摘 要
近年来，随着我国经济的稳步发展，我国开始注重民生建设和国际影响力的提升。诸如公租房、城市花园、市政设施的建设完善，再如一带一路中承包的大型海外工程项目，无不体现了工程建设发展势头的强劲。然而，现代工程建设的规模增大、数量增多，使得施工过程成为一项复杂艰巨的任务。工程项目周期长、风险大，施工单位为了追求经济利益最大化，往往在进度、成本、质量的综合管理中，以牺牲质量为代价而加快进度从而拉低成本。此外，施工中需要投入大量人力、原材料、机械设备和资金，如何使人力、物力、财力各类生产要素实现统一协调，成为项目管理的必答题和难题。
为了确保工程项目在保证质量的前提下实现进度与成本的最佳平衡，科学有效的项目进度管理必不可少。因此，在现代工程项目管理中，对进度的控制和管理成为重中之重。项目进度管理具体分为项目进度计划的制定和项目进度计划的控制，前者为后者的基础，因此寻找科学的计划制定方法成为整个项目管理的核心。
论文选取甘特图、关键路径法（CPM）和计划评审技术（PERT）三个具有代表性的项目进度计划制定方法进行比较分析。三种方法都有成熟的应用，而且当前应用的许多新方法，大多是由它们发展演变而来的。为使三种方法的对比更清晰，本文中将选取应用案例，并分别从计划设计形态、对项目总时间的控制、对质量、成本等因素的控制、更改项目进度计划的难以及对概率的应用等几方面进行对比，从而得出目前工程项目适用的方法。
在论文结构方面，全文共 6 章。绪论章是全文的总体概括，并着重介绍了关于工程项目进度管理的国内外研究现状；第 2 章为集中的理论阐述，包括项目进度管理的相关内容分析，重点为理论分析三种项目进度计划方法，即甘特图、CPM 和 PERT;第 3 章至第 5 章是在前文理论分析的基础上，分别针对每种方法，选取工程项目的案例，注重实践应用，同时针对每个案例，均进行了三种方法的对比；结论章首先对三种方法进行了理论层面的同异比较，然后针对不同案例的分析，对比总结出每种方法适用的工程项目特点。
此外，文中还将分析进行项目进度管理的基础--WBS,项目进度管理的另一方面--进度计划控制，但限于篇幅和本文研究的重点，对于以上内容不做过多阐述。
关键词：
项目进度管理 工程项目 甘特图 CPM PERT
Abstract
In recent years, with the steady development of economy, our country begins topay attention to the promotion of citizens' livelihood construction and internationalinfluence. The construction of public rental housing, city garden, municipal facilities,and large overseas projects of Belt and Road Initiative, all reflect the dynamicgrowth of project construction. However, modern construction has witnessed a largerscale and an increasing quantity, which makes construction process a complex anddifficult task. Realizing project cycle is long and the risk is high, in order to pursuethe maximum economic benefit, construction unit often sacrifice quality to speed upthe progress and decrease cost in comprehensive management of progress, cost andquality. In addition, construction requires numerous manpower, raw materials,machinery and equipment and funds. Therefore, how to make these productionelements achieve unified coordination has become more necessary and difficult.
In order to ensure the quality of engineering projects in the premise ofachieving the best balance between progress and cost, scientific and effective projectschedule management is essential. Therefore, in the modern engineering projectmanagement, the control and management of the progress becomes the mostimportant. The project progress management is divided into setting project scheduleand controlling of project schedule. The former is the foundation of the latter.
Therefore, the core of whole project management is?to find a scientific plan.
This paper selected the Gantt chart, Critical Path Method （CPM） and ProgramEvaluation and Review Technique （PERT） as three representative project scheduledevelopment methods to make comparative analysis. The three methods all hadmature applications, and the majority of new methods which are currently used, aredeveloped and transferred from them.?In order to make the comparison between thethree methods more clearly, this paper chose the corresponding application cases,and compare from several aspects, such as plan design form, project total timecontrol, quality, cost and other factors' control, the difficulty of changing projectschedule and the application of the probability, etc. Eventually, get the applicationmethod for current project.
As for the structure, the whole paper was divided into 6 chapters. Theintroduction part was a general summary, and emphatically introduced the researchon engineering project schedule management at home and abroad. The secondchapter focused on the theory, including the relevant content of project schedulemanagement. This chapter also focused on the analysis of three kinds of projectschedule theory, which were Gantt Chart, CPM and PERT. On the basis of formertheoretical analysis, chapter 3 to chapter 5 separately introduced a case for eachmethod and paid attention to practical application. At the same time, each case wereused by three methods in order to make comparison. The final chapter firstly made aconclusion of comparison between the theoretical level of the three methods, andthen studied the characteristics of the project for each method according to casestudies.
Besides, the paper also analyzed the basis of project schedule management,WBS, the other part of project schedule management, schedule controlling. However,the paper didn't emphasis on these contents so much according to word limit andresearch focus.
Keyword:
project schedule management; engineering project; Gantt Chart; CPM; PERT
目 录
第 1 章 绪论
1.1 工程项目进度管理研究的背景及意义
1.1.1 研究背景
1.1.2 选题意义
1.2 国内外研究现状
1.2.1 国外研究现状
1.2.2 国内研究现状
1.3 研究方法
1.4 研究思路与结构安排
第 2 章 项目进度管理基础理论分析
2.1 项目进度管理概述
2.1.1 项目进度管理的概念
2.1.2 项目进度管理与其他主控目标的关系
2.2 项目进度管理的内容
2.2.1 项目进度计划的制定
2.2.2 项目进度计划制定的基础准备--WBS
2.2.3 项目进度计划的控制
2.3 项目进度管理常用方法
2.3.1 项目进度计划制定常用方法
2.3.2 项目进度控制的主要方法--对比法
2.4 工程项目的进度管理
2.4.1 工程项目的定义及特征
2.4.2 工程项目进度管理的定义及内容
2.4.3 工程项目进度管理的意义
第 3 章 甘特图的应用
3.1 甘特图的几种实际应用形态
3.2 甘特图在工程项目中的应用--以 X 市输变电工程启动为例
3.2.1 案例背景
3.2.2 甘特图的具体应用
3.2.3 甘特图的应用效果及评价
第 4 章 CPM 的应用
4.1 CPM 的实际应用形态
4.2 CPM 在工程项目中的应用--以巴新路为例
4.2.1 案例背景
4.2.2 CPM 的具体应用
4.2.3 CPM 的应用效果及评价
第 5 章 PERT 概述及应用
5.1 PERT 的实际应用形态
5.2 PERT 在工程项目中的应用--以 S 县园林工程项目为例
5.2.1 案例背景
5.2.2 PERT 的具体应用
5.2.3 PERT 的应用效果与评价
5.3 甘特图、CPM 和 PERT 的应用对比
结 论
参考文献
