Research On Project Schedule Risk Management Of F Company

In order to achieve the strategic goals of carbon neutrality and carbon peaking,the country has successively supported many clean energy projects represented by gas turbine projects.The gas turbine industry is technology intensive and capital intensive,known as the "pearl in the industrial crown",and its core technology has been in the hands of developed Western countries for many years.Although some enterprises in China have successfully manufactured heavy-duty gas turbines and applied them to distributed energy power plants in recent years,the industrial scale and technological level are still lagging behind.F Company is a gas turbine production enterprise,and there is a slow progress in its project implementation process.Therefore,this article takes F Company’s gas turbine project as the research object and conducts a study on schedule risk issues.The idea of this study is to first take the gas turbine project of Company F as the research object,and based on the theories of schedule management and risk management,sort out relevant literature on project schedule management and schedule risk management at home and abroad,and elaborate on relevant content such as schedule management,risk management,principal component analysis,and analytic hierarchy process.Secondly,in response to the delivery delay issue of F Company’s gas turbine project,30 schedule risk factors were explored through expert interviews,and a project schedule risk indicator system was constructed for F Company.Based on this,a survey questionnaire was developed and distributed to F Gas Turbine Company employees.Principal component analysis was used to process the questionnaire results,and after dimensionality reduction,6 primary indicator factors with the greatest impact on project progress and 13 secondary indicator factors were obtained,This serves as a risk factor evaluation model for F Company’s project schedule.Finally,evaluation data is obtained through expert scoring method,and the Analytic Hierarchy Process is used to evaluate the schedule risk factors,obtaining the weights of each schedule risk factor.Moreover,targeted improvement suggestions are proposed based on the progress risk factors with high weight ratios and the current situation of F Company.Research has found that:(1)Unqualified procurement product quality,insufficient supplier technical capabilities,and high personnel mobility are the three progress risk factors with a relatively high weight,which are the factors that have the greatest impact on the progress of F Company’s gas turbine project.(2)The established F company project schedule risk factor evaluation process can evaluate project schedule risk factors,and the evaluation results can provide a basis for project managers to manage and control schedule risks.(3)The contribution of this study is to provide useful references for the management of schedule risk factors for high-end equipment manufacturing enterprises such as the gas turbine industry,aviation engine industry,and steam turbine industry.