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 目的范围目标，既是该项目的工作范围，也是项目完成时要达到的目标，还是项目进行或完成过程中的检验标准。 确定项目目标后，根据该项目的特点进行详细分解，如果项目分阶段进行，则 先分阶段，阶段的下一级为主要任务，任务再细分为子任务，分解直到工作单元可控为止.
(The detailed ways to the project which use WBS decomposition is :
First, we should analysis the sources of the project work plan. The project work plan is consist of the action "and" Freestyle ".
Secondly, the above determined the action and Freestyle can put together to sort out the merger of the scope of the project objectives, they are all the project scope of work and completion of the project to achieve the goal or project or the process inspection standards which used to inspect the complete process.)
3.2 WBS项目分解图(the chart of the WBS Project decomposition )
四、项目经理部组织 (The organization of the Project manager department)
4.1项目组织结构(The structure of Project organization)
经过对项目进行综合分析，我们认为重庆轻轨线一期工程大坪车站隧道设计工程项目有如下特点：
4.1.1 项目所在位置地物、工程地质、水文地质条件复杂，技术难度、技术要求高；需要众多专家参与；
4.1.2 勘察设计阶段涉及部门、单位多，沟通协调度、综合管理难度大；需要公司各部门、各单位通力合作；
4.1.3 本项目是重庆市的重点工程之一,重庆市政府期望值高；
4.1.4长期以来，重庆市场是我公司的优质客户市场，我公司十分重视重庆市场的开发；
因此，公司领导决定采用项目管理模式进行管理，公司任命项目经理，采用强矩阵式组织结构。项目经理在总经理的直接领导下，有充分的权利调动公司所有资源。项目团队成员在项目经理的领导下，目标责任明确，相互团结协作，保证项目取得成功。
(After a comprehensive analysis of the project, we think that Chongqing light railway of Daping station tunnel design project has the following characteristics:
4.1.1 Project location of surface features, engineering geological and hydro geological conditions is complex, it needs high technical and technic is difficult and also need many experts to participate;
4.1.2 The survey and design phase need more involves departments and it is hard to communicate and integrated manage; it needs various departments and the units to work together;
4.1.3 The project is one of the key projects in Chongqing; the Chongqing municipal government give a high expectation;
4.1.4 Over the years, the market in Chongqing is our company's quality customer market; the company attaches great importance to the development of the market in Chongqing;
So, the leadership decided to use the project management model to manage the company, the company appointed a project manager, adopt a strong matrix organizational structure. Project manager under the direct leadership of general manager, who has the full right to mobilize all the resources of the company. Project team members under the leadership of the project manager,whose target specific responsibilities is clear, and they work mutual solidarity and cooperation to ensure the success of the project.)
4.2项目组织结构图（强矩阵）(The PM organization structure chart(strong matrix)
4.3人员需求分析(the analysis of staffing requirements)
根据工程项目的建设周期和施工计划要求，并依据WBS、资源需求计划、资源价格、持续时间等，从而对该工程项目的人员需求进行分析整理，得到下表：
(We analysis the duration of the staffing needs of the project sort them, according to the request of the project construction period and construction plan, and based on the WBS, resource requirements planning, resource prices, we get the following table)
人力资源计划表(Human resource planning table)
五、项目控制与管理(Project control and management)
5.1成本控制与管理(Cost Control and Management)
采用的基本工作原理是动态控制原理，即采用计算机辅助的手段，在项目设计的各个阶段，分析和审核投资计划值，并将不同阶段的投资计划值和实际值进行动态跟踪比较，当其发生偏差时，分析产生偏差的原因，提出纠偏的措施，使项目设计在确保项目质量的前提下，充分考虑项目的经济性，使项目总投资控制在计划总投资范围以内。
（1）审核方案设计优化估算，并提出审核报告和建议；
（2）审核设计概算，并提出审核报告和意见；
（3）在审核设计概算的基础上，确定项目总投资目标值；
（4）对施工图设计从设计、施工、材料和设备等多方面进行必要的市场调查分析和技术经济比较，并提出咨询 报告，供业主参考；
(The basic principle is the principle of dynamic control, which use the ways of CA, at the different stages of project design, we analysis and audit of the value of the investment plan, and compare investment plan with actual values at different stages in dynamic tracking , when it occurred deviation, analysis of the causes of deviations and the proposed corrective measures are suggested. we control the total investment of the project within the total planned investment, considering the economics of the project under the premise of ensuring the quality of projects.
(1)Review the program design and suggest an optimal estimation, make an audit report and recommendations;
(2) Review design estimates, and make audit reports and opinions;
(3)To determine the target value of the total investment of the project on the basis of design-estimates;
(4)We analysis the necessary market research and compare the technical with economic from the design, construction, materials and equipment. we come up with an advisory report for the owners.)
5.2进度控制与管理(Schedule Control and Management)
设计进度如果控制不住，将直接影响到项目建设总进度目标的实现。为了缩短建设周期，项目管理人员应协助设计单位进行合理的安排，使设计进度计划为施工招标服务，并尽量使设计满足业主对开工日期的要求、同时兼顾采购周期较长的材料、设备供应时间的要求，同时应充分考虑到有关政府和市政部门对设计文件审批的时间要求。此外，对于由业主自身因素造成对设计进度的影响，项目管理人员应协助业主尽早发现问题，并提出解决方案。
（1）审核设计方提出的详细的设计进度计划和出图计划,并控制其执行,尽可能避免发生因设计推迟而影响项目总进度计划及造成施工单位要求工期赔偿；
（2）协助起草主要甲供材料和设备的采购计划,编制甲供进口材料设备清单,以便业主向有关部门办理进口手续；
（3） 协助研究分析分包合同及招投标、施工进度，与设计方协商，使设计进度为招投标及施工服务，并作为进度目标值；
(If you unable to control the design schedule, it will directly affect the total project construction progress goals. in Order to shorten the construction period, project management personnel should assist in the design unit to make reasonable arrangements, and to make the design schedule serve for the construction bidding, and as far as possible, designed to meet the requirements of the owners of the start date, taking into account the longer the material of the procurement cycle, supply of equipment time requirements, and we should take the time requirements of the relevant government and municipal departments for approval of design documents into consideration. In addition, the impact caused by the owners of factors of design progress, project managers should help the owners find the detective problems and propose solutions in the early time.
(1)We should exam check up the detailed design schedule and the plot plan and control its execution, we should avoid the delay affect the total project schedule due to design and resulting in construction requests for the duration of compensation as possible;
(2)We should assist in the drafting of the main A for material and equipment procurement plan, the preparation of A for a list of imported materials and equipment to enable the landlord to the authorities for import formalities;
(3)We should assist in the research and analysis to sub-contract and bidding, construction progress, in consultation with the designer, the design schedule for bidding and construction services, and as the progress of the target;
5.3质量控制与管理(Quality Control and Management)
为了有效的进行设计阶段质量控制，项目管理人员应在透彻了解业主给项要求的基础上，详细的阅读，分析图纸，一边发现并提出问题。对重要的细节问题和关键问题，如有必要建议组织中外专家论证。
（1）审核各设计阶段的设计图纸与说明是否符合国家有关设计规范、设计质量和标准要求，并根据需要提出修改意见；
（2）在设计进展过程中，协助审核设计是否符合业主对设计质量的特殊要求，并根据需要提出修改意见；
（3）审核施工设计是否有足够的深度，是否满足要求，确保施工进度计划的顺利进行；
（4）对常规设备系统的技术经济进行分析，并提出改进意见；
In order to effectively controlof the design stage, project management should be based on a thorough understanding of the owners request,read every detail, analysis of the drawings, discover and ask questions. If necessary we can organize Chinese and foreign experts to demonstrated on the important and key issues.
(1) Review the design drawings and description of the design phase and ensure that they are satisfied with national related rules and design quality and standards requirements, and we can provide the modified views;
(2) In the process of design progress, we should help the audit design to meet the owners' requst on the main design quality, and suggest modifications as needed;
(3) Whether there is sufficient depth, whether it can meet the requirements and ensure that the construction schedule can be carried out smoothly;
(4) Conventional equipment technical and economic analysis, and provided with modified advice.
六、项目风险分析(Analysis of project risk)
6.1风险管理基本概念（The basic concept of the Risk Management）
风险认识理念：风险机遇并存、风险无处不在、风险可以控制
(Understanding of the concept of risk: the risk of opportunities, risk is everywhere, the risk can be controlled.)
6.2风险管理规划过程(Risk Management planning process)
6.2.1项目风险分析：
（1）召开项目组会议，采用头脑风暴法，进行风险识别
（2）分析及评估风险可能产生的后果：1、成本；2、进度；3、质量；4、其它
（3）分析风险发生的概率和量化的影响程度，得出危险等级：1、高（H）；2、中（M）；3、低（L）
(Project risk analysis:
(1) Organize a project group meeting, use brain storming, risk identification
(2) Analyzing and assessing the possible consequences the risk may lead: 1. the cost; 2.progress; 3.quality; 4.others
(3) Analysis of the probability of the risk may occurred and quantify the degree of influence, come to the degree of danger: 1. high (H); 2. (M); 3.low (L))
6.2.2制订风险应对计划：
（1）确立风险主体和责任分配
（2）制订风险应对措施：1、减轻；2、预防；3、转移；4、回避；5、自留；6、缓和
（3）在项目的费用估算中，预留5%的风险金
Development of risk response plans:
(1) Establish the risk subject and the allocation of responsibilities
(2) The development of risk response measures: 1. reduce; 2. Prevention; 3.transfer; 4.evasive; 5.cropland; 6. To ease
(3) Set aside 5% of risk capital in the project cost estimates
6.2.3风险监控计划
（1）确立风险随机应变措施的原则
（2）制订提出变更请求的流程
（3）制订实施纠正行动的程序
（4）制订风险应对计划的批准程序
Risk monitoring plans
(1) to establish the principle of risk adaptable measures
(2) formulate a proposed change request process
(3) Develop procedures for implementation of corrective action
(4) Develop a risk response plan approval procedure
6.3风险管理的工具和技术(The tools and techniques in the Risk Management)
6.3.1风险识别的主要技术和工具：
德尔菲法、头脑风暴法、核对表、SWOT技术、项目工作分解结构等
The main techniques and tools of risk identification:
Delphi technique、brainstorming、checklists、SWOT technology、project work breakdown structure and so on.
6.3.2风险量化的主要技术和工具：
确定性风险量化（敏感性分析、盈亏平衡分析）、不确定性量化（概率分析 法、期望值法、概率树分析）
Risk quantification techniques and tools:
Deterministic risk quantification (sensitivity analysis, breakeven analysis), the uncertainty of quantitative (probabilistic method, the expected value method, probability tree analysis
6.3.3风险应对的主要技术和工具：
接受、减轻、预防、转移、回避、自留、后备等
Risk response techniques and tools:
Acceptance、mitigation,、prevention、 transfer、avoidance、retention、backup etc.
6.4风险估计与应对措施(Risk Estimatimation and Response Measures)
七、项目总结及经验教训(Project conclusion and expencience)
（1）找出了大坪车站隧道项目的分解方法，建立多层分解架构, 大坪车站隧道项目筹办工作涉及面广、工作复杂，因此对工作进行合理归类和划分是很有必要的，使用项目群的概念来进行划分，将同类的工作放到一起来进行管理，这样构建了大坪车站隧道项目筹办工作的“领域/子领域”多层结构；对于较大的项目，根据项目特 点，分解出多层“子项目”；对于项目内的工作分解，总结了多种分解要素、分解规律和原则，最终建立“任务/子任务”多级结构。
（2）在风险、成本、质量等控制与管理中，虽然由于不可控制风险的产生造成成本有所增加，但总体来说，通过运用多种分析方法和正确的处理措施使得项目取得了很好的管理，从而为项目的成功提供了更优越的条件。
(（1）We find the way to decomposite the Daping station tunnel project, and establish a multi-layer decomposition architecture. Daping Station Tunnel project preparation work involves a wide range of complex work, so it's reasonable to classify and devise the work.. we use the concept of the project group to divide and put the same kind of work together, so we can build the the Daping station tunnel project to organize the work / sub-field in the area of the multilayer structure; For larger projects, according to the characteristics of the project, we can decomposit a multi-layer "sub"; we conclude many decomposition of the rules and principles and finally establish a muliti-level structure of the task/subtasks when we breakdown the project internal work.
（2）In the control and management of risk, cost, quality, although the cost have an increase because of uncontrollable risks. Overall, we have achieved good management by the use of a variety of analysis methods and measures to deal with the project, which provide better conditions for the success of the project.)