项目管理案例报告总结

重庆市轻轨线一期工程大坪车站隧道设计工程

（The light railway tunnel design installment construction of Daping station, Chongqing）

一、项目简介(Project brief introduction)

1.1项目背景(Project background)

大坪车站隧道工程是重庆轻轨一期工程控制性工程，全长191.4m，开挖高度22m，道岔区开挖高度27.2m，为“亚洲第一跨”最大开挖截面396m2，隧道进口端30m覆盖层厚度仅4～10m，隧道所处位置老旧建筑林立，车流、人流密集。洞内围岩类型较差，涌水量129m3/d。(The tunnel construction of Daping station is the main construction in the light railway construction in Chongqing , whose total length is 191.4m, the depth is 22m and 27.2m around the cross road. As the Asia's first cross, the largest excavation cross-section is 396m2, the tunnel entrance side is coverd by layer which thickness is only 4 ~ 10m,the tunnel is located in city centre, many old buildings around ,the cars and crowd are filled. The cave surrounding rock types is worse; the inflow is 129m3 / d.)

1.2项目特点(Project characters)

（1）环境复杂：地处闹市区，老旧建筑林立，车流、人流密集

(The complicated environment: located in city centre, many old buildings around, the cars and crowd are filled)

（2）开挖高度高：开挖高度22m，道岔区27.2m

(Digging hight is high: 22m and 27.2m around the cross road)

（3）开挖跨度大：最大开挖截面396m2，为“亚洲第一跨”

(The span is long: the largest excavation cross section is 392m2, which is named for the Asia’s first cross)

（4）地质情况差：隧道进口端30m覆盖层厚度仅4～10m，洞内围岩类型较差，

(The geology is errand: the entrance of the tunnel is covered by layer which thickness is only 4 ~ 10m, The cave surrounding rock types is worse..) )

（5）涌水量大：涌水量129m3/d。

(The inflow is huge: the inflow is 129m3 / d)

1.3项目目标描述（The description of Project goal）

二．项目人员分析(The analysis of the Project staff )

2.1项目经理委托(The commission of the Project manager) 2.1.1资格要求(Quality requirements)：

项目经理要有专业的从事建造的资格证书，并在工程岗位上有多年工作经验。

（The project manager must have professional qualifications and years of work experience in engineering positions.）

2.1.2素质与能力要求(Quality and capacity requirements)

1、较高的整体素质(The higher quality of overall)

2、高度的责任感(The high sense of responsibility)

3、较高的组织管理能力(The higher organizational management capacity)

4、果断的判断力和决策力(The decisive judgment and decision-making ability)

5、具有抗风险防范意识(The anti-risk awareness)

6、较强的规划、控制与协调能力(The strong ability of planning, controlling and coordination) 2.2项目利益相关者分析(Project Stakeholder Analysis)

三、项目范围分析(The analysis of project scope)

3.1 WBS模式下的项目组织分解(The decomposition of project organizing in the WBS mode )

3.1.1项目内的工作分解结构由项目本身的特点决定，综合考虑各种分解要素，遵循以下原则：

第一，项目内部的WBS 应益遵循“自上而下，自下而上”的原则，要上下一致。

第二，根据项目的规模及复杂程度，确定工作任务分解的详细程度，并不是分解得越详细越好，而是分解到可控为止，一般周期不超过一个月，有明确的可交付成果。

第三，项目内工作分解时一般选择下列分解要素：项目阶段、工作流程或步骤、工作类别、责任部门、交付成果、工作内容等。但同一节点下，只能使用同一种分解方法分解出下一级节点，不能同时使用两种以上的方法。同时，不同的项目有不同的特点，因此分解要结合实际的工作，不能简单拷贝分解模板和步骤。

(The project's work breakdown structure determined by its own characteristics, considering a variety of decomposition elements, we should stick to the following principles:

First, we should follow the principle of "top-down, bottom-up" and should be consistent from top to bottom within the project WBS.

Secondly, we should decided the level of detail of the task decomposition according to the scale and complexity of the project, rather than the more detailed decomposition is better, but the decomposition into controllable, the general cycle can not exceed one month and also have a clear deliverables.

Third, we choose from the following decomposition of elements when we breakdown the project : project phases, work processes or steps, types of work, the responsible department, deliverables, and work. But at the same node, we can only decomposite the same kind of decomposition, a node can not simultaneously by two or more methods. At the same time, different projects have different characteristics, so the decomposition in the actual work can not simply copy the decomposition of the template and steps.)

3.1.2本工程运用WBS对项目分解的具体方法为：

首先，分析该项目工作计划来源。本项目工作计划由“规定动作”和“自选动作”组成。其次，将上述“规定动作”与“自选动作”放到一起进行梳理，合并产生本项目的范