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Construction project progress control (dynamic management process)
This mind map explains the construction based on the progress control process, the construction project progress control and progress planning system, the demonstration of the overall progress target of the construction project, the preparation and adjustment method of the construction project progress plan, and the measures for construction project progress control. Engineering project progress control
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Construction project progress control (dynamic management process)
- 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
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- Outline
Construction project progress control (dynamic management process)
1. progress control process
Analysis and demonstration of progress goals
Prepare progress plan
Follow-up inspection and adjustment of progress plan
2. Construction project progress control and schedule planning system
The purpose of project progress control
1. Achieve project progress goals through control
2. The schedule will be continuously adjusted as the project progresses
3. The most basic principle: control the progress of the project while ensuring quality
Project progress control tasks
1. Owner's progress control tasks
Control the progress of the entire project implementation phase
2. Designer progress control tasks
Control design progress according to design contract
The drawing plan is the basis for the designer’s progress control and is also the basis for the owner to control the design progress.
3. Construction party progress control tasks
Control construction progress according to construction contract
Depending on the characteristics and needs of the project, prepare control, guidance and implementation progress plans, as well as construction plans for different planning cycles
4. Supplier progress control tasks
Control the supply progress according to the supply contract, including procurement, processing, manufacturing and transportation.
Establishment of project schedule planning system
1. The connotation of the project schedule planning system: it is a system composed of multiple interrelated schedules, which is the basis for project progress control. It is gradually established and improved as the project progresses.
2. Different types of construction project schedule planning systems
Different planning depths
overall schedule
Project subsystem schedule planning
Single project progress plan in the project subsystem, etc.
Different plan features
Controlled schedule planning (plan)
Guided progress planning (plan)
Implementation (operational) schedule
Different project participants
different planning cycles
Computer-aided construction project progress control
Progress control software is compiled based on the principles of engineering network planning
significance
Solve computationally intensive problems
Ensure calculation accuracy
Conducive to timely adjustment of network plans
Facilitates preparation of resource requirements planning
3. Demonstration of the overall progress target of construction projects
Work content of overall progress target demonstration
What is the overall progress target: the progress target of the entire engineering project, which is determined during the project definition in the decision-making phase
The control of the overall progress target is the task of the owner's project management
Before demonstrating, first analyze and demonstrate the possibility of achieving the progress target
The overall project progress during the implementation phase includes (excluding warranty period)
Work progress in the pre-design preparation phase
Design work progress
Bidding work progress
Preparatory work progress before construction
Project construction and equipment installation progress
Project material procurement progress
Preparatory work progress before project deployment, etc.
Overall progress target argument
Overall progress planning preparation
Analysis of conditions for project implementation
Project implementation planning issues
Large-scale construction projects: prepare an overall progress outline to demonstrate the possibility of achieving the overall progress target
Overall progress outline content (It is a principle provision regarding the entire project, and does not include specific progress plans such as design and construction)
Overall deployment of project implementation
overall progress plan
Progress planning of each subsystem
Determine planned progress goals for milestone events
Conditions for achieving the overall progress target and measures to be taken
Work steps for overall progress goal demonstration (Double analysis and double calculation, total score and total variation)
Research and collect information
Project structure analysis (total)
Structural analysis of schedule planning system (minutes)
The work code of the project (change)
Prepare progress plans for each level (minutes)
Coordinate the relationship between progress plans at all levels and prepare the overall progress plan (overall)
4. Preparation and adjustment method of construction project progress plan
bar chart
shortcoming
The logical relationship between processes can be expressed, but it is not easy to express clearly
Suitable for manual planning
Without rigorous calculation of schedule time parameters, the key tasks, critical routes and time differences of the plan cannot be determined.
Plan adjustments can only be made manually, which requires a large workload
Difficulty adapting to large schedule planning systems
advantage
Simplicity is the biggest advantage, and it is intuitive and easy to understand.
Dual code network plan
Concept: It is a network diagram that represents work with arrows and the numbers of nodes at both ends.
Dotted arrow line: A fictitious job that does not exist in actual work. It neither takes up time nor consumes resources. It generally plays the three roles of connecting, distinguishing and disconnecting between jobs.
Network node numbering sequence: from small to large, may not be consecutive, but no repetitions are allowed
Key lines: Among the various lines, one or several lines have the longest total time, which are called key lines and are generally marked with double lines or thick lines. Other lines are called free critical lines.
drawing rules
The determined logical relationship must be expressed correctly
Loops are not allowed: see if there is an arrow pointing to the left, and whether there is a circle along the arrow.
No connections with double-headed arrows or no arrows can appear between nodes.
Arrow lines without arrow nodes or tail nodes cannot appear.
When some nodes have multiple outward arrows or multiple inward arrows, they can be drawn using the bus method.
Arrow lines should not cross. When it cannot be avoided, the bridge method or pointing method can be used.
There is only one start node and one end node
There cannot be multiple arrow lines between nodes
Calculation of time parameters of double-code network
The earliest start time ES and the earliest completion time EF: The earliest time is deduced from left to right, the earliest start time of the starting point is 0, and the earliest start time of other is the maximum value of the earliest completion time of all preceding work
Latest start time LS and latest finish time LF: Latest finish time, calculate the sum of the latest start time from right to left recursively from the end point
Total time difference TF: refers to the flexibility time that can be used for work without affecting the total construction period. TF=LS-ES=LF-EF
Free time difference FF: refers to the maneuver time that can be utilized without affecting the earliest start of subsequent work. FF=Subsequent work ES-This work EF
End node: FF = planned duration T-EF, end point TF = FF, free time difference = total time difference
Dual code name time scale network plan
Concept: It is a network plan compiled based on time coordinates. Work should be represented by solid arrow lines, imaginary work by dashed arrow lines, and free time difference of work by wavy lines.
Features
Advantages of both network plan and horizontal plan
Directly display the start and completion of each work, free time difference and key lines
It is convenient to count the resource requirements of each unit for resource optimization.
It is inconvenient to modify. Changes require redrawing.
Virtual work must be represented by a vertical dotted arrow line. When there is a free time difference, a wavy line can be added.
Calculation of parameters of double code time scale network diagram
The earliest start, earliest finish, total time difference and free time difference can be directly seen
Total time difference TF: There are several lines from this job to the end of the network diagram, and the sum of the lengths of the wavy lines on each line is the minimum.
Free time difference FF: The length of the wavy line on this job
The latest start time LS=ES TF, the latest completion time LF=EF TF
Single code network plan
Concept: It is a network diagram that uses nodes and their numbers to represent work, and arrows to represent the logical relationships between tasks.
A single-code network diagram can have dummy work (for example, work with no duration at the beginning and end nodes is dummy work), but there is no dotted arrow line.
drawing rules
Correctly express logical relationships
No loops can occur
No double-headed arrows or arrowless connections are allowed.
Arrow lines without tail nodes and arrow lines without arrow nodes cannot appear.
The arrow lines should not cross. If it is unavoidable, the bridge method or pointing method can be used.
There can only be one start node and one end node
Single-code network diagram parameter calculation
The earliest start ES and the earliest completion EF: recursive calculation from left to right
Time interval LAG: LAG=Subsequent work ES-This work EF
Total time difference TF: TFi=min (TFj LAGi-j), end point TF=0
Free time difference FF: FF=min (LAG), end point FF=Tp-EFn
The latest start LS=ES TF, the latest completion LF=EF TF
Single code key line: from the end point to the left, the LAG is always 0
Critical work with a single codename: the job with the smallest total time difference is the critical job
Tp=Tc, total time difference=0
Tp<Tc, total time difference<0
Tp>Tc, total time difference>0
Basis for judging key tasks
1. The work on the key line is called key work
2. The work with the smallest total time difference is the critical work
3. The total time difference is 0, it is not necessarily a critical job
4. The longest lasting job is not necessarily the critical job
5. In the dual-code network diagram, work where both nodes are critical nodes is not necessarily critical work.
6. In the single-code network diagram, the work with a time interval of 0 from the immediately following work is not necessarily critical work.
7. Work without wavy lines in the time scale network is not necessarily critical work
8. Free jet lag has nothing to do with critical work
Judgment basis for key lines
1. For dual codename and dual codename time stamp networks, the lines composed of key tasks must be key lines
2. For single-code number networks and single-code number wiring networks, lines composed of key work are not necessarily key lines; And all lines whose working time interval is 0 are critical lines.
3. For dual code numbers, dual code number time scales, and single code number networks, the line with the longest sum of working durations is the critical line.
4. For overlapping networks, the line with the longest working duration is not necessarily the key line.
5. For dual codename networks, lines composed of key nodes are not necessarily key lines.
6. Lines with all 0 LAG time intervals in a single-code network must be critical lines.
7. The lines without wave lines in the time stamp network from beginning to end must be critical lines.
8. There may be more than one key line, and there may be dummy work. During the project implementation, the key line may be transferred.
9. The work on the critical line must be critical work, but the key work can be on the non-critical line.
5. Measures for progress control of construction projects
organizational measures
Develop workflow for project progress control
Define the components of the project schedule system
The preparation procedures, approval procedures and plan adjustment procedures of various progress plans, etc.
Organizational design of progress control 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, etc.
management measures
Management ideas, management methods, management tools, contracting models, contract management and risk management, etc.
Problems with management concepts
Lack of concept of schedule planning system
Lack of concept of dynamic control
Lack of concept of comparing and selecting the best schedule plans
How to use network plans
Procurement model of engineering materials
Pay attention to information technology
Including corresponding software, local area network, Internet and data processing equipment
economic measures
Funding requirements plan, conditions for funding supply, economic incentives
Resource demand plan (fund schedule plan), including capital demand plan and other resource (human and material resources) demand plan
technical measures
design technology
Construction Technology