H Project Cost And Schedule Of The Comprehensive Control Models And The Application

H Company, a large enterprise fully owned by xx city Municipal Government, not onlyundertakes the responsibility for construction, operation and management of the tracktransport system in the city, but also engages in diversified industry that focus on thedevelopment of meter-related resources. In order to meet the demands that xx city holds majorsporting events in2010, and considering new strategy for city development, a large number ofMetro projects began construction. H project, namely H Line signal system project, alsobegan and implemented at this period. H project is the vanguard of this batch Metroconstruction projects, H Company expects to summarize the implementation experience andmatters of H project, so as to form effective project management methodology. Especially forthe schedule management and cost management of signal system projects, Company expectsto make effective control from the owners point. During project implementation, schedulemanagement and cost management are two dynamic management factors which change at anytime. The schedule control during construction period affects cost, also cost control duringconstruction period impacts on the completion of construction schedule indirectly. Under suchMetro construction “go all out and go fast” situation, construction managers urge need toimprove methods of construction management, to seek an optimal way which not only cansatisfies schedule plan but also can control cost reasonable, so as to meet schedulerequirement and resolve cost matter.During writing this paper, firstly consulted plenty of related information, and learned theused methods and experiences&lessons in cost and schedule control from domestic andforeign scholars, to form the literature review in this article. Secondly established phase A ofH project as study object to form the basic framework of this paper by using literature andcase study analysis. Thirdly, introduced separated status between cost and schedulemanagement: on the one hand, project managers paid much attention to schedule management,and thought highly whether project milestone plan and key period can be done on time; on theother hand, project managers did not attach great important to cost management and control,and did not deeply analyze the cause of overspend or surplus of project, which causedoverspending and the lag of schedule of Phase A. Next, combing project WBS, establish aclear&available management methods of schedule and cost which based on second-levelearned value management (EVM). This method not only resolves separated matter betweencost and schedule but also avoids EVM risk of “the result from simplex analysis on indexsystem of entire project is likely to existing large deviation from project actual implementation situation”. Project model is both operational and simple&clear.Finally, took the established model into phase B implementation of H project. Withanalyzing the evaluation of performance data of phase B of H project, indicated that using thiscost and schedule control model in phase B construction implementation of project Hachieved some success, ensure project completion on schedule while reducing cost, andprovide certain basis to carry out this model in other projects in the company. Meanwhile,expect this paper is helpful to various Metro construction managers, and make somecontribution to construction management on Metro signal system.