项目管理实例分析报告-英文版
工程项目管理英文版本
Engineering project management is a critical discipline that involvesthe application of project management principles, methodologies, andtools to effectively plan, execute, and control engineering projects. This article aims to provide an overview of engineering project management, its key components, and its significance in the successful completion of engineering projects.1. Definition and ScopeEngineering project management is the application of project management concepts, techniques, and skills to engineering projects. It encompasses the entire lifecycle of a project, from conception to completion. The scope of engineering project management includes the planning, executing, and controlling of engineering projects to ensure they are completed on time, within budget, and to the required quality standards.2. Key Components of Engineering Project Managementa. Project PlanningProject planning is the process of defining the project objectives, scope, and deliverables. It involves creating a detailed project planthat outlines the activities, resources, and timelines required to complete the project. Key components of project planning include:- Project charter: A document that authorizes the project and definesits objectives, scope, and stakeholders.- Work breakdown structure (WBS): A hierarchical decomposition of the project scope into smaller, manageable components.- Schedule: A timeline that shows the sequence of activities and their durations.- Budget: An estimate of the costs required to complete the project.- Risk management plan: A document that identifies, assesses, and prioritizes risks associated with the project.b. Project ExecutionProject execution is the process of carrying out the project plan. It involves coordinating resources, managing stakeholders, and monitoring progress. Key components of project execution include:- Resource allocation: Assigning resources, such as personnel, equipment, and materials, to project activities.- Communication: Keeping stakeholders informed about project progressand issues.- Change management: Managing changes to the project scope, schedule,and budget.- Quality management: Ensuring that project deliverables meet the required quality standards.c. Project ControlProject control is the process of monitoring and controlling the project to ensure it is on track to achieve its objectives. Key components of project control include:- Progress tracking: Monitoring the actual progress of the project against the planned schedule and budget.- Performance measurement: Assessing the project's performance in terms of quality, cost, and time.- Change control: Managing changes to the project scope, schedule, and budget.- Risk management: Identifying, assessing, and responding to risks that may impact the project.3. Significance of Engineering Project ManagementEngineering project management is essential for the successfulcompletion of engineering projects. It helps organizations to:- Reduce project costs and improve profitability.- Enhance project quality and customer satisfaction.- Mitigate risks and uncertainties.- Improve project efficiency and productivity.- Develop and maintain stakeholder relationships.In conclusion, engineering project management is a vital discipline that ensures the successful completion of engineering projects. By applying project management principles, methodologies, and tools, organizations can achieve their project objectives and deliver high-quality outcomes within the specified time and budget constraints.。
工程项目管理英文资料
Construction project management is a complex and multifaceted discipline that involves the planning, execution, and completion of construction projects. This field requires a combination of technical, organizational, and administrative skills to ensure the successful completion ofprojects within budget, on schedule, and with the desired quality. The following is an overview of construction project management, including key concepts and processes.1. Project PlanningThe first step in construction project management is to plan the project. This involves defining the project objectives, scope, and requirements, as well as developing a project schedule and budget. Project planning also includes identifying the resources needed to complete the project, such as labor, materials, and equipment.2. Project OrganizationA well-organized project team is essential for successful construction project management. The project manager is responsible for assemblingthe team, which may include architects, engineers, contractors, andother specialists. The project manager must also establish clear linesof communication and define the roles and responsibilities of each team member.3. Risk ManagementRisk management is a critical aspect of construction project management. This involves identifying potential risks, analyzing their impact on the project, and developing strategies to mitigate or avoid them. Commonrisks in construction projects include design changes, weather delays, and cost overruns.4. Project ExecutionOnce the project is planned and organized, it is time to execute the project. This involves coordinating the activities of the project team, monitoring progress, and ensuring that the project is on track. Theproject manager must also manage changes to the project scope, schedule, and budget as they arise.5. Quality ManagementQuality management is a crucial component of construction project management. This involves ensuring that the project meets the specified quality standards throughout its lifecycle. Quality management includes activities such as quality planning, quality assurance, and quality control.6. Cost ManagementCost management is another critical aspect of construction project management. This involves monitoring and controlling the project budget, including labor, materials, and equipment costs. Cost management also includes identifying cost-saving opportunities and mitigating cost overruns.7. Project ClosureThe final stage of construction project management is project closure. This involves completing all project activities, delivering the final product, and ensuring that all project objectives have been met. Project closure also includes documenting the project's performance and lessons learned for future reference.8. Key Tools and TechniquesSeveral tools and techniques are commonly used in construction project management to improve efficiency and effectiveness. These includeproject management software, such as Microsoft Project and Primavera P6, as well as various communication and collaboration tools.In conclusion, construction project management is a complex discipline that requires a combination of technical, organizational, and administrative skills. By following a structured approach and utilizing the appropriate tools and techniques, project managers can ensure the successful completion of construction projects within budget, on schedule, and with the desired quality.。
项目案例英文
项目案例英文Project Case Study: How to Improve Team Collaboration and Communication。
Introduction。
In today's fast-paced business environment, effective team collaboration and communication are essential for the success of any project. In this case study, we will explore a real-life project and analyze the strategies and tools that were used to improve team collaboration and communication. By understanding the challenges faced and the solutions implemented, we can gain valuable insights into how to enhance teamwork and communication within our own projects.Case Background。
The project in question was a marketing campaign for a new product launch. The team consisted of members from various departments, including marketing, sales, design, and product development. The project timeline was tight, and the team faced challenges in coordinating tasks, sharing information, and staying aligned on the project goals.Challenges Faced。
项目管理案例分析
项目管理案例分析（一）凯茜·布福德（Cathy Buford）是一个项目团队的设计领导，该团队为一个有迫切需求的客户设计一项庞大而技术复杂的项目。
乔·杰克逊（Joe Jackson）是一个分派到她的设计团队里的工程师。
一天，乔走进凯茜的办公室，大约是上午九点半，她正埋头工作。
“嗨，凯茜，”乔说，“今晚去观看联赛比赛吗？你知道，我今年志愿参加。
”“噢，乔，我实在太忙了。
”接着，乔就在凯茜的办公室里坐下来，说道：“我听说你儿子是个非常出色的球员。
”凯茜将一些文件移动了一下，试图集中精力工作。
她答道：“啊？我猜是这样的。
我工作太忙了。
”乔说：“是的，我也一样。
我必须抛开工作，休息一会儿。
”凯茜说：“既然你在这儿，我想你可以比较一下，数据输入是用条形码呢，还是用可视识别技术？可能是……”乔打断她的话，说：“外边乌云密集，我希望今晚的比赛不会被雨浇散了。
”凯茜接着说：“这些技术的一些好处是……”她接着说了几分钟。
又问：“那么，你怎样认为？”乔回答道：“噢，不，它们不适用。
相信我。
除了客户是一个水平较低的家伙外，这还将增加项目的成本。
”凯茜坚持道：“但是，如果我们能向客户展示它能使他省钱并能减少输入错误，他可能会支付实施这些技术所需的额外成本。
”乔惊叫起来：“省钱！怎样省钱？通过解雇工人吗？我们这个国家已经大幅度裁员了。
而且政府和政治家们对此没任何反应。
你选举谁都没关系，他们都是一路货色。
”“顺便说一下，我仍需要你对进展报告的资料，”凯茜提醒他，“明天我要把它寄给客户。
你知道，我大约需要8到10页。
我们需要一份很厚的报告向客户说明我们有多忙。
”“什么？没人告诉我。
”乔说。
“几个星期以前，我给项目团队发了一份电子邮件，告诉大家在下个星期五以前我需要每个人的数据资料。
而且，你可能要用到这些你为明天下午的项目情况评审会议准备的材料。
”凯茜说。
“我明天必须讲演吗？这对我来说还是个新闻。
”乔告诉她。
项目管理案例分析的实习报告
项目管理案例分析的实习报告## Project Management Case Study Internship Report.Executive Summary.This internship report presents the case analysis of a project management initiative undertaken during my internship at [Company Name]. The project aimed to improve project delivery efficiency and stakeholder satisfaction. Key findings and recommendations are summarized, and lessons learned are discussed.Project Overview.The project involved implementing a new project management software suite across multiple project teams. The objectives were to:Streamline project planning and execution.Enhance collaboration and communication.Improve project visibility and control.Increase stakeholder engagement.Methodology.The case analysis employed a mixed-methods approach, including:Literature review of project management best practices.Interviews with project stakeholders.Data analysis of project metrics.Shadowing of project managers.Findings.The case analysis revealed several key findings:The existing project management system was fragmented and inefficient, leading to delays and bottlenecks.Stakeholder communication was often fragmented and ineffective, hindering collaboration and decision-making.Project visibility was limited, making it difficult to monitor progress and identify risks.Stakeholder engagement was minimal, resulting in low buy-in and support for project outcomes.Recommendations.Based on the findings, several recommendations were developed:Implement a unified project management software suite that provides comprehensive functionality and integrates with existing systems.Establish clear communication channels and protocols to foster effective collaboration and information sharing.Utilize project dashboards and reporting tools to enhance project visibility and provide real-time updates to stakeholders.Develop a stakeholder engagement plan to actively involve stakeholders in project decision-making and progress reviews.Lessons Learned.The following lessons were learned during this internship:The importance of stakeholder engagement in project success.The value of utilizing technology to enhance project management efficiency.The need for effective communication and collaboration in complex projects.The challenges of implementing change and the importance of a structured approach.Conclusion.The project management case analysis provided valuable insights into the challenges and opportunities of project management. By implementing the recommendations outlined in this report, [Company Name] can significantly improveproject delivery efficiency, stakeholder satisfaction, and overall project outcomes.## 项目管理案例分析实习报告。
项目案例的英文[4篇]
![项目案例的英文[4篇]](https://img.taocdn.com/s3/m/5cbb1ef8a58da0116c1749b3.png)
以下是网友分享的关于项目案例的英文的资料4篇，希望对您有所帮助，就爱阅读感谢您的支持。 项目案例的英文第一篇 某公司准备开发一个软件产品。在项目开始的第一个月，项目团队给出了一个非正式的、粗略的进度计划，估计产品开发周期为12~18个月。一个月以后，产品需求已经写完并得到了批准，项目经理制定了一个12个月期限的进度表。因为这个项目与以前的一个项目类似，项目经理为了让技术人员去做一些“真正的”工作(设计、开发等)，在制定计划时就没让技术人员参加，自己编写了详细进度表并交付审核。每个人都相当乐观，都知道这是公司很重要的一个项目。然而没有一个人重视这个进度表。公司要求尽早交付客户产品的两个理由是：1)为下一个财年获得收入;2)有利于确保让主要客户选择这个产品而不是竞争对手的产品。团队中没有人对尽快交付产品产生怀疑。 在项目开发阶段，许多技术人员认为计划安排的太紧，没考虑节假日，新员工需要熟悉和学习的时间也没有考虑进去，计划是按最高水平的人员的进度安排的。除此之外，项目成员也提出了其他一些问题，但基本都没有得到相应的重视。 为了缓解技术人员的抱怨，计划者将进度表中的计划工期延长了两周。虽然这不能完全满足技术人员的需求，但这还是必要的，在一定程度上减少了技术人员的工作压力。技术主管经常说：产品总是到非做不可时才做，所以才会有现在这样一大堆要做的事情。 计划编制者抱怨说：项目中出现的问题都是由于技术主管人员没有更多的商业头脑造成的，他们没有意识到为了把业务做大，需要承担比较大的风险，技术人员不懂得做生意，我们不得不促使整个组织去完成这个进度。 在项目实施过程中，这些争论一直很多，几乎没有一次能达成一致意见。商业目标与技术目标总是不能达成一致。为了项目进度，项目的规格说明书被匆匆赶写出来。但提交评审时，意见很多，因为很不完善，但为了赶进度，也只好接受。 在原来的进度表中有对设计
电信公司项目管理咨询案例英文
WBS FORTELECOM CONTRACT IMPLEMENTATIONPROJECTSWen Feng1Alcatel Telecommunications Shenzhen Co., Ltd. April 3, 2002KEY WORDSWBS, Work Breakdown Structure, Project Scope Definition, Project Planning1 ABSTRACTSIn this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical tools and techniques for WBS are reviewed in brief.2 INTRODUCTIONThe Work Breakdown Structure or WBS is an output from project scope definition process, which greatly contributes to the quality of project planning results and, consequently, the successfulness of any project. In the area of project management, one can never over-emphasize the importance to establish a WBS properly, right before an organization begins to commit its significant resources to any intended undertakings.1Wen Feng, Deputy General Manager of Alcatel Telecommunications Shenzhen Co., Ltd., certified PMP, joined in Alcatel in 2000, currently responsible for project and quality management. In 1992, he worked as an engineer in test automation R&D projects in Shenzhen Huawei Technical Co., Ltd. He started his career as a project manager in Singapore Telecom Limited in 1995, managing telecom switching system implementation projects.Due to its very nature, any project, by definition, is unique in certain aspects. This means that one can almost always expect some differences between existing projects and the previous ones. For instance, different customers, changing business environment, new technologies, newly formed project teams, extended scope of deliverables or other additional constraints.Needless to say, project managers and teams in a performing organization have to pay special attention to the differences among projects so as to successfully establish or adapt corresponding WBSs.In this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical WBS tools and techniques are reviewed briefly.3 WHAT MAKES PROJECTS DIFFERENT?A project is deemed new or different due to numerous reasons, and the same applies to any telecom projects. Table 1 provides a way to categorize the causes that make a project somewhat different in the eyes of the project stakeholders, particularly of the project manager and the team members.4 TELECOM PROJECT TYPESGenerally speaking, telecom projects can be classified into three categories: Contract Implementation Projects, System Development Projects and Process Improvement Projects.Contract Implementation ProjectsContract Implementation Projects are undertaken to fulfil the contractual obligations by the contractor and its customer. For example, a telecom system supplier (A) signs a contract with an incumbent telecom operator in China (B) to build a pre-defined GSM System in Beijing. A thus launches a Contract Implementation Project in order to deliver the GSM System to B as per what has been stipulated in the contract. Figure 1 shows an example of the WBS of Contract Implementation Projects. Note that only three layers of the WBS are depicted in Figure 1, as the lower layers tend to be more technical-oriented. There are four activities in the second layer, namely project initiating, planning, implementing and closing. This is in conformity to relative project management standards. The third layer covers major tasks under each activity in the upper layer. The decomposition of tasks will carry on till the work packages are adequately manageable.System Development ProjectsSystem Development Projects are the ones initiated within the project organization aiming at creating certain new products and/or services to gain competitive advantages in the market. For example, a telecom system supplier begins a R&D project to develop a state-of-the-art e-business platform so that a banking customer can provide the public its services through a full-electronic means and remotely. Figure 2 shows an example of the WBS of System Development Projects.Process Improvement ProjectsFinally, Process Improvement Projects are targeted to improve the business processes within the project organization or improve part/full of the supplier chain through interaction with related customers and suppliers. Typical examples are to establish an ISO9001-based quality management system, to implement a Custom Relationship Management (CRM) system, to upgrade an ERP system, and so on. Figure 3 shows an example of the WBS of Process Improvement Projects.5 SCENARIO 1: WBS FOR PROJECTS OF DIFFERENT TYPESIt is pretty obvious from Figure 1, 2 and 3 that the three types of projects, namely Contract Implementation Projects, System Development Projects and Process Improvement Projects are very different in nature. In addition, the WBSs for System Development Projects and Process Improvement Projects can drastically different due to numerous possibilities of project deliverables to be achieved. It is therefore highly recommended to establish one WBS template for each project type.It is not uncommon that the WBSs for System Development Projects and Process Improvement Projects need to be established on a case-by-case basis and quite often from scratch. The rest part ofthe paper will be focusing on the Contract Implementation Projects.6 SCENARIO 2: WBS FROM SCRATCHQuite a few cases have been encountered when people ask why so many Contract Implementation Projects are struggling all the time, if not failed or cancelled. (No exception for other types of telecom projects) Also, many start to think of establishing their own project management procedures or even systems. In this case, WBS templates have to be produced from scratch for coming projects, if no single WBS has ever been in existence.When doing so, the WBS layers should defined in such a way that the different projects of the same type require only minimal changes to the WBS. A practical way to structure the WBS template so that for a concrete project, the upper layers of its WBS need to change much less than the lower layers. For example, in Figure 1, the upper three layers can be applied to any Contract Implementation Project with very little change.Another popular way in practice is to structure the WBS in terms of "Nodes" of a telecommunications network. Because topologically any telecom system can be perceived as a combination of ''Nodes" and "Links". Figure 4 illustrates the structure of the WBS in terms of"Nodes".This kind of WBS can be quite convenient and effective, when the focus is on material management. However, due to the fact that number of nodes for different projects vary from several to hundreds, the WBS has to change greatly to cover the entire project node-by-node. Furthermore, overlapping and repetition of tasks cross the nodes in the next layer of the WBS make things even tougher to handle. For instance, planning is in reality not performed on a node-by-node basis, and so do many other tasks like initiating and closing in order for the project implementation to be cost-effective.7 SCENARIO 3: WBS FOR PROJECTS OF SAME TYPEIf a project organization has properly maintained WBS templates for Contract Implementation Projects, then only minimal change is required to obtain a workable WBS whenever there is a project. Let us still take Figure 1 as an example. In this case, the upper three layers of WBS applies straightforward with no change at all.Differences take place at the lower layers of the WBS, if the scale of project justifies that the layers are necessary. Typical amendments are project scope such as a system with nine nodes versus one with 99 nodes, different geographical locations such as mountainous, hilly or plain areas in the country, etc. Nevertheless, these amendments can be done only by "copy and paste". Figure 5provides a further breakdown of the activity "Installation".Although the tasks like site inspection, local logistics, hardware installation and software test appear to be repetitive over the nodes, in fact it is necessary that they be treated separately due to different locations, even though they could be located close enough - within the same city like GSM system.8 SCENARIO 4: WBS FOR BRAND-NEW TELECOM SYSTEMSIn today's fast growing telecommunications industry and most dynamic marketplace worldwide, new products have been developed and brought into the market at a speed of several months, and new feature release or software upgrading in weeks. It is not uncommon that project organizations face with tremendous difficulties adapting their resources to cope with brand-new Contract Implementation Projects. For instance, from wire-line systems to wireless ones, from circuit switching to packet switching, or from narrow-band to broadband, and so on. All of these will have definite impacts on the WBS.When creating a WBS for a Contract Implementation Project with brand-new technology or system, one needs to identify carefully the differences of engineering needs caused. Let us take the task "Site Survey" in Figure 1 as an example. If the WBS was originally for wire-line systems, and then the task can be decomposed mainly into power supply, machine house, network connection and cabling subtasks. However, if a wireless system is to be implemented, then subtasks such as radio-testing, tower availability and lightening protection must be added. This is illustrated inFigure 6 - WBS Change due to Wireless Technology.9 PROVEN TOOLS AND TECHNIQUESWhatever the scenario seems to be, many proven project management tools and techniques about WBS are valid. Among them are brainstorming, expert judgement, templates, decomposition and configuration management. What is the most important is when and how to combine them to establish an appropriate WBS cost-effectively.BrainstormingBrainstorming has been quite frequently used to identify problems, root causes and solutions through team effort. WBS is among one of the key topics, but normally brainstorming is used to review WBSs for coming projects. Results can be obtained efficiently and most of the time effectively. Brainstorming can be best applied when team members are readily prepared in terms of knowledge and experience. Otherwise it can also be very ineffective or simply wasting of time. For example, if a team has only been doing switching system implementation, when creating WBS for a optical cable project, better seeking for experts in that field instead of storming the brain.Expert JudgementThe key issue here is how to define the term "Expert". In practice, it is less difficult to find technical or engineering experts with sufficient knowledge and experiences. Unfortunately, not the case to have someone with project management expertise at the same time. Therefore, care must be taken to make sure that experts are working with project managers in coordinated way. For example, the experts usually tend to agree with the WBS in Figure 4 other than the one in Figure 1 for a Contract Implementation Project.DecompositionThe key question here is "When should I stop?" For Contract Implementation Projects, the duration of work packages is dependent upon the level of effort per node, which is approximately 1-5 days depending upon technology and local logistics. Experiences have shown that 40 hours or one week for the duration of a work package could be appropriate.TemplatesIn a properly maintained project management system, WBS templates can be of great help to project planning in terms of efficiency and effectiveness. In a projectized organization, project management system and quality management system is often interchangeable. Otherwise it is recommended to have the former within the latter. The reason is simple. Quality management system has well-defined and proven international standard - ISO9001- to follow, and not the case for project management system.Configuration ManagementThe very philosophy of configuration management is, in many times, a critical tool for the creating and adapting project WBSs, especially for complex telecom projects. Whenever there is a change in one part of a WBS, the rest parts have to be reviewed to make sure all elements in the WBS have consistency as per the project scope. For example, in Figure 6, changes have made to adapt a WBS for wire-line system to one for wireless system. One has to make sure that the subtasks added, i.e. radio testing, tower availability and lightening protection should be done for all "site survey" tasks (meaning for all the nodes) in the WBS. Even more importantly, the scope of subtask "cabling" should be extended to the dimensioning from the outdoor antenna to the indoor equipment, which is not required for a wire-line system.10 REFERENCESA Guide to the Project Management Body of Knowledge, PMI, USA, 1996.。
项目管理的英文作文
项目管理的英文作文下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。
文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copyexcerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!Well, project management is really important. It helps to keep everything on track. You need to have good plans and make sure everyone knows what to do.Sometimes it can be really challenging. There are so many things to consider and unexpected problems that can pop up. But you just have to deal with them as they come.There are different stages in project management. Like starting the project, then managing the progress, and finally finishing it up. Each stage has its own tasks and requirements.You also need to communicate well with the team. Let them know what's going on and listen to their ideas and concerns. That way, you can work together better.。
项目案例 英文
项目案例英文Project Case Study:Title: Implementation of a Waste Management Program in ABC CityIntroduction:The following case study presents the implementation of a waste management program in ABC City. The aim of this project was to effectively manage and reduce the amount of waste generated in the city, promote recycling and composting, and educate the public on sustainable waste management practices.Background:ABC City, located in XYZ country, was facing significant waste management challenges. The city's landfill facilities were reaching their capacity, leading to increased pollution and environmental degradation. Additionally, the lack of awareness and proper waste disposal practices among residents exacerbated the problem. Objectives:- Reduce the amount of waste generated in the city by 20% within a year- Increase the recycling rate to 50% within two years- Implement a composting program for organic waste within six months- Educate the public on proper waste management practices through awareness campaigns and workshops Implementation:1. Stakeholder engagement: The project team collaborated with various stakeholders, including the municipal government, waste management department, local NGOs, and community groups. Regular meetings were held to obtain feedback, gather suggestions, and ensure cooperation.2. Infrastructure development: To support the waste management program, the city invested in the construction of recycling centers, composting facilities, and collection points for hazardous waste. Proper waste segregation bins were also installed in residential and commercial areas to encourage source separation.3. Education and awareness campaigns: The project team organized workshops, seminars, and awareness campaigns on waste reduction, recycling, and composting. The campaigns targeted different age groups and sectors of the community, including school children, households, and businesses. Informational brochures and posters were distributed to disseminate key messages.4. Policy and regulation development: The project team worked closely with the municipal government to develop and enforce waste management policies and regulations. This included implementing waste collection schedules, imposing penalties for improper waste disposal, and incentivizing proper waste management practices.5. Monitoring and evaluation: A monitoring system was set up to track the progress of the waste management program. Key performance indicators such as waste generation rate, recyclingrate, and public participation were regularly measured and evaluated. The data collected helped identify areas for improvement and informed decision-making.Results:- Within a year, the waste generation rate in ABC City decreased by 15%, showcasing significant progress towards the 20% reduction target.- The recycling rate increased to 45% within two years, indicating a positive shift in waste disposal habits.- The composting program was successfully implemented within the set timeframe, resulting in the diversion of organic waste from landfills.- Public awareness and participation improved significantly, as evidenced by increased attendance in workshops, proper waste segregation, and positive feedback from the community. Conclusion:This case study highlights the successful implementation of a waste management program in ABC City. Through stakeholder engagement, infrastructure development, education, and monitoring, the city achieved notable progress in waste reduction, recycling, and composting. The project served as a model for other cities in the country and demonstrated the importance of community involvement and policy support in sustainable waste management.。
项目管理实例分析报告-英文版
ContentsChapter 5 (1)5-1 (1)5-2 (1)FIGURE 5-1 Network diagram (1)5-3 (2)FIGURE 5-2 Work breakdown structure and a responsibility matrix (2)5-4 (2)FIGURE 5-3 the project objective and a list of your assumptions about the project (2)Chapter 6 (3)6-1 (3)FIGURE 6-1 (3)6-2 (4)FIGURE 6-2 network diagram (4)6-3 (4)6-4: (5)FIGURE 6-3 schedule for the project (5)Chapter 7 (5)7-2 (5)FIGURE 7-1 schedule for project before August 15 (5)7-3 (6)FIGURE 7-2 schedule for the two projects (6)7-4 (6)FIGURE 7-3 schedule for the project (6)Chapter 8 (7)8-1 (7)FIGURE 8-1 a planned resource utilization chart (7)8-2 (7)FIGURE 8-2 resource profile for workers (7)Chapter 9 (8)9-1 (8)9-2 (8)FIGURE 9-1 the plan, schedule and activity cost estimates (8)FIGURE 9-2 cumulative budgeted cost (9)9-3 (9)FIGURE 9-3 schedule for actual cost of the project (9)9-4 (10)FIGURE 9-4 Cumulative Percent Complete by Period for the Project (10)FIGURE 9-5 a cumulative earned value by period table (10)FIGURE 9-6 chart of CBC, CAC, CEV (11)9-5 (11)9-6 (11)Chapter 55-1A list of the activities that need to be performed to accomplish the project objective1. List of the activities1)Use of funds for all activities2)Use of funds of every department in the center3)The ratio of working capital and total capital4)Budget for next fiscal year5)the procedure and carry-out of activities in this year6)photographs and media reports7)summarize the data, photographs and media reports8)composite and compile text9)examine and verify10)mail to the donors5-2A network diagramFIGURE 5-1 Network diagram5-3A work breakdown structure and a responsibility matrix5-4The project objective and a list of your assumptions about the projectFIGURE 5-3 the project objective and a list of your assumptions about the projectChapter 66-1Using a project start time of 0 (May 15) and a required project completion time of 180 days (November 15), calculate the ES, EF, LS, and LF times and total slack for each activityFIGURE 6-1Determine the critical path and identify the activities that make up the critical path FIGURE 6-2 network diagram6-3Develop a cost estimate for each activity and determine the total budget for the projectCritical path: D-F-G-H-I.Activities:The procedure and carry-out of activitiesPhotographs and media reportsSummarize the data, photographs and media reportsComposite and compile textExamine and VerifyDeliveryDevelop a duration estimate for each activityChapter 77-2Assume it is August 15. Provide a list of activities that have been completed as of August 15, along with the actual finish (AFs) dates and actual costs expended for each of these completed activities.FIGURE 7-1 schedule for project before August 15Provide a scenario for problems that have come up that will cause a delay in at least two activities that are scheduled to be completed between September 15 and November 15.7-4Based on the actual finish times and the schedule delay problems identified in item 2, calculate a revised schedule, and then make the necessary revisions to the plan (including any duration and cost estimates) and schedule and continue to do so until all negative slack is eliminated．We should focus on these activities: 3.1 (near term activity)3.2 (negative slacks)4 (negative slacks)5 (negative slacks)8-1A planned resource utilization chartFIGURE 8-1 a planned resource utilization chart8-2A resource profileFIGURE 8-2 resource profile for workers12341030507090110130150170DaysW o r k e r s1.1 (one worker) 1.2 (one worker)1.4 (one worker)1.3 (one worker)2.1 (one worker)2.2 (one worker)3.1 (one worker) 3.2 (one worker) 4 (one worker)5 (one worker)9-1Now determine actual costs expended through August 15 (including any portion of committed costs) for each activity that is scheduled to be in progress as of August 15. Make an estimate of the percent complete of the work performed for each of those same activities that are in progress as of August 15.Determine actual costs expended through August 15:Actual Cost:Total actual cost: 700+600+60=13609-2Using the plan, schedule, and activity cost estimates from item 1 in Chapter 7, prepare a budgeted cost by period table (similar to Figure 9.4) and graph a cumulative budgeted cost (CBC) curve (similar to Figure 9.5) for the project.FIGURE 9-2 cumulative budgeted costCumulative Budgeted Cost1000200030004000104070100130169-3Using the actual cost data (through August 15) from item 1 above, prepare all actual cost by period table (similar to Figure 9.6) and add a cumulative actual cost (CAC) curve to the CBC graph prepared in item 2 above (similar to Figure 9.7).10002000300040001030507090110130150170DayC u m u l a t i v e C o s t9-4Using the percent complete data (through August 15) from item 1 above, prepare a cumulative earned value by period table (similar to Figure 9.9) and add a cumulative earned value (CEV) curve to the CBC and CAC graph (similar to Figure 9.10).FIGURE 9-6 chart of CBC, CAC, CEV10002000300040001030507090110130150170DayC u m u l a t i v e C o s t9-5As of August 15, calculate for the total project ，the ：·cost performance index (CPI) ·cost variance (CV) ·forecasted cost at Completion (FCAC) CPI=CEV/CAC=1360/1510=0.9 CV=CEV-CAC=1360-1510=-150$ FCAC=TBC/CPI=3200/0.9=3555.6$ 9-6If the FCAC in item 5 exceeds the total budgeted cost (TBC) for the project, what suggestions could your team make to reduce the costs of any in-progress activities or those activities not yet started, to get the FCAC within the TBC for the project?1. We should focus on the activities that will be performed in the near term, such as project 3.1 and 3.2. We should reduce the actual cost of the two projects.2. We should focus on the activities that have a large cost estimate, such as project 5. We can make some negotiations with mail companies, in order to reduce some cost.。
项目管理模板英文版ProjectManagement
Project Control Improper
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apacity Not Meet
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项目管理案例分析的实习报告
项目管理案例分析的实习报告英文回答：Project Management Case Study Internship Report.During my internship at [Company Name], I gained valuable experience in project management through my involvement in a case study analysis. The project focused on [Project Name], a complex and challenging initiative aimed at [Project Goal]. As part of a team of interns, I was responsible for conducting research, analyzing data, and developing recommendations for the project team.Research and Data Analysis.We began by gathering data from various sources, including interviews with stakeholders, project documentation, and industry reports. We analyzed this data using qualitative and quantitative methods to identify key trends, challenges, and opportunities. Our researchprovided insights into the project's scope, timeline, budget, and resource allocation.Stakeholder Engagement.Throughout the project, we engaged with stakeholders at all levels to gather their perspectives and feedback. We conducted interviews, facilitated workshops, and presented our findings to the project team. This engagement allowed us to understand the diverse needs and expectations of those involved in the project.Risk Assessment and Mitigation.We identified potential risks to the project's success and developed strategies to mitigate them. We analyzedrisks based on their likelihood and impact, and proposed measures to minimize their potential negative consequences.Recommendation Development.Based on our research, analysis, and stakeholderengagement, we developed a comprehensive set of recommendations for the project team. Our recommendations addressed key areas such as project scope optimization, resource reallocation, and risk management. We presented our recommendations to the team and provided justification for each proposal.Communication and Reporting.We communicated our findings and recommendations effectively through written reports, presentations, and meetings. We kept stakeholders informed of our progress and sought their input to ensure that our recommendations were aligned with the project's goals.Conclusion.This internship provided me with a firsthand opportunity to apply project management principles in areal-world setting. I developed strong skills in research, analysis, stakeholder engagement, and recommendation development. The experience has significantly enhanced myunderstanding of project management and prepared me for a successful career in the field.中文回答：项目管理案例分析实习报告。
项目分析计划书英语作文
In the realm of project management,a wellcrafted project analysis plan is indispensable.It serves as a roadmap,guiding the project team through the complexities of the project lifecycle.The following narrative is a personal account of how one might approach the creation of a project analysis plan,drawing from the experiences of a seasoned project manager.The process of formulating a project analysis plan begins with a clear understanding of the projects objectives.It is essential to define the projects scope,deliverables,and the ultimate goal it aims to achieve.This clarity sets the stage for a comprehensive analysis that will inform every subsequent decision.One must then assemble a team of experts,each with a unique set of skills and knowledge that will contribute to the projects success.This team will be responsible for conducting a thorough analysis of the projects feasibility,risks,and potential impact.It is crucial to foster an environment of open communication and collaboration,as this will ensure that all perspectives are considered and that the plan is robust and wellinformed.The next step involves conducting a market analysis.This entails researching the competitive landscape,identifying potential customers, and understanding the markets needs and preferences.By gathering this data,the project team can tailor the project to meet the demands of the market,increasing the likelihood of success.Financial analysis is another critical component of the project analysis plan.This includes estimating the projects budget,identifying potential sources of funding,and forecasting the projects financial performance.A detailed financial analysis helps to ensure that the project is financially viable and that resources are allocated effectively.Risk management is an integral part of the project analysis plan. Identifying potential risks and developing strategies to mitigate them is essential to the projects success.This involves assessing the likelihood and impact of various risks,from technological challenges to regulatory changes,and developing contingency plans to address them.The project analysis plan should also include a detailed project timeline. This timeline outlines the projects milestones,deadlines,and deliverables. It is a crucial tool for tracking progress and ensuring that the project stays on schedule.Moreover,the plan must address the projects operational aspects.This includes defining the projects processes,workflows,and resource allocation.A welldefined operational plan ensures that the project runs smoothly and efficiently,minimizing delays and bottlenecks.Throughout the project analysis process,it is vital to engage stakeholders regularly.Stakeholders include clients,investors,team members,and any other parties with an interest in the project.Regular communication and updates help to build trust and ensure that all stakeholders are aligned with the projects goals and progress.Finally,the project analysis plan should be a living document,subject to regular review and updates.As the project progresses,new information may come to light,and the plan should be adjusted accordingly.This flexibility ensures that the project remains on track and can adapt to changing circumstances.In conclusion,a project analysis plan is a multifaceted tool that guides the project from conception to completion.It requires a deep understanding of the projects objectives,a thorough analysis of the market and financial landscape,and a commitment to risk management and stakeholder engagement.By following these steps and maintaining a flexible, adaptable approach,a project manager can ensure that their project is wellpositioned for success.。
英文版工程项目管理
Engineering project management is a critical process that ensures the successful completion of projects within the specified time, budget, and quality constraints. It involves planning, executing, and controlling projects to meet the objectives of the stakeholders. This article aims to provide an overview of engineering project management, its key components, and its significance in the field of engineering.1. Introduction to Engineering Project ManagementEngineering project management is the application of knowledge, skills, tools, and techniques to execute projects effectively. It is essential in various industries, including construction, manufacturing, and information technology. Effective project management ensures that projects are completed on time, within budget, and to the required quality standards.2. Key Components of Engineering Project Managementa. Project Planning: This involves defining the project scope, objectives, deliverables, and constraints. It includes creating aproject plan, which outlines the activities, resources, and timeline required to complete the project.b. Project Execution: This phase involves implementing the project plan. It includes coordinating resources, managing risks, and ensuring that the project is progressing as planned.c. Project Monitoring and Control: This phase involves tracking the project's progress, identifying deviations from the plan, and taking corrective actions to bring the project back on track. It includes performance measurement, variance analysis, and change management.d. Project Closure: This phase involves completing all project activities, documenting lessons learned, and transitioning the project deliverables to the stakeholders. It also includes finalizing financial and administrative activities.3. Significance of Engineering Project Managementa. Cost Control: Effective project management helps in controlling costs by optimizing resources, minimizing waste, and identifying cost-saving opportunities.b. Time Management: By planning and executing projects efficiently, project managers can ensure that projects are completed on time, meeting the client's expectations.c. Quality Assurance: Project management ensures that the project deliverables meet the required quality standards by implementing quality control measures and continuous improvement processes.d. Risk Management: Project managers identify potential risks and develop strategies to mitigate them, minimizing the impact on theproject's success.e. Stakeholder Management: Effective communication and collaboration with stakeholders are crucial in project management. It ensures that stakeholders' expectations are met, and their concerns are addressed.4. Challenges in Engineering Project Managementa. Resource Constraints: Limited resources, such as budget, time, and personnel, can hinder project progress and success.b. Uncertainty and Complexity: Projects often involve uncertainty and complexity, which can lead to unexpected challenges and deviations from the plan.c. Communication and Collaboration: Ensuring effective communication and collaboration among project team members and stakeholders is a significant challenge.5. ConclusionEngineering project management is a critical discipline that plays a vital role in the successful completion of projects. By effectively planning, executing, and controlling projects, engineers can deliver high-quality results within the specified constraints. Overcomingchallenges and continuously improving project management practices is essential for the success of engineering projects in various industries.。
项目分析计划书英语作文模板
Title: [Project Name] Analysis PlanDate: [Insert Date]1. IntroductionThe purpose of this analysis plan is to outline the methodology and approach that will be used to analyze the [Project Name]. This project aims to [briefly describe the project objectives and goals]. The analysis will provide valuable insights into the project's performance, identify potential issues, and suggest improvements for future iterations.2. Project Overview2.1 Project Background- Briefly describe the background of the project, including its origin, objectives, and stakeholders.2.2 Project Objectives- List the specific objectives of the project, including both short-term and long-term goals.2.3 Project Scope- Define the scope of the project, including the boundaries and limitations of the analysis.3. Analysis Methodology3.1 Data Collection- Describe the methods and sources of data that will be used to analyze the project. This may include:- Project documentation (e.g., requirements, design documents, user manuals)- Project performance metrics (e.g., time, cost, quality, scope)- Stakeholder feedback and interviews- Historical project data3.2 Data Analysis Techniques- Outline the analytical techniques that will be employed to process and interpret the data. These may include:- Statistical analysis- Qualitative analysis- SWOT analysis- Root cause analysis3.3 Tools and Software- List the tools and software that will be used for data analysis, including:- Data analysis software (e.g., Excel, SPSS, R)- Project management tools (e.g., JIRA, Trello)- Reporting tools (e.g., Tableau, Power BI)4. Analysis Phases4.1 Initial Assessment- Conduct an initial review of the project documentation and performance metrics to identify any immediate concerns or areas of interest.4.2 Detailed Analysis- Perform a detailed analysis of the collected data using the outlined techniques and tools.4.3 Reporting- Compile the findings into a comprehensive report that includes:- An overview of the project's performance- Identification of strengths, weaknesses, opportunities, and threats- Recommendations for improvement5. Timeline- Provide a timeline for the analysis phases, including start and end dates for each phase.6. Roles and Responsibilities- Define the roles and responsibilities of the team members involved in the analysis process.7. Risk Management- Identify potential risks that could impact the analysis process and propose mitigation strategies.8. Approval and Review- Outline the process for reviewing and approving the analysis plan, including the roles of stakeholders and decision-makers.9. ConclusionThis analysis plan provides a structured approach to assessing the [Project Name]. By following the outlined methodology and adhering to the timeline, we aim to deliver a comprehensive analysis that will inform decision-making and enhance the project's success.10. Appendices- Include any additional information or references that support the analysis plan.---This template can be customized to fit the specific needs of your project. Ensure that all sections are relevant to your project and that the plan is clear, concise, and actionable.。
项目管理模板(英文)
Prioritization Matrix Project Name:Date:PROJECT STATEMENT OF WORK Project Name:Project Sponsor:Project Start Date:Project Charter Approval – The signatures below represent approval for this project as chartered in this document. The people signing below must approve in writing changes to the scope, objectives, constraints, key success measures or key assumptions prior to implementing those changes__________________________ __________ __________________________ _______ Signature Date Signature Date__________________________ __________ __________________________ _______ Signature Date Signature Date__________________________ __________ __________________________ _______ Signature Date Signature DatePROJECT STATUS REPORT EXAMPLE Project Name: Jax, FL #2Project Manager: Mandy DietzProject Sponsor: Jim ChampionStatus as of: 07/26/99I.SCHEDULEI.BUDGETActual To Date: $ 27,000Projected Remaining Expenses: $473,000Projected Total: $500,000Budget: $525,000Projected Variance: ($25,000)II.SIGNIFICANT ACCOMPLISHMENTSClosed on purchase of property.Received final approval for store plans.New manager started full-time on July 13th.Reached agreement with lead construction company.Selected merchandise.I.UPCOMING DELIVERABLESComplete staffing assessmentPost for jobs internallyOrder merchandisePour foundationI.CRITICAL ISSUESThe lead construction contractor has indicated concern over finding adequate resources to meet our aggressive schedule. We should consider augmenting localresources with in-house construction team or back-up resources from alternatesource.City commissioners have just announced road construction work for the upcoming fiscal year. Plans call for widening of highway fronting the storelocation. We will need to determine timing and impact as it relates to storeopening and traffic.PROJECT SUMMARY AND ARCHIVAL PACKAGE Project Name:Project Sponsor:Project Manager:Project Start Date:Project Completion Date:__________________________ __________ __________________________ _______ Project Sponsor Date Project Manager Date Attachments:1.Project Charter2.Charter Modifications3.Updated Project Plan4.Status Reports5.Meeting Minutes6.Team Norms7.Contingency Plans8.Other Important Project Information。
翻译项目管理方案案例分析
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翻译项目管理案例分析 项目计划书
小组成员：杨佳 孙瑞 幸鑫 王茜
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项目简介
资料用途：出口设备安装手册 翻译方向：汉译英 工作量：预计40万字 时间：项目周期比较紧，总计项目时间只有3周 20天，去除休息日，实际工作日只有15天。 格式：原稿为纸稿，项目开始一周后，客户方提 供电子稿。文件不仅量大，且包含大量图片、表 格，每张图片中均有需要翻译的文字。 计费：按照WORD统计中文（不计空格），的方式 计算。因为图片太多，所以另外加收图片处理费 用
2.2 项目信息
•项目概述 •总结及归档
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2.1 客户信息
基本信息
主要联系人： 电话： 电子邮件：
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2.1 客户信息 客户满意度调查表
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1.请详细填写以下背景 信息
公司名称 您的姓名 您的电子邮件地址 项目名称 《公司名称》项目号 《公司名称》主管项目经 理/协调员 《公司名称》项目经理所 属办公室 被调查项目的生产月份
同上
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7.《公司名称》的贡献 8.结论
总体上讲，此项目达到了 我公司的期望。 《公司名称》给我们的工 作增添了价值 《公司名称》能够根据我 们当前的业务需要提供 灵活的解决方案 《公司名称》了解我们的 要求 如有其他评论，敬请填写 在这里 我相信，如果我有项目需 要更多的服务、需要新工 具/新技术或工作量更 大，《公司名称》都能从 容应对 《公司名称》将是我下一 个项目的首选供应商。
时间进度表
第3-6天
•译员开始翻译，两天交一次 稿件供译审审校和排版人员 排 •第6天译审交一次稿件
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项目管理-en(英文版).pptx
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Key Steps
• Define project mission statement and business drivers
• Identify business measurements • Identify project measurements • Identify project scope • Identify implementation approach • Assemble Project Charter documents • Approve Project Charter
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Project Charter
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Objective
• Define organization’ s business profile • Perform a current situation assessment • Define project approach • Define project organization and roles • Define project scope • Define implementation approach
Organization Technical Enhancement
Reports and Forms Data Conversion
Interface
SAP Functional Business Process
Technical Infrastructure
Project Scope
Project Charter
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Phase 1: Project Preparation
PMP英文项目经验范文十一例(经过PMI协会认证)(可编辑)
PMP英文项目经验范文十一例（经过PMI协会认证）Building Professionalism in projectmanagement. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://0>.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameOrganization NameContact Name Email Address Phone Number1Project TitleShandong telecom base station power environmental monitoring projectStart Date End Date07/2009 11/2009DomainsInitiating Planning Executing Controlling Closing89.00 77.00 58.00 82.00 59.00Project DescriptionProject Name: Shandong telecom base station power environmentalmonitoring projectTarget: Shandong Telecom wireless base station power for remotemonitoring and management environmentProject deliverables: 1700 base stations across the province toachieve the power and the environment all theparameters such as remote capture and remote control and management.The output of the project: program testing, technical proposals, theimplementation of the program, completionof the test report.Candidate: Page 1 of 3Building Professionalism in project management.TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NamePMP? Experience Verification FormThe PMI credentials are the most recognized credentials in project managementTo maintain and enhance the high standard ofthese credentials PMI must ensure that project management practitioners who apply for the PMI credential examinations meetthe predefined requirements for eligibility One way in which PMI works to ensure that all educational and experientialrequirements are met and the integrity of its credentials are maintained is to conduct candidate auditsThe applicant who has presented you with this form has been randomly selected to participate in this auditPlease verify the accuracy of thecandidate’s experience presented on the Project Management Experience Report by providing your signature and contact information in the spaces belowPlease place these forms in an envelope, seal and sign your name over the back flap andreturn it to the candidatePMI appreciates your assistance in preserving the value of our credentials.I hereby verify that the information provided is correct. orYes NoIf NO, please provide the reason; if additional space is needed, continue on the back of this page:Name:Title:Organization:Address:Phone Number: Email:SignatureCandidate: Page 2 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameIf you have any questions regarding the audit, please contact the Project Management Institute at:Project Management InstituteAtt: Certification Audit14 Campus Blvd.Newtown Square, PA 19073-3299 USA************************Candidate: 1622191 Page 3 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameOrganization NameContact Name Email Address Phone Number1Project TitleShandong Commercial Group WAN ProjectStart Date End Date11/2007 03/2008DomainsInitiating Planning Executing Controlling Closing204.00 254.00 240.00 72.00 144.00Project DescriptionProject Name: Shandong Business Group WAN interconnection project Objectives: Group under the various industries and business systemsin real time based data processingbusiness.Project deliverables: Division by 52 nationwide green way to access groups through the headquarters, to meetthe retail, real estate, newspapers, car trade, logistics, educationand other daily operations of the industry.The output of the project: project planning, technical proposals, implementation plans, test reports and deviceconfiguration documentationCandidate: Page 1 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NamePMP? Experience Verification FormThe PMI credentials are the most recognized credentials in project managementTo maintain and enhance the high standard ofthese credentials PMI must ensure that project management practitioners who apply for the PMI credential examinations meetthe predefined requirements for eligibility One way in which PMI works to ensure that all educational and experientialrequirements are met and the integrity of its credentials are maintained is to conduct candidate auditsThe applicant who has presented you with this form has been randomly selected to participate in this auditPlease verify the accuracy of thecandida te’s experience presented on the Project Management Experience Report by providing your signature and contact information in the spaces belowPlease place these forms in an envelope, seal and sign your name over the back flap andreturn it to the candidatePMI appreciates your assistance in preserving the value of our credentials.I hereby verify that the information provided is correct. orYes NoIf NO, please provide the reason; if additional space is needed, continue on the back of this page:Name:Title:Organization:Address:Phone Number: Email:SignatureCandidate: Page 2 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameIf you have any questions regarding the audit, please contact the Project Management Institute at:Project Management InstituteAtt: Certification Audit14 Campus Blvd.Newtown Square, PA 19073-3299 USA************************Candidate: Page 3 of 3Building Professionalism in project management.TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameOrganization NameContact Name Email Address Phone Number1Project TitleShenzhen Airlines Jinan Branch information technology projectStart Date End Date04/2007 06/2007DomainsInitiating Planning Executing Controlling Closing130.00 174.00 178.00 50.00 122.00Project DescriptionProject Name: Shenzhen Airlines Jinan Branch information technology projectsGoal: data sharing and interoperability with HeadquartersProject deliverables: The new office building cabling, deployment, floor access and aggregation switches,firewalls deployed in exports, to ensure authorized access and external network data isolation.The output of the project: technical proposals, the implementationof the program, completion of the testreport.Candidate: Page 1 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NamePMP? Experience Verification FormThe PMI credentials are the most recognized credentials in project managementTo maintain and enhance the high standard ofthese credentials PMI must ensure that project managementpractitioners who apply for the PMI credential examinations meetthe predefined requirements for eligibility One way in which PMI works to ensure that all educational and experientialrequirements are met and the integrity of its credentials are maintained is to conduct candidate auditsThe applicant who has presented you with this form has been randomly selected to participate in this auditPlease verify the accuracy of thecandidate’s experience presented on the Project Management Experience Report by providing your signature and contact information in the spaces belowPlease place these forms in an envelope, seal and sign your name over the back flap andreturn it to the candidatePMI appreciates your assistance in preserving the value of our credentials.I hereby verify that the information provided is correct. orYes NoIf NO, please provide the reason; if additional space is needed, continue on the back of this page:Name:Title:Organization:Address:Phone Number: Email:SignatureCandidate: Page 2 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameIf you have any questions regarding the audit, please contact the Project Management Institute at:Project Management InstituteAtt: Certification Audit14 Campus Blvd.Newtown Square, PA 19073-3299 USA************************Candidate: Page 3 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameOrganization NameContact Name Email Address Phone Number1Project TitleChina Ministry of Information System Project Phase II Shandong node Start Date End Date01/2006 02/2006DomainsInitiating Planning Executing Controlling Closing56.00 85.00 72.00 38.00 50.00Project DescriptionProject Name: Ministry of Public Security, Shandong secondary network nodesGoal: Wide Area Network expansion and backup routesProject deliverables: router card replacement 155M, and open to Beijing and Shanghai, two 155M circuit, thenode with the Ministry of Public Security a bidirectional high-speed communications.The output of the project: implementation of the program, completion of the test report.Candidate: Page 1 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NamePMP? Experience Verification FormThe PMI credentials are the most recognized credentials in project managementTo maintain and enhance the high standard ofthese credentials PMI must ensure that project management practitioners who apply for the PMI credential examinations meet the predefined requirements for eligibility One way in which PMI works to ensure that all educational and experientialrequirements are met and the integrity of its credentials aremaintained is to conduct candidate auditsThe applicant who has presented you with this form has been randomly selected to participate in this auditPlease verify the accuracy of thecandidate’s experience presented on the Project Management Experience Report by providing your signature and contact information in the spaces belowPlease place these forms in an envelope, seal and sign your name over the back flap andreturn it to the candidatePMI appreciates your assistance in preserving the value of our credentials.I hereby verify that the information provided is correct. orYes NoIf NO, please provide the reason; if additional space is needed, continue on the back of this page:Name:Title:Organization:Address:Phone Number: Email:SignatureCandidate: Page 2 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameIf you have any questions regarding the audit, please contact the Project Management Institute at:Project Management InstituteAtt: Certification Audit14 Campus Blvd.Newtown Square, PA 19073-3299 USA************************Candidate: Page 3 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameOrganization NameContact Name Email Address Phone Number1Project TitleState Taxation Bureau of Shandong Province WAN transformation project Start Date End Date03/2005 06/2005DomainsInitiating Planning Executing Controlling Closing78.00 70.00 71.00 44.00 48.00Project DescriptionProject Name: Shandong Province, State Administration of Taxation network speed projectGoal: Wide Area Network expansion and backup routesProject deliverables: the provincial bureau to PUC to 17 speed wide area network by the 2M to 10M dual-routeback up, 3 years to meet the business tax system in Shandong data channel is not congested.The output of the project: technical proposals, the implementationof the program, completion of the testreport.Candidate: Page 1 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NamePMP? Experience Verification FormThe PMI credentials are the most recognized credentials in project managementTo maintain and enhance the high standard ofthese credentials PMI must ensure that project management practitioners who apply for the PMI credential examinations meetthe predefined requirements for eligibility One way in which PMI works to ensure that all educational and experientialrequirements are met and the integrity of its credentials are maintained is to conduct candidate auditsThe applicant who has presented you with this form has been randomly selected to participate in this auditPlease verify the accuracy of thecandidate’s experience presented on the Project Management Experience Report by providing your signature and contact information in the spaces belowPlease place these forms in an envelope, seal and sign your name over the back flap andreturn it to the candidatePMI appreciates your assistance in preserving the value of our credentials.I hereby verify that the information provided is correct. orYes NoIf NO, please provide the reason; if additional space is needed, continue on the back of this page:Name:Title:Organization:Address:Phone Number: Email:SignatureCandidate: Page 2 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameIf you have any questions regarding the audit, please contact the Project Management Institute at:Project Management InstituteAtt: Certification Audit14 Campus Blvd.Newtown Square, PA 19073-3299 USA************************Candidate: Page 3 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://.Project Management Experience Audit ReportPMI ID Number Reference Experience NumberLast Name, First NameOrganization NameContact Name Email Address Phone Number1Project TitleProject of Jinan Telecom MANStart Date End Date11/2003 06/2004DomainsInitiating Planning Executing Controlling Closing244.00 186.00 314.00 96.00 104.00Project DescriptionProject name: Jinan Telecom MAN PojectGoal: high-speed broadband network coverage area of JinanProject deliverables: Construction of dual-core, 12 the convergence layer, 50 IP metro network access layer tomeet the 2 years of Jinan Broadband telecommunications business. The output of the project: network planning, technical proposals, the implementation of the program,completed the test report.Candidate: Page 1 of 3Building Professionalism in project management. TMProject Management InstituteGlobal Operations Center14 Campus Blvd., Newtown Square, PA 19073-3299 USATel: +610-356-4600, Fax: +610-356-4647E-mail:*************,Internet://。
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Case StudiesThe wedding第17组：吕沁文于鸿雁孙光莹The wedding5.1Make a list of assumptions that will be used as the basis for panning the wedding.1.Determine Wedding location, determine the ceremony and wedding feast style.2.Determine Wedding banquet food supply.3.Estimate costs and determine the scope of the cost.4.Draw up the guest list: relatives, college classmates, neighbors and friends.municate with families and friends about the wedding plan.6.Make a Clear division of tasks7.Determine the best man, bridesmaid, minister, and chief witness at a wedding ceremony8.Make certain of the weather condition in case it rains5.2Make a list of activities that need to be done between now and the wedding day.5.3For each activity ,identify the person who will responsible for seeing that the activities is accomplished.6.1Develop a duration estimate for each activity.6.4Develop a cost estimate for each activity and determine the totalThe total budget for the wedding is $13670.5.4Using the list of activities , develop a network diagram showing the interrelationships of all the activities.6.2Using a project start time of 0 and a required project completion time of 180 days ,calculate the ES,EF,LS and LF times and total slack for each activity.6.3Determine the critical path and identify the activities that make up the critical path.7.1．If the schedule you calculated in Chapter 6 has negative slack, you need to revise your plan and calculate a revised schedule to eliminate all negative slack. Also make any associated changes to the cost estimate for activities and calculate a revised total budget for the project.If the schedule you calculated in Chapter 6 did not have negative slack, proceed to item 2.7.2 Assume it is March 31.Provide a list of activities that have completed as of March 31, along with the actual finish dates and actual costs expended for each of these completed activities.numb er activitytimecost Actual cost1 Invitation 31 120 1002 Procurement 29 6000 55003 Decorate homes 27 1000 8004 Character design 181500 8015 Determine a priest 4 100 1206 Make Reservation for Restaurant 15 3000 33007 Make a makeup appointment 3 200 1708 Wedding car booking 6 100 809 Make a Wedding photographyappointment6 100 11510 Others 9 500 450 7.3. Provide a scenario for problems that have come up that will cause a delay in at least two activities that are scheduled to be completedbetween May 1 and June 30.Tony get sick，this problem may delay the activities such as Wedding photo and Develop a plan of the honeymoon.7.4. Based on the actual finish times and the schedule delay problems identified in item 2, calculate a revised schedule, and then make the necessary revisions to the plan and schedule and continue to do so until all negative slack is eliminated.8 Using the revised schedule you calculated in response to item 1 in Chapter 7 to eliminate all the negative slack, and the responsibility matrix you developed in Chapter 5, now develop:8.1a planned resource utilization chart;8.2 a resource profile, for each resource, based on an as-soon-as possible schedule.9.1. Now determine actual costs expended through March31 for eachactivity that is scheduled to be in progress as of March31.Make an estimate of the percent complete of the work performed for each of those same activities that are in progress as of March31.9.2. Using the plan, schedule, and activity cost estimates from item 1 in Chapter 7, prepare a budgeted cost by period table and graph a cumulative budgeted cost (CBC) curve for the project.9.3. Using the actual cost data from item 1 above, prepare an actual cost curve to the CBC graph prepared in item 2 above.9.4. Using the percent complete data(through March31)from item 1 above, prepare a cumulative earned value by period table and add a cumulative earned value(CEV)curve to the CBC and CAC graph.EV=CBC(By the March 31)9.5. As for March31, cumulate for the total project, the:Cost performance index (CPI)Cost variance (CV)Forecast cost at completion (FCAC)CPI=CEV/CAC=11945.1÷11336=1.053731475CV=CEV-CAC=11945.1-11336=609.1FCAC1=TBC/CPI=13670÷1.053731475=12972.94455FCAC2=CAC+(TBC-CEV)=11336+(13670-11945.1)=13060.99.6. If the FCAC in item 5 exceeds the total budgeted cost (TBC) for the project, what suggestions could your team make to reduce the costs of any in-progress activities or those activities not yet started, to get the FCAC within the TBC for the project?We should focus on the activities that have a large cost estimate, such as project 2. We can make some negotiations with decoration company, in order to reduce some cost.。