| With the rapid development of China’s economy,the construction of related system integration projects in China has a rapid development.Correspondingly,the system integration business in the intelligent transportation industry is also increasing rapidly,and has become an indispensable part of the entire process of information construction.Every intelligent transportation system is different and previous project management methods cannot be copied and extended exactly.And the needs of customers are getting higher and higher,the general project management method is difficult to adapt to and meet the requirement of intelligent transportation system construction.So as to the township and county road intelligent transportation system integration project in W City,it is necessary to combine the common characteristics of system integration and intelligent transportation system to formulate the progress management plan.This paper takes the township and county road intelligent transportation system integration project in W city as the research object,and studies how to optimize the project schedule management by using the related theories and methods of project schedule management.First of all,the requirements of this project include traffic violation monitoring,vehicle inspection and control management,road implementation and control coordination,traffic signal control optimization and data sharing,etc.The main features of the project include extensive participation of industries,high management level requirements,high degree of informationization,clear project requirements and objectives,high technical difficulty and communication difficulty.Secondly,the organizational structure in the project management was analyzed and the project was divided into three phases consisting of several activities,i.e.,pre-implementation,mid-implementation,and post-implementation;the project schedule was evaluated using the earned value method,and it was found that there were schedule delays in the project,i.e.,the actual payment value was greater than the planned payment value,but the corresponding sub-project had not been accepted.Then,using the cause-and-effect diagram method to analyze the problems,we found that the project schedule was delayed but within the controllable range.According to the different phases,the main reasons for the schedule delay were that the schedule plan in the early stage of implementation was not detailed and strict enough,the supplier management was not strict enough,the project schedule control in the middle stage of implementation was not scientific,and there was a gap between the technical capability of the project team and the demand.Finally,an improved progress management program is proposed to address the above issues,mainly including:(1)Optimize the organizational structure of the project,define the responsibilities of the project coordination committee,the project leading group,the project manager and the user’s project team,and improve the assessment and incentive measures of the project team;(2)Make a more detailed and reasonable project schedule,redesign the WBS of software and hardware,determine seven key activities in the process of project schedule control,such as equipment supply and arrival acceptance,and adjust the project schedule;(3)Through the two dimensions of engineering time and engineering quantity,the project progress is dynamically monitored and adjusted,and the project progress is guaranteed by means of management measures,economic measures,organizational measures and technical measures;(4)The supplier management in the process of project implementation is realized by ensuring the personnel docking,establishing the supplier product forecasting mechanism,and improving the terms of the supplier product purchase contract,and establishing the supplier evaluation system to rate and evaluate the suppliers;(5)Improve the technical quality of the project management team through irregular technical training and internal communication of the implementation team. |
PDF Full Text Request