随着国内工业经济的快速发展,国内大型及涉外工程项目日益增加,国内工程企业

面临国内工程公司和国际工程公司竞争的双重挑战。在严峻的市场竞争形势下,要想在

国内工程管理市场中保持优势地位,并不断夺取和开拓国际市场,就要全面提高项目管

理水平,满足工程项目更高的进度、质量、成本的管理要求。在进度、质量、成本这个

三角网中,由于投资方的不同需求,会对进度、质量、成本提出不同的优先级需求,有

以质量为本的,也有以成本为首位的,还有以进度为关键指标的,当然安全是最基本的。

工程项目管理过程是一个充满变化和不确定性的过程,是一个集成化、一体化的过

程。怎样在确保安全、质量的前提下,实现进度控制和成本控制的有效结合,实现进度

与成本目标的最优化,需要建立一个联合的平台并设计最优化的分析模型。赢得值技术

正是建立这个平台和模型的纽带,怎么有效地运用赢得值技术来实现进度与费用的联合

控制管理,已经成为项目管理研宄的重要课题。

文中论述了项目管理中与赢得值技术相关的进度控制和成本控制管理理论,结合

VAMA汽车板项目工程管理实践,采用理论研究与案例分析相结合的方法,建立起基于

赢得值技术的各种分析模型,有效实现了进度控制与费用控制联合分析管理模式,有效

地实现了进度与费用控制的最优化。

关键词:赢得值(EV);工作分解结构(WBS);进度绩效指标(SPI);成本绩效指标(CPI);

P3E/C

第II页
华东理工大学硕士学位论文

Abstract

With the rapid development of the domestic industrial economy, increasing of large domestic

and foreign engineering project, the domestic construction enterprises are facing the dual

challenge and competition in domestic engineering companies and international engineering

company. In the severe market competition situation, to keep advantageous position in the

domestic project management market, and to seize and exploit the international market,it is

necessary to comprehensively improve the level of project management, to meet the project

schedule, quality, higher cost management requirements. For progress, quality, cost, due to

the different needs of investors, will put a different priority demand for progress, quality, cost.

Some projects make quality as the first, and some project make cost as the first, and some

make progress as a key factor, of course, safety is the most basic.

The project management process is a full of change and uncertainty, also is an integration

process. How to effectively combine the schedule controlling and cost controlling to achieve

to optimize the schedule and cost objectives and to meet the requirements of safety and

quality. Analysis model need to be set up as a joint platform and design optimization. Earned

value technique is the link to establish the platform and model. How to effectively use the

earned value technique combine control management to achieve the targets of the progress

and cost, have become an important research subject of project management.

In this paper, project management and earned value control technology related to the progress

control and cost management theory are described. Combining with practice of VAMA

vehicle plate project management practice, using the method of combining the theory and

case analysis, set up analysis model of earned value technology based on the effective

implementation, progress control and cost control of joint management mode analysis,

effectively to achieve the optimal schedule and cost control.

Keywords: Earned value (EV), Work breakdown structure (WBS), Schedule performance

index (SPI), Cost performance index (CPI),P3E/C