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上海绿宝园项目进度计划的刚性过强,缺乏柔性。根据柔性管理的特点,把柔性管理的理念应用到房地产建设项目进度管理中,通过采取激励措施来提高劳动积极性;对每一计划进度的延迟进行客观分析,谁引起,谁负责;进度管理中,供应柔性区的长短可由关键路线上去除的所有安全因子之和的一半来确定。通过项目进度的柔性管理实践来证明该方法的有效性。
Shanghai Emerald Garden project schedule rigidity, lack of flexibility. According to the characteristics of flexible management, the concept of flexible management is applied to the progress management of real estate construction projects, which improves the enthusiasm of the work by adopting the incentive measures; objectively analyzes the delay of each planned progress, who is responsible and who is responsible; in the progress management, The length of the supply flex area can be determined by the sum of all the safety factors removed on the critical route. The effectiveness of this method is proved through the flexible management of project progress.