組成部分，是保證工程項目目標(biāo)控制是否完全實現(xiàn)的前提，是保證工程工期、資源合理利用、降低成本、防止計劃變化太大、提高整個工程項目管理效益的重要保障

48、。要做到有效控制建筑工程進度，應(yīng)注重以下幾個方面的管理：</p><p>　　一 高度重視工程項目施工準(zhǔn)備</p><p>　　工程項目施工準(zhǔn)備是施工生產(chǎn)的重要組成部分，是對工程目標(biāo)，資源供應(yīng)和施工方案的選擇，及其空間布置和時間排列等諸方面統(tǒng)籌安排，是土建施工和設(shè)備安裝得以順利進行的根本保證。因此，認真做好施工前的技術(shù)準(zhǔn)備、物資準(zhǔn)備、勞動組織準(zhǔn)備、施工現(xiàn)場準(zhǔn)備、施工場外準(zhǔn)備等，對合理供應(yīng)資

49、源加快施工速度，提高工程質(zhì)量,確保施工安全，贏得社會信譽都有重要作用，要加強工程項目進度控制，就必須高度重視工程項目準(zhǔn)備，做好施工前準(zhǔn)備。</p><p>　　二 施工部署和施工方案的編制</p><p>　　施工部署是對整個工程項目進行的全面安排，并對工程施工中的重大戰(zhàn)略問題進行決策。完善的施工部署，是有效控制工程進度、保證工程質(zhì)量、節(jié)約工程投資的首要保障，它的編制應(yīng)體現(xiàn)合理的組織安排和

50、任務(wù)分工，建立行之有效的、合理運轉(zhuǎn)的項目經(jīng)理部門；人員的設(shè)置及分工應(yīng)做到充分調(diào)動其積極性，并使之專業(yè)得到發(fā)揮；建立的專業(yè)化施工組織體系和進行工程分包；劃分施工階段，確定分期分批施工、交工的安排及其主攻項目和穿插項目。</p><p>　　除了組成完善的施工部署，編制合理的施工方案，要保證有效的工程進度，還應(yīng)包括擬定規(guī)范的施工準(zhǔn)備工作規(guī)劃。主要指全現(xiàn)場的準(zhǔn)備，包括思想準(zhǔn)備、組織準(zhǔn)備、技術(shù)準(zhǔn)備、等。對于主要的單項工程

51、或主要的單位工程及特殊的分項工程，應(yīng)在施工組織總設(shè)計中擬定其施工方案，其目的是進行技術(shù)和資源的準(zhǔn)備工作,也為工程施工的順利開展和工程現(xiàn)場的合理布置提供依據(jù)。因此，應(yīng)計算其工程量，確定工藝流程，選擇大型施工機誡和主要施工方法等。</p><p>　　工程開展順序的確定，要分期分批施工，應(yīng)按先地下、后地上，先深后淺，先干線、后支線,地下的管線先施工，應(yīng)當(dāng)與各類物資及技術(shù)條件供應(yīng)之間的平衡以及合理利用這些資源相協(xié)調(diào),促

52、進均衡施工。</p><p>　　三 按照項目合同工期要求，作好施工進度控制</p><p>　　按合同工期，完成施工任務(wù)，這既是合同要求也是實現(xiàn)企業(yè)經(jīng)營目標(biāo)的需要。在這一點上，建設(shè)單位(業(yè)主)同施工單位雙方的利益是完全一致的。因此，加強施工進度控制，確保合同工期履約是項目經(jīng)理的基本職責(zé)和主要工作內(nèi)容。計劃是控制的前提，沒有計劃，就談不上控制，控制就是將實際值與計劃值進行比較，找出期間的偏

53、差，然后進行反饋調(diào)整。編制施工進度計劃，就是確定一個控制工期的計劃值，制定出保證計劃實現(xiàn)的有效措施，保證工期計劃合同工期的完成。</p><p>　　編制進度就是決定什么時候做什么事情，或者什么時候工程進度到什么程度。無論是項目自身的各道工序，還是與施工有關(guān)的其他工作，都應(yīng)納入進度計劃之中去，或者說，都要對其進度做出計劃安排。項目進度計劃的種類,根據(jù)內(nèi)容劃分，有目標(biāo)性計劃與支持性計劃。針對項目施工本身的進度計劃是

54、最基本的目標(biāo)性計劃，它確定了該項目施工的工期目標(biāo)。為了實現(xiàn)這個目標(biāo),要有一系列的支持性計劃，如材料使用計劃，周轉(zhuǎn)材料使用計劃，機械設(shè)備使用計劃,勞動力使用計劃以及構(gòu)件、半成品使用計劃等等。從時間控制長短來分，有總進度計劃與階段性計劃。總進度計劃控制項目施工的全過程，而階段性計劃包括本項目的年、季、月施工進度計劃和旬、周的作業(yè)進度計劃等。從表達形式來分，有文字說明計劃與圖表式計劃。前者用文字說明各階段的施工任務(wù)，以及要達到的形象進度要求；

55、后者用形象而簡潔的圖表來表達施工的進度安排。據(jù)筆者所知，最常用的是橫道計劃、網(wǎng)絡(luò)計劃、斜線式計劃等。從管理范圍來分，有總體進度計劃與分區(qū)進度計劃?？傮w計劃是面向項目全局的戰(zhàn)略性進度計劃安排，一般比較粗略。而分區(qū)計劃則是針對項目中的某一部分或一個專業(yè)工種的進度計劃，一般比較詳細。</p><p>　　四 項目進度計劃的編制</p><p>　?。ㄒ唬┍卷椖康墓こ坛邪贤?。合同中工期的規(guī)定是確

56、定工期計劃值的基本依據(jù)，合同規(guī)定的工程開工、竣工日期，必須通過進度計劃來落實。進度計劃的最終目標(biāo)就是通過合理的進度設(shè)計，保證工期的按時完成。</p><p>　?。ǘ┢髽I(yè)的施工生產(chǎn)經(jīng)營的合理計劃。通過對企業(yè)的施工生產(chǎn)經(jīng)營的合理計劃，保證工程的效益性，是企業(yè)計劃的重要組成部分。既要服從企業(yè)經(jīng)營方針的指導(dǎo)，同時要滿足企業(yè)綜合平衡的要求，達到企業(yè)的最佳收益。</p><p>　?。ㄈ﹫D紙資料

57、。圖紙資料是施工的依據(jù)和合理設(shè)計施工方案的前提，施工進度計劃必須與設(shè)計進度計劃相銜接，必須根據(jù)每部分圖紙資料的交付日期來安排相應(yīng)部位的施工時間，這也是防范施工風(fēng)險，保證施工質(zhì)量的很好的途徑。</p><p>　　（四）項目的施工組織設(shè)計也是編制項目進度計劃的有力依據(jù)之一。這個資料明確了施工能力部署與施工組織方法，體現(xiàn)了項目的施工特點，因而成為確定施工過程中各個階段目標(biāo)計劃的基礎(chǔ)。</p><p

58、>　?。ㄎ澹┎牧虾驮O(shè)備供應(yīng)計劃。如果已經(jīng)有了關(guān)于材料和設(shè)備及周轉(zhuǎn)材料供應(yīng)計劃，那么，項目施工進度計劃必須與之相協(xié)調(diào)。除上述五點編制項目進度計劃作為主要依據(jù)考慮外，還應(yīng)注意有關(guān)現(xiàn)場施工條件的資料，主要包括施工現(xiàn)場的水文、氣候、環(huán)境資料以及交通運輸條件，能源供應(yīng)情況，輔助生產(chǎn)能力等。還要在編制項目施工進度計劃之前，對已建成的同類或相似項目的實際施工進度進行收集，并認真進行分析、整理，列出控制的約束條件，明確影響工期達到強制時限，為編制

59、項目進度作好充分準(zhǔn)備。</p><p>　　五 項目進度計劃的優(yōu)化</p><p>　?。ㄒ唬┱{(diào)整施工期限。每個工程都是有很多工序組成的，每一個施工的流水段也有相同的若干道工序，每道工序在各個施工階段上的施工期限又不完全相同，怎么樣選擇科學(xué)合理的施工流程，就成為調(diào)整施工期限的重要性問題。而由固定的施工工藝決定的施工順序是不能改變的，但施工階段的前后順序是可以改變的，選擇不同的施工流水順序，

60、那么整個工程施工的總工期也就會相應(yīng)發(fā)生改變，因此需要找出工期最短的最優(yōu)化施工流水順序方案進行實施。</p><p>　　（二）均衡利用資源。在編制施工進度計劃時，必須考慮到資源的優(yōu)化。不但要求資源的計劃使用量低于資源的實際可供應(yīng)量，還要盡力做到資源的均衡節(jié)約使用。要使資源的計劃使用量控制在可供應(yīng)量之內(nèi)，而且要求每天使用的資源量都差不多。資源用量均衡了，資源用量高峰就越小，資源經(jīng)費就越少，進而經(jīng)濟效益肯定也會相應(yīng)得

61、到提升。對于企業(yè)的人力和物力來說，如果施工計劃的安排能夠充分利用它們，在整個計劃期中的每一天都能讓其發(fā)揮效率，那么這個計劃的資源用量就是均衡的，經(jīng)濟效益也一定會是好的。</p><p>　?。ㄈ﹥?yōu)化工程成本。在工程建設(shè)中，采取不同的施工流水順序，工程成本會各不相同。尋求成本最低的方案，降低成本是工程施工的重要內(nèi)容。工程成本包括兩項：直接費用和間接費用。通常說來，直接費用低的施工順序，工期會較長；為了縮短工期，需

62、要利用效率更高的施工機械或施工工藝，這樣直接費用往往就會增加；如果效率不改變，就需要更多人力或物力的投入，增加一次性費用的投入，也必然導(dǎo)致直接費用的增加。通常總是優(yōu)先考慮采取那些增加較少的費用而又能縮短工期的順序。不過，隨著工期的縮短，就會增加直接費用的投入。間接費用與工程施工的關(guān)系不緊密，每天會發(fā)生基本固定的費用。</p><p>　　六 組織流水施工的方法</p><p>　　保證工程

63、項目進度的又一重要手段就是合理組織流水施工。流水施工其實質(zhì)就是連續(xù)作業(yè)，它可以節(jié)省工作時間，這里的節(jié)省是相對于“依次作業(yè)“來說的，實現(xiàn)節(jié)省的手段是“搭接”，搭接的前提是分段區(qū)；它可以實現(xiàn)有節(jié)奏地施工，工人工作作業(yè)時間有一定的規(guī)律性,這種規(guī)律性可以帶來良好的施工順續(xù),和諧的施工氣氛，可觀的經(jīng)濟效益；它還可以提高勞動生產(chǎn)率。</p><p>　　以上工程項目進度控制的幾個問題，表明進度控制的過程并非想象的那么簡單，企

64、業(yè)應(yīng)把要素整合和管理體系作為整體來考慮。在具體工作中，應(yīng)注意發(fā)揮促進整合的有利因素，想法避開或協(xié)調(diào)妨礙整合的不利因素，要注重實效，按計劃逐步推進。</p><p><b>　　原文出處</b></p><p>　　Hegazy, T.& W.Menesi. Construction of key problems of project progress con