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1、工程项目实施控制 PROJECT CONTROLLING,1、控制的任务 在管理学中(管理控制论)，控制包括提出问题、研究问题、计划、控制、监督、反馈等工作内容。实质上它已包括了一个完整的管理全过程，是广义的控制。 此处的控制指在计划阶段后对项目实施阶段的控制工作，即实施控制，它与计划一起形成一个有机的项目管理过程。项目实施控制的总任务是保证按预定的计划实施项目，保证项目总目标的圆满实现。,一、概述,2、实施控制的必要性,项目管理主要采用目标管理方法。目标是控制的灵魂，没有控制，目标和计划无法实现； 现代工程项目计划实施的难度大； 项目的顺利实施需要各参与方在时间、空间上协调一致； 项目计划是
2、在许多假设条件基础上的预先安排，实施过程中存在各种干扰。,理论轨迹 实际轨迹,It is impossible at the onset of a new project to foresee all problems or to anticipate all changes that the project might need. Still, every effort is made throughout the project to regulate work, minimize changes to the plan, and guide the project toward pre-
3、established performance, cost, and schedule objectives.,What is control Control is the process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations.,The control process In general, the process is achieved in three phases: (1) set
4、ting performance standards, (2) comparing these standards with actual performance, then (3) taking necessary corrective action. Planning and control are interrelated.,Planning concentrates on setting goals and directions; control guides the work toward those goals. Planning allocates resources; cont
5、rol ensures effective, ongoing utilization of those resources. Planning anticipates problems; control corrects the problems. Planning motivates participants to achieve goals; control rewards achievement of goals.,Anticipates problems,Corrects Problems after they occur,Corrects Problems as they happe
6、n,Types of Control,Input,Processes,Output,Feed Forward Control,Concurrent Control,Feedback Control,3、控制的类型,4、控制的内容 目标控制 合同控制 风险控制 变更管理及形象管理,四控两管一协调,Project control emphasis In project control, the emphasis is on scope, quality, schedule, and cost. Scope change control A change in project scope is an
7、 alternation to the original, agreed-upon scope statement defined in the project plan and specified in the WBS. Projects have a natural tendency to grow over time because of changes and additions in the scope, a phenomenon called “creep scope”.,The aim of scope change control is to identify where ch
8、anges have occurred, ensure the changes are necessary and/or beneficial, contain or delimit the changes wherever possible, and manage the implementation of changes.,Quality control Quality control is synonymous with ability to conform to the requirements of the end-item and work processes and proced
9、ures. Quality control is managing the work to achieve the desired requirements and specifications, taking preventive measures to keep errors and mistakes out of the work process, and determining and eliminating the sources of errors and mistakes as they occur.,A variety of methods are employed for t
10、esting and inspection to eliminate defects and ensure that end-items satisfy requirements. Tests and inspections should be on-going so that problems or defects are identified as early as possible. In general, the earlier in the development cycle that problems are found, the less costly it is to reme
11、dy them.,Schedule control The intent of schedule control is to keep the project on schedule and minimize schedule overruns. One cause of project schedule overruns is poor planning and, especially, poor definition and time estimating. Other, more controllable, causes of schedule overruns are:,(1) Mul
12、titasking. Working on many tasks or projects dissipates focused energy, causing some tasks to be delayed. (2) Procrastination. Given a choice between two scheduled times, one early and one late, the human tendency is to wait until the late time to begin. (3) Task variability. In projects, the effect
13、 of early tasks and late tasks on the project schedule do not average out, and it is only the late tasks that count.,Cost control Cost control tracks expenditures versus budgets to detect variances. It seeks to eliminate unauthorized or inappropriate expenditures, and to minimize or contain cost cha
14、nges. Cost control is accomplished at both the work-package level and the project level.,定义项目目标的文件，如项目建议书、可行性研究报告、项目任务书、合同文件等 适用的法律、法规 各种计划文件、合同分析文件 变更文件,5、控制的依据,6、项目控制过程,计划目标值（投资目标、进度目标、质量目标）,4. 比较计划值与实际值 测量器,5. 偏差,调节器 6. 采取控制措施,3. 收集实际数据,工程进展,人力,物力,财力,无,1. 投入,实际值,(实际支出 实际进展 质量检查的数据),2.干扰,有,7、工程项目实
15、施前导工作 各种许可证的办理 建设用地规划许可证 建设工程规划许可证 施工许可证 现场准备 实施条件准备,二、进度控制 1、进度的概念 综合的含义 将工期与工程实物、成本、劳动消耗、资源统一起来。 进度指标 持续时间 按工程活动的结果状态数量描述 已完成工程的价值量 资源消耗指标,2、进度控制的过程 按计划实施并记录 各控制期末与计划对比，评价进度状况 调整进度，预测新的工期状况 评审新计划，是否满足目标要求,3、进度拖延的原因和解决措施 可以采取的赶工措施 增加资源投入 重新分配资源 减少工作范围，包括减少工作量或删去一些工作包 改善工器具以提高劳动效率 提高劳动生产率 将部分任务转移 改变
16、网络计划中工程活动的逻辑关系 将一些工作包合并 修改实施方案,三、成本控制 1、成本控制的特点 积极性与责任形式（合同形式及承担的风险） 成本控制的综合性（成本模型的缺点、“挣得值Earned Value” ） 控制周期不可太长（成本控制时间区段的划分）,“挣值法”(Earned Value Technique) 基本参数： BCWS (Budgeted Cost of Work Scheduled) BCWP (Budgeted Cost of Work Performed) ACWP (Actual Cost of Work Performed),BCWS (Budgeted Cost of Work Scheduled): measures What is Planned in terms of budget cost of the work that should take place (i.e., according to the baseline schedule of the
