Technical Project Management Sondra Ashmore科技的项目管理桑德拉安石

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Technical Project Management Sondra Ashmore科技的项目管理桑德拉安石

Create the Plan
– Pull together master schedule – Negotiate quality goals – Assess potential risks and issues – Decide team tools (wiki, team repository) – Pitch the plan to upper management – Bring together the team
• 2019 – Finished a Master’s degree in Management • 2019 – Landed my first PM job in storage SW
development, became PMI certified • 2019 – Completed Stanford PM certification • 2019 – Received IBM Senior PM certification • 2019 – Joined the storage SW portfolio team • 2009 – IBM Executive PM certification (fingers crossed)
• We are professional nags • “Those who can’t do, manage” • If a PM is certified, they must be a better project
manager
Signs of a Good Project Manager
Drive the Plan
– Chair status meetings – Present status to upper management – Track schedule actuals – Manage risks – Track earned val – Manage dependencies – Track process compliance – Manage change

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《项目管理》教学计划

说明: 以下教学计划若有变动,以教师课堂陈述为准，敬请各位谅解。

《项目管理》教学计划一、教学目的与教学要求在这个飞速变化的世界里，项目日益复杂，范围在增加，规模在扩大，你会发现很难赶上它的发展速度。

组织经常会遇到项目拖延，成本大大超出预算，资源浪费，各职能部门间相互推卸责任，客户的要求不断变化，你的员工象救火队员一样处理各种危机的情况。

在过去的15年中,项目管理的技巧被大量开发，并提供了一套系统的、以过程为主的方法,《项目管理》课程的学习可以向你和你的团队提供这方面的知识和技巧，使你们自始至终都能够按时实施项目，而且控制在预算和范围之内。

通过《项目管理》课程的学习可以使学员：∙将项目的目标与组织的需求紧密相连，关注客户的需求，留住你的重要员工∙组建高效能的项目小组，跨职能部门工作∙规划出工作细分的结构∙通过运用简单有效的技巧估算项目成本并制定进度表，按进度表按时完成项目∙估计风险，建立一套可靠的项目监控系统，提供更有效的方法来对任务进行排序、分配并监控各种资源，确保进度、成本和产品入库的预知性∙显示先进的管理技术，从而在职业发展上获得更多机会。

二、教学方法本课程采用教师讲授、案例分析、课堂讨论、个人演示和小组大作业的教学法，鼓励积极的课堂参与。

三、教材和参考书：教材:Project Management: A Managerial Approach, 4e Meredith and Mantel John Wiley & Son, Inc参考书：Successful Project Management, Jack Gido P & James P.Clementsand，成功的项目管理杰克.吉多等A Guide to the Project Management Body of Knowledge, PMI, 项目管理知识体系指南四、应用软件：Microsoft Projec t五、考试方式1. 上课出席10%2. 个人演示20%3. 小组项目和演示30%4. 经验总结和自我评估10%5. 期末考试30%预修课程 PREREQUISITES: MBA基础核心课程MBA basic core作业：本课程的作业主要是阅读相关资料，准备个人演示和小组项目。

牛津布鲁克斯大学建筑环境中的项目管理硕士

每技术，设计与 £11750
年环境学院约合12万
秋机械工程和数 (人民币)
季学科学系每技术，设计与
£11750 年环境学院
约合12万秋机械工程和数
(人民币) 季学科学系
赛车技术
3
Motorsport Technology
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院系设置
商学院商学院牛津国际出版中心牛津酒店管理系
技术，设计与环境学院不动产和建筑系建筑系房地产和建筑系机械工程和数学科学系艺术学院规划系计算和通信技术系
专业介绍
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计算机预科课程 Computing Foundation Foundation course
本科预科
学制/ 授予学开学时
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计算机科学 Computer Science
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£11750
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3
位）
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约合11万
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季
不动产管理 Real Management
Estate 3
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每技术，设计与 £11900
年环境学院约合12万

Project Management Manager工作职责与职位要求

Project Management Manager工作职责与职位要求职位描述:ABB (ABBN: SIX Swiss Ex) is a pioneering technology leader in power grids, electrification products, industrial automation and robotics and motion, serving customers in utilities, industry and transport the candidate with veterinarian or laboratory animal background preferable; working experience in laboratory animal facility or veterinary clinics preferable; working experience with large animal preferable;2.Good communication capability, candidate with English capability would be given priority;3.Be able to work independently, attention to details, passionate about animals, be enthusiastic on laboratory animal science and management career ;4.Good command of office software, e.g. word, excel; capable of organization and management, accept working overtime after daily work, at weekends or on holidays, if required;职位要求:1.本科及以上学历,动物科学､动物医学或相关生物类专业｡有兽医､试验动物训练背景或在试验动物设施､兽医院工作经受优先｡生疏啮齿类试验动物饲养的工作并有相应管理阅历经受优先｡2.良好的沟通力气,具有确定的英语力气优先｡3.能够独立工作,细心,疼惜动物,情愿从事试验动物科学/管理工作｡4.有文字处理,电子表格的电脑学问｡有组织统筹和团队管理力气｡由于工作需求,也有可能在下班,周末或者假日期间加班｡Responsibilities:1.Responsible for the routine operation of laboratory rodentfacility, including management of husbandry team, facility management, consumables management, documents management, etc;2.Cooperate with colleagues and deliver tasks as planned, including business unit, veterinarian department, QA department, equipment department, facility department, etc;3.Assist the veterinarians in implementation of animal welfare procedures, monitoring any procedures related to animals to ensure the compliance with related guidelines and SOP;4.Involved in drafting, reviewing and renewing the SOPs associated with management of laboratory rodents;5.Responsible for interfacing with external agencies, assuring the operation of animal facility is in compliance with pertinent regulations;职责: 1.负责管理啮齿类试验动物设施的日常工作,包括饲养人员管理,动物设施管理,耗材管理,文件管理等相关工作｡2.关怀内部同事完成相应的工作,包括业务部门､兽医部门､质量管理部门､设备部门､设施部门等｡3.关怀兽医同事确保设施内动物福利措施的执行,监督任何涉及动物的流程使其吻合相关指导原则和操作规程｡4.参加编写,审查和更新的啮齿类试验动物饲养管理相关标准操作规程｡5.负责与外部的机构沟通协调,保证动物设施的运营吻合相关规范｡冠科生物技术(中山)有限公司公司位于中山市翠亨新区扬帆街1号利普生科技园1 号厂房,目前正在筹建阶段,估量2021年11月投入用法｡篇3:Ordermanagement岗位职责职位要求职责描述:1. Process order after SAP booking2. Communicate with buyer and vendor for order status tracking3. Billing process4. Weekly report to customer for order status update5. Optimize process6. Manage current projects and monitor cost, quality and drive the commit schedule.Requirement :1. Good communication and interpersonal skills. Strong responsibility and independent working capability2. Operation management experience with good oral and writing English3. Team work4. Understand import / export regulation5. Skills on excel, PPT , good at vlookup, pivot table and various chart6. Careful, earnest , trouble shooting and self motivited7. Prefer semi industry working experience岗位要求:学历要求:大专语言要求:不限年龄要求:不限工作年限:无工作阅历篇4:CashManagementAnalyst岗位职责职位要求职责描述:Job Description:o Complete the new process transition and migrationindependently; document the operation procedures in standard formato E-banking and manual payment processing, ensure pay on time o Maintain bank token and access, ensure SOD of token hierarchy o Keep a close communication with business and work on issue resolution for business caseso Safeguarding important company certificateso Provide required documents to bank for manualpayments/receipts including checks, bank drafts and FX payments; maintain and update payment/collection for both RMB and Foreign Currencyo Work closely with AP, AR, DTDF for FX/RMB payment and forecasting; propose actions for FX conversion according to company policy; ensure timely delivery of hedge contracts o Provide high standard service to biz and ensure fully compliance on both internal and external regulation and policies o Cash Pool management for transfers, daily cash pool balance transfero Customer/Vendor query follow-upo Document filingo Participation of projects on Accounting and Treasury system/process improvement and simplificationo Support for internal or external audit by providing data and response to upstream team or auditorso Ad hoc tasks assigned by direct managerJob Requirements:'o Bachelor’s degree in Accounting or Fina nceo Responsible, prudent, hardworking and can pay attention todetailso Good command of English in both written and oral and fluent in Mandarino Proficiency with MS Office suite, including Word, Excel & PowerPointo Strong interpersonal& communication skillso 1-3 years experiences in Cash and Treasury operation related positiono Knowledge in Import/export processes & SAFE regulations o Good organizational and prioritization skillso The ability to work independently with minimum supervision, a self-startero Be able to deliver quality result within tight schedule with good sense of time management o Good team player with a positive outlook, can work under pressureo Can accept OT and business travel with remote distance 薪资:6-8K依据个人背景而定福利:五险一金,人身意外保险,员工活动岗位要求:学历要求:本科语言要求:不限年龄要求:不限工作年限:1-3年。

Application of the AHP in project management

Application of the AHP in project managementKamal M.Al-Subhi Al-Harbi *DepartmentofConstructionEngineeringandManagement,KingFahdUniversityofPetroleum&Minerals,KFUPMBox1468,Dhahran31261,SaudiArabiaReceived 12June 1998;received in revised form 2March 1999;accepted 19May 1999AbstractThis paper presents the Analytical Hierarchy Process (AHP)as a potential decision making method for use in project manage-ment.The contractor prequali®cation problem is used as an example.A hierarchical structure is constructed for the prequali®cation criteria and the contractors wishing to prequalify for a project.By applying the AHP,the prequali®cation criteria can be prioritized and a descending-order list of contractors can be made in order to select the best contractors to perform the project.A sensitivity analysis can be performed to check the sensitivity of the ®nal decisions to minor changes in judgements.The paper presents group decision-making using the AHP.The AHP implementation steps will be simpli®ed by using the `Expert Choice'professional soft-ware that is available commercially and designed for implementing AHP.It is hoped that this will encourage the application of the AHP by project management professionals.#2000Elsevier Science Ltd and IPMA.All rights reserved.Keywords:Analytical hierarchy process;AHP;Project management;Contractor prequali®cation1.IntroductionThe Analytical Hierarchy Process (AHP)is a deci-sion-aiding method developed by Saaty [24±27].It aims at quantifying relative priorities for a given set of alter-natives on a ratio scale,based on the judgment of the decision-maker,and stresses the importance of the intuitive judgments of a decision-maker as well as the consistency of the comparison of alternatives in the decision-making process [24].Since a decision-maker bases judgments on knowledge and experience,then makes decisions accordingly,the AHP approach agrees well with the behavior of a decision-maker.The strength of this approach is that it organizes tangible and intan-gible factors in a systematic way,and provides a struc-tured yet relatively simple solution to the decision-making problems [29].In addition,by breaking a pro-blem down in a logical fashion from the large,descend-ing in gradual steps,to the smaller and smaller,one is able to connect,through simple paired comparison judgments,the small to the large.The objective of this paper is to introduce the appli-cation of the AHP in project management.The paper will brie¯y review the concepts and applications of the multiple criteria decision analysis,the AHP's imple-mentation steps,and demonstrate AHP application on the contractor prequali®cation problem.It is hoped that this will encourage its application in the whole area of project management.2.Multiple criteria decision analysis (MCDA)Project managers are faced with decision environ-ments and problems in projects that are complex.The elements of the problems are numerous,and the inter-relationships among the elements are extremely compli-cated.Relationships between elements of a problem may be highly nonlinear;changes in the elements may not be related by simple proportionality.Furthermore,human value and judgement systems are integral ele-ments of project problems [15].Therefore,the ability to make sound decisions is very important to the success of a project.In fact,Schuyler [28]makes it a skill that is certainly near the top of the list of project management skills,and notices that few of us have had formal train-ing in decision making.0263-7863/00/$20.00#2000Elsevier Science Ltd and IPMA.All rights reserved.P I I :S 0263-7863(99)00038-1International Journal of Project Management 19(2001)19±27/locate/ijproman*Tel.:+966-3-860-3312;fax:+966-3-860-3287.E-mail address:harbi@.sa (K.M.Al-S.Al-Harbi).Multiple criteria decision-making(MCDM)approa-ches are major parts of decision theory and analysis. They seek to take explicit account of more than one criterion in supporting the decision process[5].The aim of MCDM methods is to help decision-makers learn about the problems they face,to learn about their own and other parties'personal value systems,to learn about organizational values and objectives,and through exploring these in the context of the problem to guide them in identifying a preferred course of action [5,12,20,32,34,35].In other words,MCDA is useful in circumstances which necessitate the consideration of di erent courses of action,which can not be evaluated by the measurement of a simple,single dimension[5]. Hwang and Yoon[14]published a comprehensive survey of multiple attribute decision making methods and applications.Two types of the problems that are common in the project management that best®t MCDA models are evaluation problems and design problems. The evaluation problem is concerned with the evaluation of,and possible choice between,discretely de®ned alternatives.The design problem is concerned with the identi®cation of a preferred alternative from a poten-tially in®nite set of alternatives implicitly de®ned by a set of constraints[5].3.The analytical hierarchy process(AHP)Belton[4]compared AHP and a simple multi-attri-bute value(MAV),as two of the multiple criteria approaches.She noticed that both approaches have been widely used in practice which can be considered as a measure of success.She also commented that the greatest weakness of the MAV approach is its failure to incorporate systematic checks on the consistency of judgments.She noticed that for large evaluations,the number of judgments required by the AHP can be somewhat of a burden.A number of criticisms have been launched at AHP over the years.Watson and Freeling[33]said that in order to elicit the weights of the criteria by means of a ratio scale,the method asks decision-makers mean-ingless questions,for example:`Which of these two cri-teria is more important for the goal?By how much?' Belton and Gear[6]and Dyer[9]pointed out that this method can su er from rank reversal(an alternative chosen as the best over a set of X,is not chosen when some alternative,perhaps an unimportant one,is exclu-ded from X).Belton and Gear[7]and Dyer and Wendel [10]attacked the AHP on the grounds that it lacks a ®rm theoretical basis.Harker and Vargas[13]and Perez [19]discussed these major criticisms and proved with a theoretical work and examples that they are not valid. They commented that the AHP is based upon a®rm theoretical foundation and,as examples in the literature and the day-to-day operations of various governmental agencies,corporations and consulting®rms illustrate, the AHP is a viable,usable decision-making tool. Saaty[24±27]developed the following steps for applying the AHP:1.De®ne the problem and determine its goal.2.Structure the hierarchy from the top(the objec-tives from a decision-maker's viewpoint)through the intermediate levels(criteria on which sub-sequent levels depend)to the lowest level which usually contains the list of alternatives.3.Construct a set of pair-wise comparison matrices(size nÂn)for each of the lower levels with one matrix for each element in the level immediately above by using the relative scale measurement shown in Table1.The pair-wise comparisons are done in terms of which element dominates the other.4.There are n nÀ1a judgments required to developthe set of matrices in step3.Reciprocals are auto-matically assigned in each pair-wise comparison.5.Hierarchical synthesis is now used to weight theeigenvectors by the weights of the criteria and the sum is taken over all weighted eigenvector entries corresponding to those in the next lower level of the hierarchy.6.Having made all the pair-wise comparisons,theconsistency is determined by using the eigenvalue, l m x,to calculate the consistency index,CI as fol-lows:gs l m xÀna nÀ1,where n is the matrix size.Judgment consistency can be checked by taking the consistency ratio(CR)of CI with the appropriate value in Table2.The CR is accep-table,if it does not exceed0.10.If it is more,the judgment matrix is inconsistent.To obtain a con-sistent matrix,judgments should be reviewed and improved.7.Steps3±6are performed for all levels in the hier-archy.Table1Pair-wise comparison scale for AHP preferences[24±27] Numerical rating Verbal judgments of preferences 9Extremely preferred8Very strongly to extremely7Very strongly preferred6Strongly to very strongly5Strongly preferred4Moderately to strongly3Moderately preferred2Equally to moderately1Equally preferred20K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±27Fortunately,there is no need to implement the steps manually.Professional commercial software,Expert Choice,developed by Expert Choice,Inc.[11],is avail-able on the market which simpli®es the implementa-tion of the AHP's steps and automates many of its computations.4.Group decision makingThe AHP allows group decision making,where group members can use their experience,values and knowl-edge to break down a problem into a hierarchy and solve it by the AHP steps.Brainstorming and sharing ideas and insights(inherent in the use of Expert Choice in a group setting)often leads to a more complete representation and understanding of the issues.The following suggestions and recommendations are sug-gested in the Expert Choice software manual[11].1.Group decisions involving participants with com-mon interests are typical of many organizational decisions.Even if we assume a group with com-mon interests,individual group members will each have their own motivations and,hence,will be in con¯ict on certain issues.Nevertheless,since the group members are`supposed'to be striving for the same goal and have more in common than in con¯ict,it is usually best to work as a group and attempt to achieve consensus.This mode max-imizes communication as well as each group member's stake in the decision.2.An interesting aspect of using Expert Choice isthat it minimizes the di cult problem of`group-think'or dominance by a strong member of the group.This occurs because attention is focused ona speci®c aspect of the problem as judgments arebeing made,eliminating drift from topic to topic as so often happens in group discussions.As a result,a person who may be shy and hesitant to speak up when a group's discussion drifts from topic to topic will feel more comfortable in speak-ing up when the discussion is organized and attention turns to his area of expertise.Since Expert Choice reduces the in¯uences of group-think and dominance,other decision processes such as the well known Delphi technique may no longer be attractive.The Delphi technique wasdesigned to alleviate groupthink and dominance problems.However,it also inhibits communica-tion between members of the group.If desired, Expert Choice could be used within the Delphi context.3.When Expert Choice is used in a group session,thegroup can be shown a hierarchy that has been prepared in advance.They can modify it to suit their understanding of the problem.The group de®nes the issues to be examined and alters the prepared hierarchy or constructs a new hierarchy to cover all the important issues.A group with widely varying perspectives can feel comfortable with a complex issue,when the issue is broken down into di erent levels.Each member can pre-sent his own concerns and de®nitions.Then,the group can cooperate in identifying the overall structure of the issue.In this way,agreement can be reached on the higher-order and lower-order objectives of the problem by including all the con-cerns that members have expressed.The group would then provide the judgments.If the group has achieved consensus on some judg-ment,input only that judgment.If during the pro-cess it is impossible to arrive at a consensus on a judgment,the group may use some voting techni-que,or may choose to take the`average'of the judgments.The group may decide to give all group members equal weight,or the group members could give them di erent weights that re¯ect their position in the project.All calculations are done automatically on the computer screen.4.The Group Meeting:While Expert Choice is anideal tool for generating group decisions through a cohesive,rigorous process,the software does not replace the components necessary for good group facilitation.There are a number of di erent approaches to group decision-making,some better than others.Above all,it is important to have a meeting in which everyone is engaged,and there is buy-in and consensus with the result.5.Application of the AHP in project managementIn this paper,contractor prequali®cation(an evalua-tion problem)will be used as an example of the possi-bility of using AHP in project management. Prequali®cation is de®ned by Moore[17]and Stephen [30]as the screening of construction contractors by project owners or their representatives according to a predetermined set of criteria deemed necessary for suc-cessful project performance,in order to determine the contractors'competence or ability to participate in the project bid.Another formal de®nition by Clough[8]is that prequali®cation means that the contracting®rmTable2Average random consistency(RI)[24±27]Size of matrix12345678910Random consistency000.580.9 1.121.241.321.411.451.49K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±2721wishing to bid on a project needs to be quali®ed before it can be issued bidding documents or before it can submit a proposal.Prequali®cation of contractors aims at the elimination of incompetent contractors from the bidding process. Prequali®cation can aid the public and private owner in achieving successful and e cient use of their funds by ensuring that it is a quali®ed contractor who will con-struct the project.Furthermore,because of the skill, capability and e ciency of a contractor,completion of a project within the estimated cost and time is more probable.A number of studies have focused on contractor pre-quali®cation.Lower[16]reviewed the guidelines of the prequali®cation process in di erent States in the US.He also discussed how prequali®cation can provide the owner with appropriate facilities representing an e ec-tive and e cient expenditure of money.Nguyen[18]argued that the prequali®cation process remains largely an art where subjective judgment,based on individual experience,becomes an essential part of the process.Russel and Skibniewski[22]mentioned that the actual process of contractor prequali®cation had received little attention in the past.Russel and Skibniewski[23]tried to describe the contractor prequali®cation process along with the decision-making strategies and the factors that in¯uence the process.They reported®ve methods that they found in use for contractor prequali®cation: dimensional weighting,two-step prequali®cation, dimension-wide strategy,prequali®cation formula,and subjective judgment.In the dimensional weighting method[22],the choice selection criteria and their weights are dependent on the owner.All contractors are ranked on the basis of the criteria.A contractor's total score is calculated by sum-ming their ranks multiplied by the weight of the respec-tive criteria.Then,contractors are ranked on the basis of their total scores,and this rank order of the con-tractors is used for prequali®cation.The problem with this method is deciding the weight of the respective cri-teria,something for which the AHP does provide a methodology.The two-step prequali®cation method[22]is a mod-i®cation of the dimensional weighting method.In the ®rst step,screening of contractors is done on pre-liminary factors.They must get through this step to be eligible for the second phase of prequali®cation.In the second step,the dimensional weighting technique is used for more specialized factors.This method is useful for quick removal of ineligible candidates.This is con-sistent with the`elimination by aspect'method sug-gested by Tversky[31].In dimension-wide strategy method[22],a list of the most important prequali®cation criteria is developed in descending order depending on how important the cri-teria is.Contractors are then evaluated on these factors. If a candidate fails to meet any of the criteria,the can-didate is removed from the prequali®cation process.The method continues until contractors are measured on all criteria[18].The prequali®cation formula method[22]prequali®es contractors on the basis of a formula that calculates the maximum capability of a contractor.The maximum capability is de®ned as the maximum amount of uncompleted work in progress that the contractor can have at any one time.In this method,the contractor's prequali®cation is dependent on the contractors max-imum capability,current uncompleted work and the size of the project under consideration.If the di erence between the contractor's capability and current uncom-pleted work is less than the project works,then the contractor is removed from the bidding process.The previous methods were devised with a common goal to introduce an e cient and systematic procedure for contractor prequali®cation.In some instances,own-ers may base their contractor selection decision on sub-jective judgment and not on a structured approach.The judgment may be in¯uenced by owner biases,such as previous experience with the contractor or how well the contractor's®eld sta operates.Aitah[1]studied the bid awarding system used in Saudi Arabia.He evaluated public building construc-tion projects,and concluded that the projects awarded to the lowest bidder have lower performance quality and schedule delays as compared to the projects which were awarded based on speci®c prequali®cation criteria.Al-Alawi[2]conducted a study on contractor pre-quali®cation for public projects in Bahrain.He surveyed the market and determined the most important criteria in the prequali®cation process,and developed a com-puterized tool for implementing it.Russel[21]analyzed contractor failure in the US and recommended that an owner should have two means of avoiding or minimize the impact of contractor failure: (1)analyzing the contractor quali®cation prior to con-tract award;and(2)monitoring the contractor's per-formance after contract award.Al-Ghobali[3]surveyed the Saudi construction mar-ket and listed a number of factors against which con-tractors should be considered for prequali®cation.This included experience,®nancial stability,past perfor-mance,current workload,management sta ,manpower resources availability,contractor organization,famil-iarity with the project's geographic location,project management capabilities,quality assurance and control, previous failure to complete a contract,equipment resources,purchase expertise and material handling, safety consciousness,claim attitude,planning/schedul-ing and cost control,and equipment repairing and maintenance yard facilities.22K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±276.ExampleA simpli®ed project example of contractor pre-quali®cation will be demonstrated here for illustration purposes.To simplify calculations,the factors that will be used in the project example for prequali®cation are experience,®nancial stability,quality performance, manpower resources,equipment resources,and current workload.Other criteria can be added if necessary, together with a suggestion that a computer be used to simplify calculations.Table3presents a project example for which con-tractors A,B,C,D and E wish to prequalify.An argu-ment could be presented that contractor E is not meeting the minimum criteria.Descriptions presented in Table3under`Contractor E',such as`bad organiza-tion'and`unethical techniques',quali®es him for immediate elimination from the list by the project owner.This is quite consistent with the method`elim-ination by aspect'suggested by Tversky[31].Never-theless,it is the choice of the decision-maker to eliminate contractor E immediately since he/she does not meet the minimum criteria.Contractor E could be left on the list(the choice in this paper for demon-stration purposes)so that he appears at the end of the list of`best contractors in descending order',as will be shown at the end of the example.The matter is safeguarded by checking the consistency of the pair-wise comparison which is a part of the AHP proce-dure.By following the AHP procedure described in the Section5,the hierarchy of the problem can be devel-oped as shown in Fig.1.For step3,the decision-makers have to indicate preferences or priority for each decision alternative in terms of how it contributes to each criter-ion as shown in Table4.Table3ExampleContractor A Contractor B Contractor C Contractor D Contractor EExperience5years experience7years experience8years experience10yearsexperience 15years experienceTwo similar projects One similar project No similar project Two similarprojects No similar projectSpecial procurement experience 1international projectFinancial stability $7M assets$10M assets$14M assets$11M assets$6M assets High growth rate$5.5M liabilities$6M liabilities$4M liabilities$1.5M liabilities No liability Part of a group ofcompaniesGood relationwith banksQuality performance Good organization Average organization Good organization Good organization Bad organizationC.M.personnel C.M.personnel C.M.team Good reputation Unethical techniques Good reputation Two delayed projects Government award Many certi®cates One project terminated Many certi®cates Safety program Good reputation Cost raised insome projectsAverage quality Safety program QA/QC programManpower resources 150labourers100labourers120labourers90labourers40labourers10special skilledlabourers200by subcontract Good skilled labors130bysubcontract260by subcontractAvailability in peaks25special skilledlabourersEquipment resources 4mixer machines6mixer machines1batching plant4mixer machines2mixer machines1excavator1excavator2concrete transferringtrucks1excavator10others15others1bulldozer2mixer machines9others2000sf steel formwork 20others1excavator6000sf wooden formwork15,000sf steel formwork1bulldozer16others17,000sf steel formworkCurrent works load 1big project ending2projects ending(1big+1medium)1medium project started2big projectsending2small projects started2projects in mid(1medium+1small)2projects ending(1big+1medium)1medium projectin mid3projects ending(2small+1medium) K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±2723Then,the following can be done manually or auto-matically by the AHP software,Expert Choice:1.synthesizing the pair-wise comparison matrix (example:Table 5);2.calculating the priority vector for a criterion such as experience (example:Table 5);3.calculating the consistency ratio;4.calculating l m x ;5.calculating the consistency index,CI;6.selecting appropriate value of the random con-sistency ratio from Table 2;and7.checking the consistency of the pair-wise compar-ison matrix to check whether the decision-maker's comparisons were consistent or not.The calculations for these items will be explained next for illustration purposes.Synthesizing the pair-wise comparison matrix is performed by dividing each elementof the matrix by its column total.For example,the value 0.08in Table 5is obtained by dividing 1(from Table 4)by 12.5,the sum of the column items in Table 4(1 3 2 6 1a 2).The priority vector in Table 5can be obtained by ®nding the row averages.For example,the priority of contractor A with respect to the criterion `experience'in Table 5is calculated by dividing the sum of the rows (0X 08 0X 082 0X 073 0X 078 0X 118)by the number of contractors (columns),i.e.,5,in order to obtain the value 0.086.The priority vector for experience,indi-cated in Table 5,is given below.0X 0860X 2490X 1520X 4570X 055P T T T T R Q U U U U S I Now,estimating the consistency ratio is asfollows:Fig.1.Hierarchy of the project example..Table 4Pair-wise comparison matrix for experience Exp.A B C D E A 11/31/21/62B 3121/24C 21/211/33D 62317E1/21/41/31/71Table 5Synthesized matrix for experience a Exp.A B C D E Priority vectorA 0.080.0820.0730.0780.1180.086B 0.240.2450.2930.2330.2350.249C 0.160.1220.1460.1550.1760.152D 0.480.4890.4390.4660.4120.457E0.040.0610.0490.0660.0590.0550X 999al m x 5X 037,gs 0X 00925, s 1X 12,g 0X 0082`0X 1OK.24K.M.A.-S.Al-Harbi /International Journal of Project Management 19(2001)19±270X08613261a2PT TT TRQU UU US0X2491a311a221a4PT TT TRQU UU US0X1521a22131a3PT TT TRQU UU US0X4571a61a21a311a7PT TT TRQU UU US0X05524371PT TT TRQU UU US0X4311X2590X7662X3120X276PT TT TRQU UU USweighted sum m trixPDividing all the elements of the weighted sum matrices by their respective priority vector element,we obtain:0X431 0X086 5X012Y1X2590X2495X056Y0X7660X1525X039Y2X312 0X457 5X059Y0X2760X0555X018QWe then compute the average of these values to obtain l m xl m x5X012 5X056 5X039 5X059 5X01855X037 R Now,we®nd the consistency index,CI,as follows:gs l m xÀnnÀ15X037À55À10X00925 SSelecting appropriate value of random consistency ratio,RI,for a matrix size of®ve using Table2,we®nd RI=1.12.We then calculate the consistency ratio,CR, as follows:g gss0X009251X120X0082 TAs the value of CR is less than0.1,the judgments areacceptable.Similarly,the pair-wise comparison matricesand priority vectors for the remaining criteria can befound as shown in Tables6±10,respectively.In addition to the pair-wise comparison for the deci-sion alternatives,we also use the same pair-wise com-parison procedure to set priorities for all six criteria interms of importance of each in contributing to theoverall goal.Table11shows the pair-wise comparisonmatrix and priority vector for the six criteria.Now,the Expert Choice software can do the restautomatically,or we manually combine the criterionpriorities and the priorities of each decision alternativerelative to each criterion in order to develop an overallpriority ranking of the decision alternative which istermed as the priority matrix(Table12).The calcula-tions for®nding the overall priority of contractors aregiven below for illustration purposes:yver ll priority of ontr tor e0X3720X0860X2930X4250X1560X2690X1510X0390X0840X0870X1440X222 UTable7Pair-wise comparison matrix for quality performance(QP)aQP A B C D E Priority vectorA171/3280.269B1/711/51/440.074C351490.461D1/241/4160.163E1/81/41/91/610.0310X998a l m x 5X38,gs 0X095, s 1X12,g 0X085`0X1OK.Table8Pair-wise comparison matrix for manpower resources(MPR)aMPR A B C D E Priority vectorA11/21/4250.151B211/3570.273C431460.449D1/21/51/4120.081E1/51/71/61/210.0450X999a l m x 5X24,gs 0X059, s 1X12,g 0X053`0X1OK.Table6Pair-wise comparison matrix for®nancial stability(FS)aFS A B C D E Priority vectorA163270.425B1/611/41/230.088C1/3411/350.178D1/223170.268E1/71/31/51/710.0390X998a l m x 5X32,gs 0X08, s 1X12,g 0X071`0X1OK.K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±2725。

Consulting Project Technical Manager职位描述与岗位职责

Consulting Project Technical Manager职位描述
与岗位职责
岗位职责：
1.负责项目计划的制定和监督，确保项目能按时按质量要求完成。

2.负责技术方案的制定及评审，及时解决项目中出现的技术问题。

3.协调项目组内部各职能部门的工作和沟通，协调和解决各部
门间的冲突和问题，确保项目团队的工作流畅。

4.负责项目的管理和控制，包括所有人员的安排、任务分配、
工作进度监控、成果质量审查等。

5.对项目过程中出现的风险及时识别和分析，提出相应的风险
应对策略。

6.负责项目的财务管理，在保证项目质量的前提下，有效控制
项目成本。

7.向客户及公司领导汇报项目的进展情况，并根据需要提出相
应的项目建议和整改措施，达到客户和公司的满意度。

职位描述：
1.教育背景：本科以上学历，工程类专业优先考虑。

2.工作经验：五年以上相关行业工作经验，三年以上管理经验。

3.能力要求：具有较强的项目管理与控制能力，能够为团队提
供技术支持和指导；良好的人际沟通和协调能力，具有较强的团队
协作精神；较强的判断、决策能力，具有较强的风险管理能力。

4.语言要求：英语六级及以上，能够进行英语技术沟通和文件的阅读、翻译与撰写。

5.细节方面：熟练掌握常用的项目管理方法和工具，熟悉软件开发流程，对计划、任务、资源、质量控制等方面有深入的了解；有良好的时间管理和问题解决能力。

3m大项目管理方案

3m大项目管理方案英文回答：Project management is a crucial aspect of any large-scale project, and a well-developed project management plan is essential for its successful execution. In this case, I will outline a project management plan for a 3m project.First and foremost, it is important to establish clear project goals and objectives. This will serve as the foundation for the entire project and guide all subsequent activities. For example, if the project is to develop a new software application, the goal could be to deliver a user-friendly and efficient product within a certain timeframe.Next, a comprehensive project schedule should be created. This schedule will outline the tasks, milestones, and deadlines involved in the project. It is important to break down the project into smaller, manageable tasks and assign them to team members accordingly. This will ensurethat everyone knows what needs to be done and when it needs to be completed. For instance, if one of the tasks is to conduct market research, the deadline for completing this task could be two weeks from the project start date.Communication is key in project management. Regular team meetings should be scheduled to discuss progress, address any issues or concerns, and ensure that everyone is on the same page. Additionally, communication channels should be established to facilitate collaboration and information sharing. This could include using project management software or setting up a dedicated project email group. For example, a team member might say, "Let's touch base every Monday morning to discuss any updates or challenges we are facing."Risk management is another important aspect of project management. It is crucial to identify potential risks and develop strategies to mitigate them. This could involve conducting a thorough risk assessment and creating contingency plans. For instance, if there is a risk of a key team member leaving the project, a contingency plancould involve cross-training other team members to ensure that there is someone ready to step in if needed.Lastly, it is important to regularly monitor and evaluate the project's progress. This can be done bytracking key performance indicators (KPIs) and comparing them against the project schedule. This will help identify any deviations from the plan and allow for timely adjustments. For example, if the project is behind schedule, additional resources may need to be allocated or tasks may need to be re-prioritized.中文回答：项目管理是任何大型项目的关键因素，而一个完善的项目管理方案对于项目的成功执行至关重要。

project management项目管理计划书,英文版

G M303P R O J E C T M A N A G E M E N TName: Sixiao WuID: 5053500160BBA & Batch: 7-2As a result of project management's superiority and the characteristic, it may apply nearly in any single case. Launches a satellite, the Olympic Games, the presidential election, a wedding ceremony, even is the supper. This concept looks like very complicate but really useful. Here is an easy way to make it so shallow and clear that it is easy to understand. Everybody knows pretty much about dinner, because we eat every night. The process of dinner preparing is typical projects which are unique, disposable and irreversible. Let’s see how PM theory is in an ordinaries matter to give full play in the daily life.Well begun is half done。

Only achieves the project goal called successful. But the goal was determined when we starting. Specifically speaking, this process needs to analyze the relate person, the determination project goal as well as discovers the restriction factor and the supposition.Analyzes the relate person's demand and affects the project successful standard objectively achieves the project goal, subjectively is the relate person is satisfied. Satisfaction premise is understood that relate person demand, what needs to pay attention, one is the relate person is not explicit expresses the latent demand, project manager needs to have the outstanding communication ability to understand that its potential demand, another spot is the project relate person the demand is often inconsistent, will be sometimes contradictory, we must record their respective demand, and will try to let it balanced.After understanding demand issues, needs to transform the demand as the concrete goal. The goal and the demand are different, the demand is one kind of feeling, but the goal must be conforms to the SMART principle (concretely, to be possible to weigh, May to realize related, has time limit). The project goal may describe from four aspects: The scope (what to do what not to do), progress (which means to do the m atter, when and what will do, and how much time will takes to do), the cost (spends how much money), the quality (achieves up to goal requisition).Now we will use those theories to deal with real case, first of all we should:Establishing objectivesThe definite supper project's goal is as follows:1) Scope goal: The achievement must include 4 main dish, 1 soup and thestaple food (rice or anything else), in matching needs to have food and soup, hot and cold dish.2) The progress goal: The project must complete in 2 hours, the starttime is 4:00 pm, and completes the time for 6:00 pm3) The quality objectives: yummy and health.4) Cost goal: The direct cost is raw material cost; the indirect costs arethe water, the electricity and so on.Priority targetusually the relate person will set many goals, some goals will sometimes be contradictory, for instance the wish scope must wide, the progress probably quick, the cost probably few, the quality be as well as possible. At this moment, we must determine which one should coming first. The advantage is: May concentrate the energy to satisfy the critical target.WBS Work break-dow n scheduleFormulates WBS is the relapse process, needs to discuss repeatedly. Below is my supper project WBS (graph 1).The most underlying bed is the work package, is the noun (cooks spareribs in here is dish name). Under initial WBS the main food has included the rice, the Dumpling, Deep-fried dough cake; Because the wheaten food works complex, considered the time limit is improper, if goes out to purchase needs to spend the extra cost, therefore we cut ii off, determined finally the main food work package is the rice.Organization:Now we clear project's scope and the step, then, needed to det ermine the project essential activity. Saving of time's best method only does the essential matter, what is called the essential matter? It cans influential the final result direct. Many people in the routine work, are accustomed to the motion, is not accustomed to the ponder matter's necessity, causes the wasted effort. How to determine that which move are necessary. May decomposed each work package, must ponder to obtain this work package, and needs to engage in any concrete activity. At this moment, may use the active detailed list (to see graph 2) to organized activities.Determining the project scheduleAfter determining which the essential activities are, analysis it logistically, be sure the order. The method is simple, to each activity, before starting it which process has to complete? And end of this part what we have to deal with? After analyzing the order, for direct-viewing expression activity logical relation we should draw up the network chart clearly (to see graph 3). Through the network chart, may let a staff clear their duty, reduces the manager spend the time in coordinated aspect. After completing the network chart, might find the longest way, this way was the critical path. In critical path's activity needs to pay attention highly, because of the key activity's delay, will cause the project progress to have the problem.Gantt chartWinds the chart to be able to express the logical relation.We are wondering let the management has direct-viewing, understand the project progress clearly. We use the Gantt chart to express the final progress chart. The Gantt chart usually (sees graph4) Left side to list the active name, the upper right tell time rod, right expresses each active lasting with the by-way.In this case, we put this project into 3 different PM theory model to explore how it works.I Cycle theoryAccording to cycle theory, “the supper project”may divide into it such several project stages:1). Initiating a project: decide have dinner tonight at home, makes theapproximate time to arrange2). Demand investigation: Asks that the family members what they want3). Demand analysis: consider about all related Factors overall evaluationseason, weather, control body weight, definite cuisine4). System design: Designs each vegetable the main dish and condiment5). Development: Goes out to purchase, then starts to prepare food6). System test: Tastes7). Deployed: Sets the table eats meal8). Project conclusion: Tidies up dishes and bowlsII CMMI1). PP(project planning): Does the plan supper's cookbook, which rawmaterials need to purchase, makes the approximate time to arrange2). PMC (project track and monitoring): Inspect every time after completea step, if overtime has made essential adjustment3). RM(requirements management): Carries on the management to thefamily member to the cuisine request, guaranteed that each request is managed, or is satisfied, or is cancelled, or is changed4). CM(disposition management): To supper preparation process's eachfinished product, the half-finished product and other sideline products carry on the management;5). MA (measure and analysis): make forecasting, to measure and analysisevery detail of raw material, operating time and so on.6). PPQA(process and product quality guarantee) - - carry on theappraisal regularly to the supper preparation process, make sure each single process in our plan, and the result pass muster;7). SAM(supplier management) If we outsourcing part of job in thepreparation process. Such as on-line order partial raw materials or something else, we need to monitor and charge it and finally let everything going well.III PMPAccording to the PMP project management system, “the supper project”will be divided into the following of knowledge:1). Scope management: Definite cookbook2). Quality control:Guarantees raw material to be fresh, the vegetableflavor conforms to the family member to request3). Procurement management: If on-line ordered the red wine or other rawmaterials, we need to charge on the due time and goods by delivers 4). Time management:In the entire supper project process, guaranteedthat completes according to the plan progress5). Human resources management:If have several helper to work with,must charge on everyone’s task and division6). Risk management: The attention distinguishes and monitors each kindof contingency which in the whole process possibly appears, and draws up contingency plan7). Cost management:Guaranteed that this supper do not exceedexpenditures8). Communication management: In the supper preparation's process, mustto each person (for instance family member) the prompt notification progress, if the somebody's demand changes, must communicate promptly9). Whole management: As the supper preparation's person in charge, must carry on to above each aspect work supervises and controlsConclusionNow we know about the project management knowledge, when actually implements the project, many people easy to neglected one thing. Decision-making is rash, plan is not thorough, execution is not firm, controlling is ineffectual, so is definitely impossible to have a happy ending. Induces, I find this model which such simple may operate:A goal: As the project, its major goal must be correct, clear and feasible.Three management:Resource management, communication m anagement, risk management。

Technical Project Management Sondra Ashmore科技的项目管理桑德拉安石

Technical Project Management
Sondra Ashmore, PMP®, SCPM
IBM Certified Senior Portfolio Manager
My Journey as a PM
• 2000 - Finished my Master’s degree at RPI in Tech Comm/HCI and started a technical job at IBM
years in advance – for fun You are good at time and money management
Questions?
– Project phases are done sequentially with some overlap – Weekly meetings – When all phases are complete the product is ready to ship
• Agile
– Series of mini iterative projects – Daily meetings – When complete one new function is ready to ship, but a new
to them Driver Understands the required processes Learns from previous issues Able to get team buy-in (people person) Strong presentation skills
managers, eight years of experience required to take the exam

i s project management is project management

I s P r o j e c t M a n a g e m e n tt h e C a r e e r F o r Y o u?Have you ever wondered how a 100 story sky-scraper somehow rises magically from the ground?Or how a tiny cell phone can have so manyintriguing high-tech features?There are many processes involved in theseaccomplishments, not the least of them beingproject management.Project management is a booming profession that is only going to get bigger in the years ahead. It offers excitement, challenge…and a good income. If it’s not a field you’ve considered, maybe it’s time you should.W h a t i s p r o j e c t m a n a g e m e n t?In a nutshell, project management provides organizations with the knowledge, skills, tools and techniques to plan and execute projects on time and on budget.Most likely, you have already participated on different types of projects. Whether it’s participating in sports or the school play, organizing a prom, publishing a newspaper, or entering a science fair competition, you’re involved in project management.Examples of projects in the business world include:• Planning and implementing the Olympics• Creating a Web application to support selling a company’s products and services• Relocating portions of a business from one location to another.W h y c o n s i d e r p r o j e c t m a n a g e m e n t a s a c a r e e r?For one, it’s hot. In the 21st century, the demand for skilled project managers is at an all-time high as organizations and agencies continue to focus on higher productivity and greater customer satisfaction with minimum resources.W h a t’s i n i t f o r y o u?Marketability and value. Said another way, your skills will be in heavy demand by companies and organizations worldwide in multiple industries. As a project manager you will:• Earn an excellent salary ($$$$) and benefit compensation• Be highly skilled in the tools, techniques and processes (industry standards)used to effectively manage projects and produce expected results• Work in a profession that offers seemingly limitless opportunities for growthand advancement• Have ample opportunities for ongoing professional development.W h a t y o u c a n e a r n.While salary levels will naturally vary by industry, by level of experience and by the amount of formal education and/or certifications one has, compensation may begin at $30,000 (US) as an entry level project team member and go well into six figures as a project management executive.Annualized median salary (US) by years worked in project management*3 years or less . . . . . . . . . . . . . . . . . . . . $65,0006 to 10 years. . . . . . . . . . . . . . . . . . . . . . .85,00021 years and over . . . . . . . . . . . . . . . . . . 100,000*Information from PMI®Project Management Salary Survey-Third EditionE x c i t i n g c a r e e r o p t i o n s i n p r o j e c t m a n a g e m e n t.Opportunity knocks! Project management includes a broad range of industries including:• Aerospace and Defense• Information Technology• Automation • Systems Manufacturing• Design, Procurement and Construction• New Product Development• Education and Training• Risk Management• Environmental Management• Urban Development• Financial ServicesH i t t i n g t h e b o o k s…o r,p r e p a r i n g f o r y o u r c a r e e r i n p r o j e c t m a n a g e m e n t.Project management is becoming one of today’s fastest growing degreeprograms worldwide. There are now over 160 universities/institutionsawarding degrees/diplomas in project management. For a web directoryof schools, visit the PMI Web site at and click onProfessional Development and Careers, then Academic DegreeAccreditation.I n s u m m a r yFew fields of endeavor offer the excitement, challenge, diversity, senseof accomplishment and excellent income potential as project manage-ment. If you like working with people, honing your communicationsskills, having hands on involvement, managing projects from start tofinish, you will be genuinely excited about the opportunities awaitingyou in project management.For more information about opportunities in project management ask about our comprehensive Career Day package which includes a User’s Guide, CD and Project Management Guide. Also, visit our Web site at /pmief.A b o u t P M I a n d t h e P M I E d u c a t i o n a l F o u n d a t i o nPMI has over 125,000 members in more than 135 countries and is the world’s leading advocate for the project man-agement profession. PMI Educational is an autonomous, non-profit, non-political, charitable 501(c)(3) organization created to promote project management concepts, theories and life skills. For additional information please visit .A c k n o w l e d g e m e n t sThe information in this guide has been assembled with the dedication and input of the following project management professionals: Penny Lewis, PMP(Project Manager), Rekha Bhardwaj, PMP, Joseph D. Ciarlanto, Anthony S. Colletti, Cheri Evans, Kara Prentice, Varada Manavalan PMI extends a special acknowledgement and thank you to Williamson Creative Services Inc, Carrollton, Texas, USA, for their exceptional generosity and creative contributions.© 2004 Project Management Institute, Inc. All rights reserved.The PMI Educational Foundation logo is a registered mark of the PMI Educational Foundation.015-002-2004 (04-04)。

美国斯蒂文斯理工学院企业项目管理硕士专业

币)
文学学每年秋
4
文学艺术学院士 BA 季,春季
$41670 约合26万(人民
币)
理学学每年秋韦斯利豪技术管
$41670
4
士 BS
季,春季理学院
约合26万(人民币)
专业名称
信息工程学 Information Systems
管理科学 Managem ent
通讯电讯管理学 Telecommunications Managem ent
理学学每年秋韦斯利豪技术管
$41670
4
士 BS
季,春季理学院
约合26万(人民
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理学学每年秋韦斯利豪技术管
$41670
4
士 BS
季,春季理学院
约合26万(人民
币)
理学学每年秋韦斯利豪技术管
$41670
4
士
季,春季理学院
约合26万(人民
币)
理学学每年秋韦斯利豪技术管
工程学每年秋工程科学学院
$41670
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约合26万(人民季,春季环境&海洋工程系
币)
环境工程学 Environmental Engineering
工程学每年秋工程科学学院
$41670
4
士
约合26万(人民季,春季环境&海洋工程系
币)
海军工程学 Naval Engineering
工程学每年秋工程科学学院
理学硕士
专业分类
韦斯利豪技术管理学院
硕士商业、管理与经济管理商业、商务建筑与规划建造与管理

Project Management-Ch4

journey begins witho single step. Even longest the
flash inspiration the partof an of on A project begin many may in ways: blinding a group, thatresponds a stated need thepa of a particula on individual one to or poisored set to chalice handed youandaheady client, one or thatis theinevitable proiect in of whatever rootof theproject, study excellence the the upfordisaster. Indeed of and are bva hasshown thev characterised combinaiionorder chaos. that that first, by or thechaos usually comes followed theorder system a well_develop process bring. order chaos notalways exist comfortably together This do can and butare vital components of projects. Thi5 purpose thischapter to outline process a project wiLlfollow. is the that The of planning Chapter (see process facilitate detailed will the understanding of the t. work theproiect on should whether fufther any lvloreover,willneed determine we to becarried outorthe oroiect teminated. planning, time and whichwill itselfconsume Before startwith detailed we This a of oftheproject. providesnotion resources, necessary it is to take ovetuiew an with and,if so,thenwe canproceed the whether project in factfeasible the is planning. overyiew is vitalif we aIeto retain focus the oitheprc detailed This step ject thekey provides forwhat follows. lt further a Framework on objectives. through thefirst to of This chapter focuses developing content theproject on the process which willbedelivered. provide basis ihe it These of the by stage designing planning follows. sutr this to forthedetailed that Running through is theneed gain port thework becarried frorn stakeholders, for to out all

ProjectManagement

ProjectManagement项目就是一个计划要解决的问题。

——约瑟夫. 朱兰项目是为创造独特的产品、服务或结果而进行的临时性事业。

它的特性明确且突出:· 有明确的开始时间和结束时间；（实际情况又不经常是这样，由于人们不停的要求变更，一些项目似乎永远不会结束。

）· 创造独特的产出，即以前没有做过的事情；纯粹重复性的任何事情都不能称作项目；每个项目都会涉及到以下四类关系人：· 利害关系者：在项目上有既得利益的任何人。

· 客户：项目所交付成果的使用者。

· 项目发起人：要求做某项目的人；负责确保项目获得合理的预算，进度安排是可以接受的以及团队拥有所需人员。

· 项目经理：在既定时间、预算、工作范围内，以预期的业绩水平完成项目，负全面责任的人。

同时，在项目发起人或客户中，同样存在这四类关系人，以促进项目的完成。

针对项目产生的项目管理则应运而生。

那么何为项目管理？在项目活动中应用各种知识、技能、工具和技术以达到项目要求，是通过项目管理过程—启动、计划、实施、监控和收尾—的应用与集成来实现的。

人际关系处理，使团队成员保持要求的绩效水平，对于稀缺资源的协商和谈判，政治问题的处理都是项目管理中不可量化的重要内容。

项目管理不仅仅是安排进度，不仅仅是工具，不仅仅是一个工作岗位或职位头衔，它甚至不是所有这些的总和。

项目管理是一种执行艺术，像外科手术一样，管理是一种实践，而不是一种理论；它追求的不是知识，而是绩效！管理的执行艺术只能在战壕中，像已经掌握它的人学习！在项目管理中存在四个重要变量：· 达到所要求的性能水平（Performance):桥梁必须达到特定负荷要求；汽车必须达到燃料经济性，速度等要求。

绩效规定了项目产品必须实现的功能要求；· 在成本或预算约束内（Cost）：包括劳动力，设备，外购服务，材料等；· 按时（Time）：项目均有时间底线；· 一定的工作范围（Scope）；这四个变量之间的关系：C=f(P,T,S)不幸的是，我们永远无法知道一个项目中这些变量之间的准确函数关系，但是根据经验我们知道，如果试图改变其中一个变量，则其他三个至少会有一个发生变化。

Project_Management英文(ppt 13页)

Check on-site technical infrastructure 3 Before getting to work
Define project modules and
Write list of rb and client team members
interrelationships
6 Controlling of incidentals
Confirmation of project structuring
Information/ requests
Introduction of team
Confirmation of proposal
Infrastructure for team
Time schedule
Time schedule
Checklist: • • • • •
Discuss hypothesis, project organization,
Discuss agenda for external kick-off
2 Project registration Fill-out project registration form Obtain P number
Conflict management
Know-how management
Conflict management
Interface staff Motivation
RB-CI
Budget controlling
Communication flow
Motivation
Preparation for
presentation
Communicate address, phones and

Project Management(英文)

Project Charter Work Breakdown Structure (WBS) Project Schedule
Project Budget
Project Charter
What must be done? What are the required resources? What are the constraints? What are the short and long term implications? Why do it? When must it be done? Where must it be done? Who does what? Who is behind the project? Who is funding the project? Who is performing the work of the project?
Project Planning and Implementation. by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright © 1994 by Prentice-Hall, Inc.
Core Project Management Tools
Canoe Trip to Boundary Waters
Example: Getting up in the morning

sub-tasks,
Hit snooze button Hit snooze button again Get outa bed Avoid dog Go to bathroom…
Work Breakdown Structure

Vault工具使用指南说明书

IM462271Seven Steps to Building the Ideal LifecycleMike ThomasTechnical Services Manager - Prairie MachineDescriptionThe ideal lifecycle is possible. Everyone can manage change the way they want—and, in fact, they do. Because, the way you manage files now, regardless of whether you like it or not, is what you choose to do. To move past the basics of file management into the area of drawing revisions, approvals, security, and advanced property management, you need to deal with lifecycles. In this class, we’ll look at Vault lifecycles and help you decide which is the best course of action. This class will introduce you to the powerful tools that are available in Vault Workgroup and Vault Professional for revision management, approval workflows, and engineering change orders (ECOs). Learn how categories are used to control the flow of your data and how versions and revisions are intertwined. We’ll also cover how to apply different revision schemes and how to initiate and track change via a change order.Speaker(s)I have been using AutoCAD since r13, cut my solid modeling teeth on Mechanical Desktop, and have been using Inventor since before it was known as Inventor. Data Management has always been a big part of my professional life, for the most part with Autodesk Vault. I’ve been utilizingVault for data management for as long as its been an Autodesk product.LifecyclesOur drawings and models are the language of engineering and manufacturing. It is how we communicate with others. It is how we go from concept-to-design-to-manufacture. How we manage this language is as important as the documents themselves.It is important to maintain a history of a document (including drawings) to track what has changed, when it changed, and hopefully why it changed. This history aids in making better decisions, provides crucial customer information, and provides the means to go back to a previous version. From Vault’s help: “A lifecycle definition is an engine that can be configured to automatically assign security, behaviors, and properties to Vault objects based on where the object is in the life of the design process.”The 7-steps to building the ideal lifecycle:1. Build Your Properties2. Add a Category3. Define the Rules4. Define the Revision Schemes5. Build the Transitions6. Make it Secure7. Track the ChangeIf you are using Autodesk Vault Basic you will not have access to the lifecycle engine. Vault Basic only provides version control, no tools to manage the change. Vault Workgroup and Vault Professional provide the tools for managing changeThe lifecycle engine is available for files and folders, and additionally within Vault Professional custom objects and items.Property AdministrationThe Oxford Dictionary describes Properties as meta data, a set of data describing and providing information about other data. In Vault, properties are meta data describing your data in Vault.Properties are available for files, folders, items (Vault Pro), and custom objects (Vault Pro). You associate with entity classes the property is available. Mapping determines where the property gets its information from.When files are checked into the vault, only the properties that are set enabled are automatically extracted and indexed by default.Create a new user-defined properties (UDP):• In the Property Definitions dialog select New • Specify the Name• Select the Property Type• Assign the UDP to one or more Categories• Use the Settings to optional further configure the property • Optional configure MappingCategoriesWhat are Categories?Building CategoriesDefine the RulesRulesUse Rules to define conditions where objects automatically assign to a category based on the object’s properties. For example, with Files, you could adjust the category manually or establish rules to assign the category automatically based on properties of the files.Figure 3: Assignment RulesCreate new rules to enforce how files, items, and custom objects are assigned to categories. Start by setting the Name and selecting the Category to assign it to the new rule.In the condition variables area, the Property, Condition, and Value lists are displayed. The property list shows the indexed user-defined and system properties for the vault that are in use. The conditions available in the condition list are determined by the selected property. The variable entered in the value box is compared to the property using the selected condition.Revision SchemesWhat is a Revision?Within Vault, you revise your objects by BUMPING the revision. Use Change Revision to grab the next available value in the current revision scheme. Within the dialog, select the revision level to bump to (i.e. are you going from 1 to 2 or 1 to 1.1) and Vaultautomatically getsthe next available value.Figure 4: Change RevisionRevision SchemesRevisions Schemes define the format and sequence of the revision. They define the format of the primary, secondary, and tertiary revisions. The scheme forces the users into predefined values, so they can not stray away from the standard.For example, the Standard Numeric Format starts at 1 and increments by 1, not skipping any numbers.Build (and modify) Revision Schemes within the Vault Settings(Behaviors tab):1. Name the new scheme and provide a description2. Select the Categories in which the scheme is available3. Assign the three Scheme Formats (primary, secondary, and tertiary) and the Delimiter4. Create Scheme Formats (as required)The Scheme Definition is simply the list of values available to the Revision.1The American Society of Mechanical Engineering (ASME) standard that defines the practices for revising drawings and associated documentation, includes the methods of identification and revision documentation.StatesThe State identifies the object’s status within the lifecycle. The number and type of states is based on the applied lifecycle and its associated Transition Rules.Figure 5: Change StateFolders are like files except youCategory, you can adjust the Stateforce you to perform a state change on the files contained within the folder before changingthe state.The State determines:•The Property Criteria requirements (Compliance) that must be in place before the state change can occur•The Actions that happen during the change (i.e. revision bump)•The Security enforcing who can make the change and who can see the file in the stateTransitionsFigure 6: Lifecycle Definition - TranstionsThe transition manages:• Criteria – the property details determining when a state transition can occur. For example,a file unable to transition to the next state without a value in the Initial Approver property. • Actions that occur automatically when the transition is made (like a revision bump) • Access control permissions – who can execute the transitionSecurityFigure 7: State SecurityThere are three ways to define the security of an object:•Object-based security – security is derived from the object settings. This is the default option.•State-based security – available when a state-based ACL exists and is combined with object-based security.•Overridden security– available when a state-based ACL is overriding object-based security, or when the administrator sets a manual override on the object.Tracking ChangeWhat are Change Orders?When a design requires a change or modification you want to put controls in place to help manage the change. A record of the changes provides a history trail of what was changed, why it was changed and when the change occurred.Vault Professional provides Change Orders to capture the changes and manage the change as the modifications are completed, reviewed, and released to be manufactured. The change order is the historical paper trail of the why, how, when, who, and what of the design modificationsC HANGE O RDER W ORKFLOWCreating New Change Orders (Quick Procedure)1. Locate the item or file requiring the change2. Create the Change Order (right-click add)3. Describe the change required4. Markup the drawing (as required)5. Assign the Routing6. Submit itChange Order AdministrationThe Change Orders tab contains options for controlling change order behavior, configuring the markup folder, and managing change order link properties.C HANGE O RDER A DMINISTRATIONIn addition to the Change Orders tab, define numbering schemes (Behaviors tab) to auto-label the change orders.。

Project Management A Managerial Approach：项目管理管理方法

The Project as Part of the Functional Organization
• Advantages of using the functional elements of the parent organization as the administrative home for a project include:
for individuals whose expertise is in the functional area
© 2006 John Wiley and Sons, Inc.
The Project as Part of the Functional Organization
• There are also disadvantages to housing the project in a functional area:
– Speed and market responsiveness have become absolute requirements for successful competition
– The development of new products, processes, or services regularly requires input from diverse areas of specialized knowledge
© 2006 John Wiley and Sons, Inc.
Growth of Project Oriented Organizations
• Four reasons for growth (cont.)
– Rapid expansion of technological possibilities in almost every area of enterprise tends to destabilize the structure of organizations

Project Training

A. Preparation work
Project Management
• Installation
a. Duct b. Cable & Cable tray c. Main pipe d. Ceiling e. Crossed construction f. Testing & Commissioning
b. Cleanroom
3. Wall : Layout Shop drawing (more issue) Elec. Others
4. Technical / Products spec’s 5. Material requirements
Project Management
Design
c. Electrical
4. Installation
A. Preparation Work B. Procedure C. Notice D. Cost ControlInstallation
a. Detail planning Time schedule Manpower Logistic b. Safety & Quality planning c. Machinery and tools d. Mobilization
Project Management Training
Karsten Cleanroom System
Project Management
• KCS Client
1. Local client 2. International client
Project Management
• Categories:
B. Procedure
Project Management

常用英文缩写

TS
Trouble Shooting
MFG
Manufacturing Department
SMT
Surface Mounted Technology
DIP
Dual in-line Package
Ass'y
Assembly
PC
Production Control
QS
Quality System
QE
Quality Engineering
Standardized Supplier Quality Audit 合格供应商品质评估
Capability Index
能力指数
Complex Process Capability Index
过程能力指数
Process Performance Index
过程性能指数
Design Of Experiments
IPQC
In Process Quality Control
PQC
Passage Quality Control
FQC
Final Quality Control
OQC
Outgoing Quality Control
QA
Quality Assurance
RD
Research & Development
Full Description
NPI
New Product Introduction
OPM
Operational Project Management
AMT
Advanced Manufacture Technology
PD
Process Development