Research On The Progress Management Countermeasures Of The K Highway Reconstruction And Expansion Project

With the advancement of the national "the Belt and Road" initiative,many companies in China have gone abroad to participate in the competition in the world market.The competition of companies in the international market is mostly carried out in the form of engineering projects.Therefore,how to implement scientific and rational modern project management becomes the foundation of the companies in an invincible position in the market.On the one hand,the national conditions,social culture,economic development level,and scientific and technological development level of other countries are very different from China,which brings certain difficulties to the management of project;on the other hand,in terms of the each function of project management,the relatively important four major management-cost,schedule,scope and quality(CSSQ)are often the key factors for the successful implementation of overseas engineering projects.And the project schedule management is the most important factor for the successful completion of the project because of the political stability of the country and the changes in the economic environment.As an important part of project management,project schedule management is an important control content and goal.Good management of the project schedule can not only achieve the project’s progress goals,but also affect the project cost,safety and quality control.Therefore,how to carry out the schedule management of overseas projects of Chinese companies has become a matter of great concern to many management scholars and business managers.This paper takes the K project in Kuwait as the research object,which project belong to S company,and mainly studies how to carry out project schedule management in Kuwait.The research also has certain reference for project management in other overseas regions.Firstly,it analyzes the concept and theoretical basis of project schedule management and the research status internal and abroad,and lays a theoretical foundation for the research of this paper.Secondly,it takes the K project in Kuwait as a case,to analyze the status and existing problems of the project in the specific implementation process,to analyze the causes of the problems and then study the countermeasures to solve the related problems.The problems are mainly in the following aspects:problems in different language environments,different management rules,etc.,problems in the organization of the project department and corresponding staffing,such as choice of project managers;problems in project work schedule;problems in health,safety,environment,especially in the handling methods of local trees protection;problems in drawing work of project construction;problems in choice of agency companies;problems in management of project quality technology and management of subcontractors;problems in the handling methods of oil pipelines in Kuwait,deemed to be lifeline of Kuwait;problems in mechanical equipment,such as shipping and customs clearance;problems in machinery and equipment,it will also encounter shipping and customs clearance,as well as equipment licensing issues;problems arising from different local laws and regulations;problems in properly manage the Chinese employees when facing the objective fact that overseas project work will be far from home;problems in properly manage the foreign employees when overseas projects need employ them.Chinese enterprises already possess a mature management method among domestic project management,and then make targeted adjustments to foreign special circumstances,find countermeasures to solve the corresponding problems,and help Chinese-funded enterprises to implement projects more smoothly abroad.Make more appropriate and effective management,enhance the competitiveness of Chinese enterprises,and thus support the country’s "the Belt and Road" top-level initiative.