【作者】 宋全力；

【导师】 赫丛喜；

【作者基本信息】 东北石油大学 ， 项目管理， 2011， 硕士

【摘要】 油田企业机构优化后,吉林油田物资管理部门按照油公司的统一规划和布置重新规划建设了新的物资管理部门。新部门的建立进一步规范了管理,但管理部门没有完善的物资管理信息系统以实现实时处理物资管理业务,导致吉林油田物资管理部不能与下级单位进行信息的连接和共享,不能实现采购、入库、结算等实时信息管理,不能准确、实时的掌握所有物资采购、运送、发出和库存等情况,不能根据物资库存情况制定采购和调拨计划,进而不能很好的提高存货周转率和采购资金使用效率。因此,如何实现物资工作的精细化管理,实现从静态信息向动态信息的转变,构建覆盖物油田总部、资管理部门、二级单位及所有基层小队的物资管理系统,以提高吉林油田物资管理水平,已成为吉林油田物资管理部门亟需解决的重要课题。本文首先以现行国家物资管理信息化为切入点,对现行物资管理信息化成果及未来发展趋势进行阐述,提出本文的研究意义和价值,并对国内外项目管理及进度管理相关研究现状进行简要综述;其次,阐述项目工作分解、时间估算、项目进度计划编制、优化等工作的常用方法和步骤;再次,结合吉林油田物资管理系统开发项目分析并建立项目工作分解结构图、工作逻辑关系、编制责任分配矩阵及网络计划图,并根据工期要求提出具体的进度优化措施;最后,对吉林油田物资管理系统开发项目进度按照分析控制过程、进行动态监控和采取控制措施的思路实行全过程动态控制和管理,切实保证项目开发的质量和效率。更多还原

【Abstract】 After oil business organizations’being optimized, Jilin Oilfield Material Management Department re-planned and constructed a new materials management department in accordance with the oil company’s unified plan and arrangement. While further standardizing the management of the new department, Management department did not have complete perfect management information system to realize real-time processing material management business. Thus materials management department of Jilin Oilfield could not connect and share information with lower units, could not achieve the procurement, warehousing, billing and other real-time information management, could not draw up procurement and allocation plan according to material inventory, and then could not improve inventory turnover and procurement funds rate.Therefor, it has become the important issue be solved in material management department of Jilin Oilfield that changing from static information to dynamic information, building material management system covering field headquarters, material management, secondary units and all the primary teams to improve the material management level.With the current national material management information as starting point, this paper firstly elaborated the outcome of the current material management information and future trends, raised the significance and value of paper, and briefly reviewed related research on domestic and international project management and schedul management; Secendly, this paper elaborated common methods and procedures on project decomposition, time estimates, project schedule planning, optimization; Then, analyzed and established the project work breakdown structure diagram, logical relationship work, responsibility assignment matrix and the network plan combining Jilin Oilfield material management system development project, and required specific optimization measures according to the progress schedule; Finaly, this paper made the whole process dynamic control and management in accordance with analysis control process, dynamic monitoring and control measures taken by the idea to ensure the quality and efficiency of project development.更多还原