| By summarizing the past and present researches in the world, it can be found that project scheduling management theory and practice has been mature, and a mode of project scheduling management including calculation method, allocation of resources and resource ancillary has formed. Under the guidance of project scheduling and project control theories, the Shouguang Tianlong LED photoelectric products company project is recognized as an archetype construction project by qualitative description and quantitative calculation. The company enjoys advantageous location where power supply, water supply, transportation and communication infrastructures are complete. Construction quality and schedule, production environment and equipment, especially the equipment installation and commissioning are strictly required. The construction has a long period and involves huge amount of resources, links, and staff.There are many based land piles in the project, so the precasting and piling are essential for the project schedule.Through the analysis of the scheduling management of the Three-Gorges project, we can find there are three main problems in the project scheduling management:first, tendering and bidding system and construction supervision system was not strictly implemented in some engineering; second, responsibility are not assigned and investigated clear in some projects; third, bad payment settlement management and contract management lead to a cost increase of 4.88 billion. Meanwhile, there are valuable experiences in the construction supervision, quality control, task assignment and scheduling management from the Three-Gorges project. The Shouguang Tianlong LED photoelectric products company construction project is scheduled on the basis of these experiences. In order to complete the project on schedule, a practical scheduling chart is made after estimating the basic work, staff and time of the project. First, a project context is made in which there are details about project name, objectives, production, standards, rules, work description, resources demanded, milestones, plans and so on. Second, a breakdown structure (WBS) is formed. The basic breakdown structure of Shouguang Tianlong LED photoelectric products company construction project includes five levels:project approval by the government, civil engineering, equipment purchase, installation and commissioning, staff training, project acceptance. Third, work and responsibilities are assigned according to WBS, and a responsibility matrix is formed. Forth, relationships between different task in preparation stage, construction stage and equipment installation stage are recognized in order to draw a network diagram. Fifth, datas about the working time is estimated by ten experts by Delphi techinque and three times estimation method. Sixth, construction progress is showed by precedence network diagram. Network moving average is got through calculation and the critical path is found. Finally, project progress chart is formed and milestones are defined to guide and control the project scheduling.The schedule of the Shouguang Tianlong LED photoelectric products company construction project is a general schedule and the general project control is also essential in the project management. The project control system involves:first, to find the problems, real schegule is recorded through dialy monitoring and regular monitoring and is compared with the scheduling chart. Second, exam reports, emergency reports and project progress reports are made according to the found problems. Project scheduling is analyzed from several aspects. Third, analyze the datas by double proportional unilateral Cantt chart and banana-shaped curve comparison to form a project progress control analysis table. Forth, according to the deviation in the table, project progress control is inplemented through work and resource adjustment.At last, risks in scheduling management of Shouguang Tianlong LED photoelectric products company construction project are recognized and mechanism is established. The schedule risks probably includes human factors, raw materials,mechanical device,construction funds,contractor manaement,social factors and other unforeseeable factors.the possible scheduling adjustment may be caused by bad preparation, managers’neglecting of inner-relation of schedule and cost, unforeseeable work, and so on. Besides, mechanism about organization, financial policy, environment protection, safety and risk response to ensure the project progress. |
