Study On Analysis And Control For Project Schedule Of Jinping First-level Hydropower Engineering Constrution

Aiming at the problems arise from schedule control process of large-scale hydropower engineering and with the example for dam left bank construction of Jinping first-level hydropower engineering, the theory and method for project schedule control of large-scale hydropower engineering are studied, the analysis for construction schedule is performed, and finally improvement measures are presented. The main contents and achievements of this thesis are summarily listed as following: Firstly. The reasons that induce progress delay of dam construction of Jinping first-level left bank are investigated, mainly including poor condition of transportation, imprompt offering of design drawing, increased construction difficulty after great design changes, insufficiency of resources input from contractor, and so on. Secondly. Applying construction simulation for analyzing progress delay influence on overall schedule of dam construction of Jinping fisrt-level left bank, it is proved that the start time of concrete pouring will be postponed 4 months, to June 2009.Thirdly. Aiming at the present delay situation of construction progress, corresponding improvement measures are put forward, especially developing research on rapid dam concrete construction scheme and its feasibility.Fourthly. According to characteristic of Jinping hydropower engineering, complexity, importance and arduousness, it is presented that strict measures for progress control should be adopted in Jinping hydropower engineering management, auditing flow for progress schedule should be enhanced, and establishment of reasonable target for project progress control and assessment system for schedule performance should be done. Meanwhile it should be supported by many progress control measures, such as contract terms, information system and corresponding management system.Finally. Risk condition of dynamic payment method for project schedule adopted by owner is analyzed, and management risk of contract between owner and contractor will be usually controlled within 6%. Under normal condition, increasing coefficient for unit price is slightly more than declining coefficient, and risk management of contract will be reasonably controlled. What is more, employing economic lever, positivity of contractor for progress control during the whole construction can be inspired, and process target of project will be achieved successfully.