“华龙一号”海外首堆工程进度管理研究与实践

巴基斯坦卡拉奇核电项目K-2机组是“华龙一号”海外首堆,其管理难度较M310机组大大提高,工程进度需要有效管控。“华龙一号”海外首堆工程充分分析进度管理难点,并且结合以往核电项目经验,建立完善的进度管理体系。在项目建设实践中,采用全周期、各领域和各阶段的主、次关键路径及基于施工-调试逻辑图的进度管理方法,立足各目标节点的各领域一体化管理方法,依据里程碑、年度和月度控制点的精细化管理方法,进度联合办公一体化管理方法,以及依托重要节点、重要工作的攻坚克难突击队等,使各领域、各单位目标一致,项目进度有序推进,最终实现机组商运。

Karachi nuclear power project K-2 unit in Pakistan is the first overseas project of"Hualong No.1".Its management difficulty is much higher than that of M310 unit,so the project progress needs to be effectively controlled.The first overseas nuclear power project of Hualong No.1 has analyzed the difficulties of schedule management and established a complete schedule management system combined with the experience of previous nuclear power projects.In the practice of project construction,the primary and secondary critical paths of the whole cycle,each field and each stage and the progress management method based on the construction-debugging logic diagram are adopted,which is based on the integrated management method of each domain of each target node.According to the fine management method of milestone,annual and monthly control points,the integrated management method of joint office on schedule,and the assault team relying on important nodes and important work,etc.Thus,the objectives of all fields and units are consistent,the progress of the project is advanced in an orderly manner,and finally the commercial operation of the unit is realized.