建筑工程質(zhì)量管理外文翻譯

1、<p><b>　　建筑工程質(zhì)量管理</b></p><p>　　摘要：現(xiàn)代工程項(xiàng)目管理已納入質(zhì)量管理原則和其活動(dòng)的倡議?，F(xiàn)代質(zhì)量管理系統(tǒng)如 ISO 9000 系列標(biāo)準(zhǔn)的要求不斷監(jiān)測(cè)的建設(shè)進(jìn)程。此演示文稿將嘗試整合到一個(gè)真正的、 大的和復(fù)雜的建設(shè)項(xiàng)目，發(fā)生了由知名工程承建商在希臘雅典的關(guān)鍵質(zhì)量管理工具。詳細(xì)的分析提供了成本和時(shí)間的截止日期問題的改進(jìn)的機(jī)會(huì)。關(guān)鍵領(lǐng)域進(jìn)行了研究由 WB

2、S 和功能單元分析重點(diǎn)放在主要的活動(dòng)。</p><p>　　主要由的集思廣益會(huì)議、 魚骨圖和 Pareto 分析組合取得了解決問題的能力。預(yù)測(cè)程序，前期的策劃和管理人員編制已完成提高未來項(xiàng)目的建議。</p><p><b>　　簡(jiǎn)介</b></p><p>　　它是常見的一個(gè)建設(shè)項(xiàng)目，遇到延遲。有幾個(gè)原因，可以促進(jìn)對(duì)延遲一個(gè)項(xiàng)目。一個(gè)項(xiàng)目延遲作

3、出貢獻(xiàn)的各種原因分析是解決它的重要任務(wù)。以科學(xué)的方式，確定影響、 計(jì)時(shí)以及派遣影響的每個(gè)這些總體延遲的原因應(yīng)協(xié)助幫助雙方解決訴訟沒有延遲。此論文的目的是雙重的。一個(gè)是定義和分析導(dǎo)致延誤項(xiàng)目中的主要因素。另一種是以分析施工進(jìn)度延遲考慮的眾多因素，以找出的可能途徑消除這些因素，造成這些延誤。</p><p><b>　　拖延和索賠</b></p><p>　　拖延是在建筑

4、行業(yè)的最常見現(xiàn)象之一。在過去三十年期間在大多數(shù)類型的項(xiàng)目中，出現(xiàn)了延誤，從簡(jiǎn)單的建筑到最復(fù)雜的項(xiàng)目，如核發(fā)電廠項(xiàng)目或隧道工程。關(guān)于建筑工程項(xiàng)目和從中產(chǎn)生這種延誤索賠延誤是現(xiàn)代施工過程的一個(gè)組成部分。壓倒性所用的時(shí)間、 能源和成本專門討論拖延索賠不會(huì)開始當(dāng)最初提交索賠時(shí)處于或接近完成的一份工作，而是，施工延誤索賠過程就開始了在項(xiàng)目開始。延誤索賠經(jīng)常發(fā)生時(shí)的實(shí)際完成日期和合同完成日期之間的差異存在。延遲的時(shí)間是信息的基本確定的延遲原因所需。

5、但是，很難分析延誤索賠，許多因素，導(dǎo)致這種延遲，從而使它一個(gè)非常復(fù)雜的問題。這種因素之一是生產(chǎn)力的生產(chǎn)力損失或損失。</p><p>　　建設(shè)項(xiàng)目的過程中很多情況下可能會(huì)導(dǎo)致拖延。一般由客戶端所有者 （應(yīng)予賠償延誤） ； 也許造成的延誤承建商 (非可原諒的延誤） ；或神的行為或第三方 （可原諒的延誤）。他們可能會(huì)出現(xiàn)早或晚在工作時(shí)，單獨(dú)或與其他拖延。這份論文分類根據(jù)來源發(fā)生，非可寬恕延誤的主要原因，然后標(biāo)識(shí)這些原

6、因造成的因素。幾項(xiàng)研究討論了有關(guān)這些延遲的問題，但沒有重大的研究已進(jìn)行審查深度大非可寬恕延誤的原因。了解非可原諒的延誤的原因作出貢獻(xiàn)的基本因素將有助于查明和克服承建商在施工過程中所面對(duì)的問題。協(xié)助查明原因的非可原諒的延誤造成的因素，石川或魚骨頭圖已被用作一個(gè)分析工具，和排名方法已經(jīng)制訂了。談判損害公平和及時(shí)解決問題，有利于所有各方。基于網(wǎng)絡(luò)的調(diào)度是談判解決的變化、糾紛或延遲整個(gè)項(xiàng)目的一個(gè)優(yōu)秀工具。然而，在建造業(yè)，是任何單一標(biāo)準(zhǔn)和&quo

7、t;接受"的程序來確定更改訂單或計(jì)劃外的其他發(fā)展計(jì)劃延誤的影響。</p><p><b>　　建設(shè)項(xiàng)目</b></p><p>　　建設(shè)項(xiàng)目是復(fù)雜、耗時(shí)的承諾。一個(gè)項(xiàng)目的總開發(fā)通常包括幾個(gè)階段需要多樣化的專業(yè)服務(wù)。在從初始規(guī)劃到完成項(xiàng)目的進(jìn)展，典型的作業(yè)通過連續(xù)不同的階段，要求輸入從金融機(jī)構(gòu)、政府機(jī)構(gòu)、工程師、建筑師、律師、保險(xiǎn)和擔(dān)保公司、承建商、材料制造商

8、和供應(yīng)商等不同領(lǐng)域和建筑技工。在施工過程本身，甚至結(jié)構(gòu)的適度比例涉及到很多技能、 材料和字面上數(shù)百個(gè)不同的操作。裝配過程必須遵循自然的事件順序，構(gòu)成個(gè)人時(shí)間要求和之間的結(jié)構(gòu)的許多階層的限制性順序關(guān)系的復(fù)雜的模式。在某種程度上每個(gè)建設(shè)項(xiàng)目是唯一無二的工作很過很像。其具體情況，在每個(gè)結(jié)構(gòu)設(shè)計(jì)，以適應(yīng)它的環(huán)境，安排以執(zhí)行特定的功能，并且旨在反映個(gè)人的品味和喜好。變化無常的施工現(xiàn)場(chǎng)和甚至最標(biāo)準(zhǔn)化的建筑產(chǎn)品的創(chuàng)意和功利變化的可能性結(jié)合起來，使每個(gè)

9、施工項(xiàng)目新的和不同的經(jīng)驗(yàn)。承建商設(shè)置其網(wǎng)站上的"工廠"，并到很大程度上，自定義生成每個(gè)結(jié)構(gòu)。</p><p>　　施工過程是受高度可變和有時(shí)不可預(yù)知因素的影響。建設(shè)團(tuán)隊(duì)，其中包括建筑師、 工程師建筑技工、分包商、材料商，和其他人更改從一個(gè)作業(yè)到下一步。所有的復(fù)雜性所固有的不同建筑地盤，如底土條件、 表面形貌、 天氣、 交通、 材料供應(yīng)、 實(shí)用程序和服務(wù)、 當(dāng)?shù)胤职獭?勞動(dòng)條件和現(xiàn)有的技術(shù)施工

10、的一個(gè)固有部分。因此，建設(shè)項(xiàng)目典型地表現(xiàn)為通過其復(fù)雜性和多樣性，并由非標(biāo)準(zhǔn)化的其生產(chǎn)性質(zhì)。使用工廠制造的模塊化單位可能會(huì)削弱這個(gè)個(gè)性有點(diǎn)，但不是太可能現(xiàn)場(chǎng)施工過將能夠完全適應(yīng)的標(biāo)準(zhǔn)化的方法和產(chǎn)品均勻性的流水線生產(chǎn)。與此相反，許多制造過程都朝著"的一個(gè)"生產(chǎn)和采用很多原產(chǎn)于建筑行業(yè)的項(xiàng)目管理工具。</p><p><b>　　甘特條形圖</b></p><

11、;p>　　也稱為：里程碑圖表，項(xiàng)目的條形圖，活動(dòng)圖。甘特圖是一個(gè)條形圖，顯示的任務(wù)的一個(gè)項(xiàng)目，當(dāng)每個(gè)必須采取的地方，每個(gè)需要多長(zhǎng)時(shí)間。隨著項(xiàng)目的進(jìn)展，條形圖顯示為灰色，顯示已完成了哪些任務(wù)。分配給每個(gè)任務(wù)的人也可以來表示。何時(shí)使用：當(dāng)調(diào)度和監(jiān)測(cè)項(xiàng)目?jī)?nèi)的任務(wù)。當(dāng)通信計(jì)劃或項(xiàng)目的狀態(tài)。當(dāng)項(xiàng)目或過程，它們的順序和其持續(xù)時(shí)間的步驟是已知的。當(dāng)沒有必要顯示哪些任務(wù)取決于前一任務(wù)的完成。</p><p><b&g

12、t;　　項(xiàng)目管理軟件</b></p><p>　　一、 有效地控制大型和復(fù)雜項(xiàng)目。春華被為了處理大型、 復(fù)雜和高多方面的項(xiàng)目。組織 100,000 的活動(dòng)項(xiàng)目，P3 提供了無限的資源和無限的數(shù)量的目標(biāo)計(jì)劃。大規(guī)模的數(shù)據(jù)需要復(fù)雜的但高度靈活的組織工具。P3 為您提供多種方式來組織，篩選和排序活動(dòng)、 項(xiàng)目和資源。</p><p>　　二、 管理在多用戶環(huán)境中的多個(gè)項(xiàng)目。大、 紀(jì)律嚴(yán)

13、明的項(xiàng)目團(tuán)隊(duì)。強(qiáng)度高、 期限短的項(xiàng)目。共享資源有限的關(guān)鍵項(xiàng)目。春華可幫助管理他們所有。它提供了一個(gè)單一的數(shù)據(jù)庫解決方案 （符合 ODBC），提供項(xiàng)目文件在整個(gè)項(xiàng)目 ； 多個(gè)用戶同時(shí)訪問無論何時(shí)何地，所需。Web 功能也可以容易地保持整個(gè)團(tuán)隊(duì)通知。</p><p>　　三.與其他公司的程序兼容。春華提供令人印象深刻的能力，將其數(shù)據(jù)與信息的整個(gè)公司結(jié)合。它支持各種數(shù)據(jù)交換格式。你可以剪切和粘貼與其他 Windows

14、應(yīng)用程序，或使用對(duì)象鏈接和嵌入 (OLE) 鏈接從其他應(yīng)用程序的信息。P3 提供了真正的客戶端/服務(wù)器操作進(jìn)行加速處理和匯報(bào)項(xiàng)目數(shù)據(jù)庫的 SQL 訪問。</p><p><b>　　質(zhì)量工具</b></p><p>　　一些最重要和最常用使用的工具的質(zhì)量：魚骨圖，排列圖，表散點(diǎn)圖，決策矩陣，流程圖，分層控制圖，直方圖，靈感觸發(fā)樹圖。</p><p&

15、gt;<b>　　項(xiàng)目簡(jiǎn)介</b></p><p>　　早在 1997 年大希臘石油化工公司 (以下簡(jiǎn)稱為"所有者"） 調(diào)用與關(guān)于建設(shè) 130.000 t/y 生產(chǎn)容量聚丙烯裝置在希臘 (以下簡(jiǎn)稱"項(xiàng)目"） 的交鑰匙合同有關(guān)的國(guó)際招標(biāo)。聚丙烯被認(rèn)為是在不久的將來的材料之一，很快它預(yù)計(jì)取代 PVC 塑料中的大多數(shù)其當(dāng)前的應(yīng)用程序。經(jīng)過一年的談判，所有者接

16、受的提案，一家大型建筑和工程公司，專門從事石油化工廠和煉油廠 (以下簡(jiǎn)稱"工程師"），為價(jià)格的 83.900.000 項(xiàng)目的執(zhí)行建筑 ECU 再加上 9.600.000.000 GRD。</p><p>　　工程師邀請(qǐng)另一大型國(guó)內(nèi)建筑公司 (以下簡(jiǎn)稱"承包人"） 作為潛在的分包商，提交一份關(guān)于執(zhí)行的最大的建筑工程和某些服務(wù)和供應(yīng)品的建議。承建商提交他關(guān)于提案 1998 年

17、3 月 23 日和 1998 年 11 月 23 日簽訂了一項(xiàng)協(xié)議，兩家公司。余下工程被分包給另一個(gè)分包商 (下稱作為"分包商 #1"） 他們與相關(guān)的網(wǎng)站上裝配聚丙烯等領(lǐng)域，一份工作，需要高度專門的特定活動(dòng)的構(gòu)造函數(shù)和它的值不超過 1.000.000.000 GDR。</p><p>　　雖然由所有者與有關(guān)的國(guó)際環(huán)境及其投資的可行性初步研究感到滿意 70.000 色調(diào)聚丙烯每年生產(chǎn)的工廠的能力

18、，后來更成熟、 更詳細(xì)的研究，突出需要更高的生產(chǎn)，在訂購(gòu)產(chǎn)品要更便宜和更具競(jìng)爭(zhēng)力的國(guó)內(nèi)和國(guó)際市場(chǎng)。</p><p><b>　　項(xiàng)目的主要階段</b></p><p>　　該項(xiàng)目包括以下主要學(xué)科的工程：土建工程，根據(jù)這一學(xué)科，包括所有土方、 基礎(chǔ)、鋼結(jié)構(gòu)、工業(yè)鋪路，豎立建筑物、地下輸水管道工程和坑。</p><p><b>　　工程機(jī)

19、械</b></p><p>　　根據(jù)這一學(xué)科，包括所有的輸水管道工程 (預(yù)制、 架設(shè)、 非破壞性檢查和液壓或氣動(dòng)測(cè)試)、 設(shè)備安裝 （如反應(yīng)器、擠出機(jī)、筒倉(cāng)、船只、flare、坦克、鼓、壓縮機(jī)、閥門、泵等)、消防戰(zhàn)斗系統(tǒng)、氣動(dòng)牽引系統(tǒng)和套袋系統(tǒng)和制作和安裝的鋼支撐。</p><p><b>　　電氣工程</b></p><p>　　

20、根據(jù)這一學(xué)科，包括所有的電力變壓器、開關(guān)設(shè)備、電信系統(tǒng)、電機(jī)連接，安裝鋪設(shè)電纜和安裝的所有電纜橋架、接地系統(tǒng)、照明系統(tǒng)、電采暖系統(tǒng)等......</p><p><b>　　儀器工作</b></p><p>　　根據(jù)這一學(xué)科，包括所有的文書，其連接和端子，儀表電纜、 接線在控制室、 機(jī)柜、 控制臺(tái)和所有控件的安裝的安裝鋪設(shè)安裝室等......</p>&

21、lt;p><b>　　保溫工程</b></p><p>　　根據(jù)這一學(xué)科是包括冷、熱絕緣的所有管道元素、設(shè)備和儀器的項(xiàng)目，無論這種授課的規(guī)格和圖紙。</p><p><b>　　繪畫作品</b></p><p>　　根據(jù)這一學(xué)科是包括噴砂機(jī)和繪畫所有鋼的支持，無論這指示通過有關(guān)的規(guī)格和繪畫的項(xiàng)目的所有鋼結(jié)構(gòu)的許多管道

22、線軸之前他們架設(shè)，繪畫的豎立的管道和設(shè)備，噴砂。</p><p>　　管道 （地下鋪設(shè)和離岸的實(shí)用程序）</p><p>　　根據(jù)這一學(xué)科是包括從其海上平臺(tái) （這是從海岸既定的 800mt），到煉油廠的限制現(xiàn)有的管道系統(tǒng)的檢查新管線，詳細(xì)的設(shè)計(jì)，所有所需采購(gòu)的材料和設(shè)備和最后所有施工階段的跟蹤。施工階段包括制造和架設(shè)一個(gè)裝載臂[1]在海上平臺(tái)終端 – 800mt 從海岸 — — 和互連與該

23、項(xiàng)目通過一種復(fù)雜的閥門和一個(gè) 10 英寸管道幾乎 5.500 m 長(zhǎng)度，從中 800mt 奠定了水下和 4.300mt，其余敷設(shè)在地下。本部分僅在整個(gè)項(xiàng)目中的工程，承建商在其工作范圍也有設(shè)計(jì)、 采購(gòu)的所有管道和設(shè)備的預(yù)調(diào)試和調(diào)試活動(dòng)。</p><p>　　一般情況下，所有工程學(xué)科的都分隔在以下幾個(gè)階段：</p><p>　　設(shè)計(jì)、 采購(gòu)和交付的材料和設(shè)備、 施工期間和預(yù)調(diào)試和調(diào)試期間在網(wǎng)站

24、上。承建商如主要分包商的項(xiàng)目已經(jīng)在其范圍內(nèi)的工作，只有架設(shè)活動(dòng)和采購(gòu)的所有建筑材料，如磚、 水泥、 鋼筋、 道路瀝青、 鋼結(jié)構(gòu)、 鋼結(jié)構(gòu)的支撐和電纜橋架和絕緣和繪畫材料的一部分。所有設(shè)備、 管道、 纜線、 文書、 鋼結(jié)構(gòu)被采購(gòu)和工程公司在網(wǎng)站上發(fā)表的主要部分。項(xiàng)目的規(guī)劃和進(jìn)展監(jiān)測(cè)只是由工程師分為以下 13 主要職能單位如下所示：一般地區(qū)，海上平臺(tái)，海管道 (和加載平臺(tái))，聚合，擠壓面積，公用事業(yè)領(lǐng)域，主要電氣子站 / 控制房間面積，其他

25、建筑 （辦公大樓催化劑存儲(chǔ)），領(lǐng)域領(lǐng)域，連通管架 (ISBL 地區(qū))，連通管架 (OSBL 地區(qū))，倉(cāng)庫 / 群組 / 套袋區(qū)，地下區(qū)。為人不熟悉的石化和一般的工業(yè)建筑活動(dòng)，它應(yīng)該是在這里說普通的一系列活動(dòng)之間的各項(xiàng)活動(dòng)的主要類別是以下：在網(wǎng)站上，調(diào)動(dòng)，挖掘，鋼結(jié)構(gòu)和其它建筑物，像電變電站、 控制室、 行政大樓、 倉(cāng)庫等建筑的混凝土基礎(chǔ)。其中包括互連管架或他們將的建筑物的鋼結(jié)構(gòu)固定設(shè)備。大型預(yù)制孔管道 （管道直徑 2 英寸以上）。設(shè)備安

26、裝。電纜橋架架設(shè)。制作和安裝的管道支持。大口徑管道的安</p><p><b>　　關(guān)鍵活動(dòng)</b></p><p>　　并非所有上述活動(dòng)都開始后活動(dòng)的關(guān)鍵。但例如主要鋼結(jié)構(gòu)的吊裝至關(guān)重要的其余活動(dòng)開始。所有的管道 （小型和大型內(nèi)孔） 用某種設(shè)備，就像一艘船、 壓縮機(jī)、泵、反應(yīng)堆、擠出機(jī)等連接。盡管對(duì)什么預(yù)期，安裝的設(shè)備不是制作的關(guān)鍵或甚至在架設(shè)的大口徑管道因?yàn)榫W(wǎng)站上

27、的大口徑管道的位置是根據(jù)圖紙和沒有用的設(shè)備，它的最終位置是不需要任何規(guī)范中事先安裝的設(shè)備相反的小口徑管道必須位于后安裝的設(shè)備，因?yàn)樗麄兊拇_切位置和對(duì)齊方式與設(shè)備（尤其是與那些有旋轉(zhuǎn)部件，泵和壓縮機(jī)等）和它必須始終在其架設(shè)實(shí)地檢查。</p><p>　　此外，有很多的其他類似的系統(tǒng)必備組件，經(jīng)驗(yàn)豐富的項(xiàng)目管理和規(guī)劃小組應(yīng)該有考慮到期間的項(xiàng)目和密切合作在整個(gè)施工階段按照規(guī)劃時(shí)間表的問題。</p><

28、;p>　　它應(yīng)該是這里注意以下內(nèi)容：每個(gè)區(qū)域的植物是離散從其他（不包括互連煙斗架，都是他們的項(xiàng)目的所有區(qū)域覆蓋件)和在一個(gè)地區(qū)正在發(fā)生的活動(dòng)不是關(guān)鍵的另一地區(qū)的活動(dòng)開始直到機(jī)械完成的工程。</p><p>　　創(chuàng)建延遲和工程的進(jìn)展情況對(duì)中斷的問題</p><p>　　過早開始預(yù)調(diào)試和調(diào)試活動(dòng)的產(chǎn)生了不利影響，造成廣泛的延遲和對(duì)承建商的工程的中斷：工程師正在同時(shí)在同一地區(qū)與承建商。工程

29、師借鑒承建商的資源，以協(xié)助工程師在其過早的活動(dòng)中。工程師曾強(qiáng)迫承建商的關(guān)注，支持工程師結(jié)算與預(yù)調(diào)試和調(diào)試而不是集中精力實(shí)現(xiàn)整體機(jī)械部分的竣工，這是承包商的小學(xué)和前面的合同義務(wù)的承建商的活動(dòng)有關(guān)的輕微缺陷。工程師的預(yù)調(diào)試和調(diào)試活動(dòng)的更早的開始公布了眾多問題，工程師的工程，導(dǎo)致甚至對(duì)測(cè)試部分的工程更改的說明。工程師的調(diào)試團(tuán)隊(duì)以及其他分包商雇用的工程師為調(diào)試目的造成廣泛的損害，對(duì)承包商完成的工程。在許多情況下這些作品已不尚未被移交給工程師，增

30、加承包商的返工。此外，廣泛的修改被處決到承包商完成的工程的工程師的調(diào)試小組和其他分包商，恕不另行通知向承建商和未經(jīng)其同意。缺乏普遍之間工程師的施工和調(diào)試各部門的溝通造成相互沖突批示的承建商。</p><p>　　Project Quality Management in Construction</p><p>　　Modern construction project managemen

31、t has incorporated quality management principles and initiatives in their activities. Modern quality management systems such as ISO 9000 series of standards require incessant monitoring of construction processes. This pr

32、esentation attempts to consolidate key quality management tools to a real, large and complex building project that took place in Athens, Greece by a well-known works contractor. Detailed analysis provides opportunities f

33、or improvements in cost</p><p>　　Problem solving was achieved mainly by a combination of brainstorming sessions, Fishbone diagrams and Pareto analysis. A proposal for improving future projects has been concl

34、uded on forecasting procedures, stage planning and management staffing.</p><p>　　Introduction</p><p>　　It is common for a construction project to encounter delays. There are several reasons that

35、 can contribute to delaying a project. Analyzing the various causes that contribute to a project’s delay is an important task to resolving it. Determining, in a scientific manner, the impact, timing, and the contributing

36、 effect of each of those causes to the overall delay should assist in helping the parties settle the delay without litigation. The aim of this thesis is twofold. One is the definition and a</p><p>　　Delays a

37、nd claims</p><p>　　Delays are among the most common phenomena in the construction industry. During the last three decades delays have occurred in most types of projects, from simple building projects to the

38、most complex projects such as nuclear power plants or tunnelling works. Delays on construction projects, and the claims which emanate from such delays, are an integral part of the modern construction process. The overwhe

39、lming amount of time, energy, and cost devoted to delay claims does not begin when a claim i</p><p>　　During a construction project, delays may result from many circumstances. Generally delays maybe caused b

40、y the client-owner (compensable delays); the contractors (non-excusable delays); or acts of God or a third party (excusable delays). They may occur early or late in the job, alone or with other delays. This thesis classi

41、fies the main causes of non-excusable delays according to the source of occurrence, and then identifies the factors contributing to those causes. Several studies have discusse</p><p>　　The construction proje

42、ct</p><p>　　Construction projects are intricate, time-consuming undertakings. The total development of a project normally consists of several phases requiring a diverse range of specialized services. In prog

43、ressing from initial planning to project completion, the typical job passes through successive and distinct stages that demand input from such disparate areas as financial organizations, governmental agencies, engineers,

44、 architects, lawyers, insurance and surety companies, contractors, material manufactu</p><p>　　The construction process is subject to the influence of highly variable and sometimes unpredictable factors. The

45、 construction team, which includes architects, engineers building tradesmen, subcontractors, material dealers, and others, changes from one job to the next. All the complexities inherent in different construction sites,

46、such as subsoil conditions, surface topography, weather, transportation, material supply, utilities and services, local subcontractors, labor conditions, and available </p><p>　　Gantt chart</p><p&

47、gt;　　Also Called: milestones chart, project bar chart, activity chart. A Gantt chart is a bar chart that shows the tasks of a project, when each must take place and how long each will take. As the project progresses, bar

48、s are shaded to show which tasks have been completed. People assigned to each task also can be represented. When to Use:</p><p>　　When scheduling and monitoring tasks within a project.</p><p>　　

49、When communicating plans or status of a project.</p><p>　　When the steps of the project or process, their sequence and their duration are known.</p><p>　　When it’s not necessary to show which ta

50、sks depend on completion of previous tasks.</p><p>　　Project management software</p><p>　　Primavera Project Planner</p><p>　　i. Control large and complex projects efficiently. Prima

51、vera is designed to handle large-scale, highly sophisticated and multifaceted projects. To organize projects up to 100,000 activities, P3 provides unlimited resources and an unlimited number of target plans. Massive data

52、 requires sophisticated, yet highly flexible organization tools. P3 gives you a multitude of ways to organize, filter and sort activities, projects, and resources.</p><p>　　ii. Manage multiple projects in a

53、multiuser environment. Large, multi-disciplined project teams. High intensity, short duration projects. Critical projects sharing limited resources. Primavera can help manage them all. It offers a single database solutio

54、n (ODBC-compliant) that provides simultaneous access to project files by multiple users throughout the project; whenever and wherever required. Web features also make it easy to keep the whole team informed.</p>&

55、lt;p>　　iii. Compatible with other programs in the corporation. Primavera offers impressive capability for integrating its data with information throughout the company. It supports a wide variety of data exchange forma

56、ts. You can cut and paste with other Windows applications, or use Object Linking and Embedding (OLE) to link information from other applications. P3 provides true Client/Server operation for accelerated processing and SQ

57、L access for reporting on the project database.</p><p>　　Quality Tools</p><p>　　Some of the most important and most commonly used quality tools are:</p><p>　　· Plan–Do–Check–Ac

58、t Cycle</p><p>　　· Fishbone Diagram</p><p>　　· Pareto Chart</p><p>　　· Scatter Diagram</p><p>　　· Decision Matrix</p><p>　　· Flowc

59、hart</p><p>　　· Stratification</p><p>　　· Control Chart</p><p>　　· Histogram</p><p>　　· Brainstorming</p><p>　　· Tree Diagram</

60、p><p>　　Introduction to the project</p><p>　　Early in 1997 a large Greek petrochemical company (hereinafter referred to as “Owner”) called for international tenders relating to a turn-key contract

61、concerning the construction of a 130.000 t/y production capacity polypropylene plant in Greece (hereinafter referred to as the “Project”). Polypropylene is considered to be one of the materials of the near future and soo

62、n it is expected to replace the PVC plastic in most of its current applications. After one year of negotiations, the Owner accep</p><p>　　Engineer invited another large domestic construction company (hereina

63、fter referred to as “Contractor”) to submit, as potential subcontractor, a proposal concerning execution of the greatest portion of the construction works and certain services and supplies. Contractor submitted his propo

64、sal on March 23, 1998 and on November 23, 1998 the two companies entered into an agreement. The rest of the Works were subcontracted to another subcontractor (hereinafter referred as “Subcontractor #1”) and they</p>

65、;<p>　　Although the preliminary studies made by the Owner related to the viability of its investment in the international environment were satisfied with the plant’s ability for production of 70.000 tones polyprop

66、ylene per year, later more mature and detailed studies were highlighting the need for higher production, in order the product to be cheaper and more competitive both to national and international markets.</p><

67、p>　　The main stages of the project</p><p>　　The Project consists of the following main disciplines of works:</p><p>　　Civil Works</p><p>　　Under this discipline are included all

68、earthworks, foundations, steel structures, industrial paving, erection of buildings, underground piping works and pits.</p><p>　　Mechanical Works</p><p>　　Under this discipline are included all

69、piping works (prefabrication, erection, non destructive inspections and hydraulic or pneumatic tests), equipment erection (such as the reactor, the extruder, silos, vessels, flare, tanks, drums, compressors, valves, pump

70、s etc.), fire fighting system, pneumatic haulage system and bagging system and the fabrication and erection of steel supports.</p><p>　　Electrical Works</p><p>　　Under this discipline are includ

71、ed all installations of power transformers, switchgears, telecommunication systems, the motor connections, the laying of cables and the erection of all the cable trays, the earthing system, the lighting system, the elect

72、ric heating system etc…</p><p>　　Instrument Works</p><p>　　Under this discipline are included all installations of instruments, their connections and terminations, the laying of the instrument c

73、ables, the wiring in the control room, the installation of cabinets, consoles and the installation of all the control room etc…</p><p>　　Insulation Works</p><p>　　Under this discipline is includ

74、ed the cold and hot insulation of all the piping elements, equipment and instruments of the project, wherever such an instruction is given by the specifications and the drawings.</p><p>　　Painting Works</

75、p><p>　　Under this discipline is included the sandblasting and painting of all the steel supports, the sandblasting of many piping spools before their erection, the painting of erected piping and equipment, whe

76、rever this is instructed through the relevant specifications and the painting of all the steel structures of the Project.</p><p>　　Pipeline (Underground laying and offshore utilities)</p><p>　　U

77、nder this discipline was included the inspection of the existing pipeline system from the limits of the refinery up to its sea platform (which is established 800mt from the coast), the tracing of a new pipeline, the deta

78、iled design, all the required procurement of materials and equipment and final all the construction phase. The construction phase includes the fabrication and erection of one loading arm[1] in a sea platform terminal – 8

79、00mt from the coast – and the interconnection with the proj</p><p>　　In general, all works of the disciplines are separated in the following stages:</p><p>　　The design, the procurement and deli

80、very on the site of the materials and the equipment, the construction period, and the pre-commissioning and commissioning period. Contractor as the Main Subcontractor of the Project had in its scope of the work, only the

81、 erection activities and the procurement of all building materials, such as bricks, cement, rebars, road bitumen, a part of the steel structures, all the steel supports and cable trays and the materials for insulation an

82、d painting.</p><p>　　All the equipment, piping, cables, instruments, the major part of the steel structures were procured and delivered on site by the Engineering company.</p><p>　　The project f

83、or planning and progress monitoring only was divided by Engineer into the following 13 main functional units as shown below:</p><p>　　· General Area</p><p>　　· Sea Platform</p>

84、<p>　　· Sea Pipeline (and Loading Platform)</p><p>　　· Polymerization</p><p>　　· Extrusion Area</p><p>　　· Utilities Area</p><p>　　· Main

85、Electrical Sub-station / Control Room Area</p><p>　　· Other Building (Office Building Catalyst Storage)</p><p>　　· Spheres Area</p><p>　　· Interconnecting Pipe racks

86、(ISBL Area)</p><p>　　· Interconnecting Pipe racks (OSBL Area)</p><p>　　· Warehouse / Silos / Bagging Area</p><p>　　· Underground Area</p><p>　　For someon

87、e not familiar with the petrochemical and in general the industrial construction activities, it should be remarked here that the ordinary series of activities between the main categories of the activities are the followi

88、ng:</p><p>　　· Mobilization on site,</p><p>　　· Excavations</p><p>　　· Concrete Foundations for the Steel Structures and construction of other buildings, like Electri

89、cal Substation, Control Room, Administration Buildings, Warehouses etc.</p><p>　　· The steel structures which include interconnecting pipe racks or buildings on which they will be seated the equipment.&

90、lt;/p><p>　　· Prefabrication of large bore Piping (pipes with more than 2 inches diameter).</p><p>　　· Erection of Equipment.</p><p>　　· Cable Trays erection.</p>

91、<p>　　· Fabrication and erection of pipe supports.</p><p>　　· Erection of large bore piping.</p><p>　　· Erection of small bore piping (pipes with equal or less than 2 inches

92、 diameter) and erection of additional supports.</p><p>　　· Laying of electrical cables.</p><p>　　· Laying of instrument cables.</p><p>　　· Installation of Junction Bo

93、xes, DCS, Cabinets, erection of instruments, wiring on control room etc.</p><p>　　· Connections and terminations of cables.</p><p>　　· Hydraulic and Pneumatic tests of piping and final

94、 reinstatement of all pipe lines and of all the instruments connected on them.</p><p>　　Critical Activities</p><p>　　Not all of the above activities are critical for the start of the posterior a

95、ctivities. But for instance the erection of the main steel structures is essential for the start of the rest of the activities. All the pipes (small and large bore) are connected with some kind of equipment, like a vesse

96、l, a compressor, a pump, the reactor, the extruder etc. Notwithstanding to what is expected, the installation of the equipment is not crucial for the fabrication or even the erection of the large bore pi</p><p

97、>　　Furthermore, there are dozens of other similar prerequisites that an experienced project management and planning team should have taken into account during the issue of the planning schedule of the project and foll

98、ow closely during the whole construction phase.</p><p>　　It should be noticed here also the following:</p><p>　　· that each area of the plant was discrete from the others (with the exceptio

99、n of the interconnecting pipe racks, which they were covering parts of all the areas of the Project) and</p><p>　　· the activities that were taking place in one area were not critical for the start of t

100、he activities in another area until the mechanical completion of the works.</p><p>　　Coclusions: Problems that created delays and disruption to the progress of the works.</p><p>　　Premature star

101、t of pre-commissioning and commissioning activities had detrimental consequences and caused extensive delay and disruption to Contractor’s works:</p><p>　　· Engineer was working concurrently in the same

102、 area with Contractor.</p><p>　　· Engineer was drawing on Contractor’s resources to assist Engineer in its premature activities.</p><p>　　· Engineer had forced Contractor’s attention t

103、o support Engineer in clearing minor defects related to pre-commissioning and commissioning activities instead of Contractor concentrating its efforts on achieving the overall Mechanical Completion, which was Contractor’