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MindMap Gallery First Class Construction Engineer Chapter 3 Construction Project Progress Management
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First Class Construction Engineer Chapter 3 Construction Project Progress Management
First Class Construction Engineer Project Management Detailed Test Points First Class Construction Engineer Project Management Detailed Test Points
Edited at 2020-05-16 15:03:15
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First Class Construction Engineer Chapter 3 Construction Project Progress Management
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
Construction project progress management
Construction project progress control and schedule planning system
Progress control includes
1. Analysis and demonstration of progress goals. The purpose is to demonstrate whether the progress goals are reasonable and whether the progress goals can be achieved.
2. Prepare a progress plan based on data collection and investigation and research
3. Follow-up inspection and correction of progress plan
1. Three parts of the test 2. Test objectives 3. Test order
The purpose of project progress control
Achieve project progress goals through control
The process of schedule planning is a process of continuous adjustment
Construction progress control is not only related to whether the project schedule goals can be achieved, but also directly related to quality and cost.
Control the progress of the project while ensuring quality (only quality can be guaranteed, not cost)
Project progress control tasks
Owner
Control the entire project implementation phase, excluding the warranty period
Designer
According to the design task entrustment contract
design progress and
Tender
construction
Material procurement
coordinated progress
The drawing plan is the basis for the designer's progress control and the owner's basis for controlling the design progress.
Construction side
According to the construction task entrustment contract
Different depths
Controlling
instructive
real-time
schedule
different planning cycles
year
quarter
monthly
ten days
Construction plan
Establishment of project schedule planning system
The connotation of project schedule planning system
Composed of multiple interrelated schedules
Basis for project progress control
There is a process and gradual formation of establishment and improvement.
Different types of project schedule planning systems
Owners and various participants can construct multiple
Different planning depths
Overall progress plan (plan)
Project subsystem schedule planning (plan)
Single project schedule in project subsystem
Different planning functions
Controlled schedule planning (plan)
Guided progress planning (plan)
Real-time (operational) schedule
of different project participants
different planning cycles
Computer-aided construction project progress control
These software are compiled based on the principles of engineering network planning
The significance of computer-aided preparation of engineering network plans
Large amount of calculation and difficult to calculate manually
Ensure accuracy of network plan calculations
Conducive to timely adjustment
Facilitates preparation of resource requirements planning
Unable to judge whether the original data is accurate
Demonstration of the overall progress target of construction projects
Work content of overall project progress target demonstration
The overall progress target of a construction project refers to the progress target of the entire project, which is determined during the project definition during the decision-making stage of the project.
The control of the overall progress target of a construction project is the management task of the owner, and the general contractor also assists
Before controlling the overall progress target of a construction project, first analyze and demonstrate the possibility of achieving the progress target.
Core task: Demonstrate the possibility of achieving the overall progress target by preparing an overall progress outline
During the implementation phase of the project, the overall project schedule includes
Preparation stage before design
Design work
Tender work
Preparation before construction
Engineering construction and equipment installation
Engineering material procurement
Preparation before project deployment
Work in progress, no warranty!
The overall progress target demonstration of the construction project analyzes and demonstrates the progress of the above-mentioned work, as well as the interrelationship between the progress of each work
The overall progress target demonstration is not simply the preparation of the overall progress plan, it involves many
Analysis of project implementation conditions
Project implementation planning
Overall progress outline
Overall deployment of project implementation
overall progress plan
Progress planning of each subsystem
Not a subsystem single project
Determine planned progress goals for milestone events
Conditions for realizing the overall progress plan and measures to be taken
When the options for construction and design appear, do not select them!
Steps to demonstrate the overall project progress plan goals
1. Research and collect information
2. Project structure analysis
According to the overall progress outline, the entire project is broken down layer by layer and a working directory is established.
3. Structural analysis of project planning system
4. Project work coding
Identification of different planning levels
Identification of different planning objects
Identification of different jobs
Coding considerations
5. Prepare progress plans for each level
6. Coordinate the relationship between progress plans at all levels and prepare the overall progress plan
7. If the overall progress plan does not meet the project progress goals, try to adjust it
8. After multiple adjustments and the progress target cannot be achieved, report to the project decision-maker
Test order; 1, 2, 3, 4, 5, 6
Preparation and adjustment method of construction project progress plan
Bar Chart Schedule
Application scope
small project
Subprojects of larger projects
Used to calculate resource requirements
Summary indicates progress
Representation results of other planning techniques
Features
Intuitive and easy to understand
Logical relationships can be expressed, but not clearly
Suitable for manual preparation
Without rigorous calculation of schedule time parameters, the key tasks, key routes and time differences of the plan cannot be determined.
It can only be adjusted manually, which requires a lot of work.
Difficulty adapting to large schedule planning systems
Engineering network plan preparation method
Classification by characteristics of work duration
Network Plan for Affirmative Questions
Network planning for non-affirmative issues
random network plan
Dual code network plan
Arrow Line (Work)
Any solid line will take up time, and most of it will take up resources.
Dotted lines (dummy work) take up neither time nor resources
connect
distinguish
Break circuit
node
The numbering order of network diagram nodes should be from small to large, and may not be consecutive, but cannot be repeated.
line
There are one or several lines with the longest total time, which are called critical lines and are generally represented by double lines or thick lines.
Judgment by enumeration
Other lines are shorter than the critical line and are called non-critical lines.
drawing rules
The double-code network diagram must correctly express the determined logical relationship
Loops are not allowed in dual-code network diagrams.
Bidirectional arrows or arrowless connections cannot appear in a single-code network diagram.
Arrow lines without arrow nodes or arrow tail nodes cannot appear in the double-code network diagram.
Some nodes in the double-code network diagram have multiple outward or inward arrows, and the bus method can be used
When drawing a network diagram, the arrows should not cross. When unavoidable, use the pointing method or the bridge method.
Same as the single-code network diagram
There should be only one start node and one end node in the double-code network diagram (except for multi-objective network diagrams), and the other nodes are intermediate nodes.
The dual-code network diagram should have clear regulations and a reasonable layout.
Graphic judgment on double-code network diagram
See if there is a loop (the arrow pointing to the left)
Check whether the node numbers are correct (the numbering order of nodes should be from small to large, and can be discontinuous, but cannot be repeated)
Check whether there are more than one arrow lines between two nodes (two work node numbers cannot be the same, or two jobs cannot have the same node number)
Check to see if there is a starting point node (only arrows leading out, no arrows pointing), and an end node (only arrows pointing, no arrows leading out)
Look at the logical relationship (judgment of redundant work, look at the corresponding relationship between the immediate and immediate work)
Dual code name time scale network plan
definition
Solid lines represent work
Dotted lines represent imaginary work
The squiggle represents the free time difference
Features
It combines the advantages of network plans and bar graphs and clearly expresses the time process.
Directly displays the start and completion time (earliest) of each work, the free time difference of the work and the critical route
The demand for resources in each time unit can be counted to facilitate resource optimization and adjustment.
General provisions
Virtual work must be represented by a vertical dotted line. When there is a free time difference, a wavy line is added.
It should be compiled according to the earliest time of each job
Single code network plan
Features
There can be dummy work, no dotted lines, represented by nodes, with a duration of "0"
basic symbols
Nodes are represented by circles or rectangular boxes
Job Code Job Name Duration
drawing rules
The single-code network diagram must correctly express the determined logical relationship
Loops are not allowed in single-code network diagrams.
Bidirectional arrows or arrowless connections cannot appear in a single-code network diagram.
Arrow lines without arrow nodes or arrow tail nodes cannot appear in a single-code network diagram.
When drawing a network diagram, the arrows should not cross. When unavoidable, use the pointing method or the bridge method.
Same as the double codename network diagram
There should be only one start node and one end node in a single-code network diagram. When there are multiple start nodes and multiple end nodes in the network diagram, a dummy job should be set at both ends of the network diagram to invalidate the network diagram. Starting node (St) and end node (Fin)
Calculation of time parameters related to engineering network plan
Double code name network planning time parameters
Calculation of planning time parameters for dual-code network
Solution network, dummy work can be delivered
Earliest start time ES Early finish time EF Calculate construction period TC
Calculate recursively from left to right
The starting node is "0"
Go against the arrow line to find the earliest completion time EF of the previous work
Take the maximum value of multiple predecessors
0 inverse big
Calculate the construction period TC = end node, the earliest completed maximum value of EF
Latest start time LS Latest finish time LF
Calculate recursively from right to left
The LF of the end node is "TP", generally TP=TC
Follow the arrow line to find the latest start time LS of the post-tightening work.
Take the smallest value of multiple successor jobs
TC Shun Xiao
Total time difference TF
TF=start ES-start LS TF=finish EF-finish LF
Check whether the solution network is correct
Determine key tasks (total time difference TF=0)
Determine critical routes (route consisting entirely of critical work)
(The sum of the durations of the critical routes - the sum of the durations of the routes where the work is located) Take the small value
Consistent with the line method
If the construction period delay caused by reasons other than the contractor does not exceed the total time difference, the construction period claim cannot be established.
Free time difference FF
Should be calculated from right to left
No follow-up work, use TP-its-EF
Follow the arrow line to find the earliest start of post-tightening work ES-its EF
Take the smallest value of multiple successor jobs
TP-EF Shun Xiao
Labeling method, dummy work can be transferred
label
From left to right, follow the arrow line, the starting point is 0
At the node label: the sum of the durations of the immediately preceding work, taking the larger value and the node label of the previous work
Calculate the duration: the sum of the last node is TC
critical line
From right to left, record the label number and list multiple lines one by one.
Line method to calculate total time difference
Total construction period TC - the longest duration of all lines containing this work
Calculated:
Flash method to calculate free time difference
The job end node time and - the job start node time and - the job duration
Determination of key lines and key tasks
key work
The work in the network plan with the smallest total time difference is the critical work
When TP>TC, TF>0
When TP=TC, TF=0
When TP＜TC, TF＜0
critical line
From beginning to end, the critical line is composed entirely of critical work, or the line with the longest total working time on the line is the critical line. Indicated by bold and double lines.
Single-code network planning time parameters
Determination of key lines and key tasks
key work
The work in the network plan with the smallest total time difference is the critical work
When TP>TC, TF>0
When TP=TC, TF=0
When TP＜TC, TF＜0
critical line
All lines from the start node to the end node are critical tasks, and all working time intervals (LAG) are 0
Calculation of planning time parameters for single-code network
Unravel the network
Earliest start time ES Early finish time EF Calculate construction period TC
Calculate recursively from left to right
The starting node is "0"
Go against the arrow line to find the earliest completion time EF of the previous work
Take the maximum value of multiple predecessors
0 inverse big
Calculate the construction period TC = end node, the earliest completed maximum value of EF
Time interval LAG calculation
LAG=Earliest start time of successor work-Earliest completion time of predecessor work LAG=ESj-EFi
critical line
Look from the last node to the left against the arrow line. The line whose LAG is always "0" is the key line.
key work
Work on critical lines is critical work
total time difference
Calculate recursively from right to left
The total time difference of the end node = TP-TC
follow the arrow line
The total time difference of other work = the time interval of the subsequent work LAG The total time difference of the subsequent work TF
Take the smallest value of multiple successor jobs
TP-TC Shun Xiao
Free time difference
a follow-up job
FF=LAG
Multiple follow-up tasks
FF=LAG minimum value
Determination of double code time scale network parameters
critical line
Start from the end point, from right to left, against the arrow line
A line without wavy lines from beginning to end
Explain that the time interval between two adjacent tasks on this line is "0". Premise: TP=TC, TF and FF are both "0"
Calculate construction period TC
End node time scale value - starting node time scale value
Earliest start time ES
The time scale value corresponding to the node at the left end of the working arrow
Earliest completion time EF
There is no waveform line, the time scale value corresponding to the node on the right end of the working arrow line
There is a wavy line, and the time scale value corresponding to the right end of the working solid line arrow line
Total time difference TF
Start from the end point, from right to left, against the arrow line
Work with the end node as the completion node
Planned construction period - the earliest completion time of this work EF
Total time difference from other jobs
(Take the best value between the TF of the subsequent work and the time interval of the subsequent work)
Free time difference
Work with the end node as the completion node
Planned construction period - the earliest completion time of this work EF
Work is followed by only dummy work
The waveform line immediately following the virtual work, the minimum value
Total time difference from other jobs
The length of the wavy line
Start at the latest
ES TF
Completed at the latest
EF TF
Determination of key tasks, key routes and time differences
Identification of key tasks
The job with the smallest total time difference is the critical job
When TP>TC, TF>0
When TP=TC, TF=0
When TP＜TC, TF＜0
The total time difference equal to "0" is not necessarily critical work, it may be less than "0"
Work on critical lines
The longest duration is not necessarily the critical job (the longest duration line is the critical line)
In a dual-codename network, work where both nodes are critical nodes is not necessarily critical work.
In time-scale networks, work without wavy lines is not necessarily critical work.
Must understand
In a single-code network, work with a time interval of "0" from the immediately following work is not necessarily critical work.
Determination of critical lines
In a double-code name and double-code time stamp network, all lines whose work is critical must be critical lines.
Single code number, single code number overlapping network, all lines that work are critical lines are not necessarily critical lines.
For single-codename, double-codename, and dual-codename timestamp networks, the line with the longest duration must be the key line.
In a single-code overlapping network, the line with the longest duration is not necessarily the key line.
In a dual-code network, a line where all nodes are key nodes is not necessarily a key line.
There is more than one key line, dummy work is allowed, and key lines may be transferred.
Must understand
When the calculated construction period cannot meet the planned construction period, you can try to compress the duration of key work to meet the construction period requirements.
Work that is shorter in duration without compromising quality and safety
Jobs with sufficient backup resources
The additional cost is relatively small
How to adjust schedule
master
Comparison of actual construction period and planned construction period of time-scaled network
The actual progress position is to the left of the checkpoint, the actual progress is delayed, and the delayed time is the difference between the two
The actual progress position coincides with the checkpoint, and the actual progress is consistent with the planned progress
The actual progress position is to the right of the checkpoint, the actual progress is ahead, and the lead time is the difference between the two.
The impact of schedule deviation on subsequent work and the total construction period
Follow-up work depends on free time difference
The total construction period depends on the total time difference
Quickly determine whether it is critical work: Are there any wavy lines on all lines?
It is the key work and the impact; the deviation time is the impact time
Check whether the total time difference exceeds the total time difference for non-critical work
Main contents of network inspection
key work progress
Non-critical work progress and time difference utilization
The impact of actual progress on the logical relationship between various tasks
Resource situation
cost situation
schedule adjustment
content
Adjust key line lengths
Adjust time difference for non-critical lines
Add or delete work items
Adjust logical relationships
It can only be carried out when the actual situation requires changes in construction methods and organizational methods.
Reestimate work duration
Adjust resource investment
All related to time and construction period
method
Low resource intensity and low cost
Measures for progress control of construction projects
Organizational Measures for Project Progress Control
People, division of labor, process
Progress control aspects
Analysis and demonstration of goals
Prepare progress plan
Regularly track progress plan execution status
Take corrective measures and adjust schedule
schedule control process
Define the components of the project schedule system
Preparation procedures, approval procedures and plan adjustment procedures for various schedules
Organizational design of progress meetings
Type of meeting
Hosts and participating units and personnel of various meetings
Time of various meetings
Arrangement, distribution and confirmation of various meeting documents
Management measures for project progress control
Involving content
management ideas
management methods
means of management
contracting model
Contract management
Risk Management
subtopic
management concept issues
Lack of concept of schedule planning system
Lack of concept of dynamic control
Lack of concept of comparing and selecting multiple schedule plans
two special
Material procurement model analysis
Pay attention to information technology
Corresponding software
LAN, Internet
data processing equipment
Application in progress control
Economic Measures for Project Progress Control
capital requirements plan
Conditions for supply of funds
financial incentives
resource requirements planning
special
Technical measures for project progress control
design technology
design concept
Design technical route
Design
Construction Technology
construction plan
Construction method
Construction technology
construction materials
construction machinery
Judgment based on measures