(1)Introduction to Project Management
年度考核评估Annual Performance Appraisal Form_FY14_
Performance Appraisal------------------------------------------------------------------------------------------------------------------------------______________________________________________________________________________OBJECTIVE目的The purpose of performance appraisal is to clearly communicate to the employee being evaluated, how well he/she is meeting expectations for his/her job during the specified period, and to give the employee the opportunity to discuss his/her performance with the Reporting Supervisor. The Reporting Supervisor may provide specific examples to support his/her evaluation, as well as make recommendations in relation to areas for improvement. It is alsoa formal platform to review the employee’s individual development plan and determine the learning needs and support needed to enhance individual skills and competencies.这个评估的目的是与被评估业绩的雇员进行清楚的沟通，了解其在这段指定的工作期间内的表现与所期望的相符程度，并提供员工一个可以同直接上司讨论自己业绩表现的机会。
Topic1
Need Soft skills and hard skills
communication and leadership activities risk analysis, quality control, scheduling, and budgeting work Training, experience, and mentoring are instrumental in developing necessary skills.
Ⅱ. Project Management activities
Project management – ―the application of knowledge, skills, tools and techniques to project activities to meet project requirements.‖ PM includes work processes that initiate, plan, execute, and close work.项目管理包括哪 些 Tradeoffs among the scope, quality, cost, and schedule of the project Administrative tasks ＋Leadership tasks History
Project Life Cycle
predictable stages, sequential project phases Initiating—when a project is proposed, planned at a high level, and key participants commit to it in broad terms Planning—starts after the initial commitment, includes detailed planning, and ends when all stakeholders accept the entire detailed plan Executing—includes authorizing, executing, monitoring, and controlling work until the customer accepts the project deliverables Closing—all activities after customer acceptance to ensure project is completed, lessons are learned, resources are reassigned, and contributions are recognized.
土木工程专业(本科,学制四年)培养方案
土木匠程专业（本科、学制四年）培育方案（ Civil Engineering）一、培育目标和业务范围培育目标培育适应社会主义现代化建设需要的德、智、体、美全面发展的土木匠程专业高级技术人材。
业务范围：1、拥有较扎实的自然科学基础，认识今世科学技术的主要方面和应用远景；2、掌握建筑构造、工程力学、流体力学、岩土力学的基本理论，掌握工程规划与构造选型、工程资料、构造剖析与设计、地基办理方面的基本知识，掌握有关建筑机械、电工、工程丈量与试验、施工技术与组织等方面的基本技术；3、拥有工程制图、计算机应用、主要测试和试验仪器使用的基本能力，拥有综合应用各样手段（包含外语工具）查问资料、获守信息的初步能力；4、认识土木匠程主要法例；5、拥有进行土木匠程设计、试验、施工、管理和研究的初步能力；二、骨干学科和有关学科骨干学科：土木匠程、防灾减灾工程及防备工程有关学科：工程力学三、骨干课程资料力学、构造力学、流体力学、土力学、建筑资料、混凝土构造、钢构造、砌体构造、构造抗震设计、土木匠程施工、房子建筑学、工程项目管理等。
四、学制与学位修业年限：四年授与学位：工学学士五、毕业学分要求最低毕业学分176 分此中：公共基础课64 分专业基础课44 分专业课15.5 分选修课20.5 分集中实践32 分六、教课安排土木匠程专业（本科、学制四年）教课计划表课学时各学期周学时分派程课程代码课程名称课程（英文）名称学讲实课第第第第第第第第类分验程一二三四五六七八型上实学学学学学学学学授机践期期期期期期期期中国近现代史大纲Essentials of Modern05401003 History & Contemporary 2 30 2 2 (理工类 )History of China05401002 思想道德涵养与法Ideological and Moral3 30 24 2 律基础Cultivation and Basis of Law毛泽东思想和中国Introduction to Mao Zedong05431005- 特点社会主义理论Thought and Theory system of 6 64 44 2 2 05441005 系统概论socialism with Chinese(一)-( 二) characteristics05401006 马克思主义基来源Principles of Marxism 3 30 24 2 理79920008- 局势与政策Political Situation & Policies 2 21 14 2、4、6 学期，每学期 7 学时79960008 (一)-( 三)Directions to the05401001 国学经典导读reading of classics2 32 2 of studies of ancientChinese civilization公共00303001 计算机基础Computer Fundamentals 2 32 2 基础课00303002 计算机基础实验Experiments in Computer1 32 2 Fundamentals05212001- 高等数学 (A)Advanced Mathematics(A) 10 172 6 5 05222001 (一)-( 二)00303003 高级语言程序设计Advanced Computer Language3 54 18 4 Programming05322001- 大学物理 (A)College Physics(A) 8 128 4 405332001 (一)-( 二)05322002- 大学物理实验Experimentation of College2 54 1 205332002 (一)-( 二) Physics05111001- 大学英语College English 14 128 128 4 4 4 405141001 (一)-( 四)05017001- 体育选项Physical Education 4 140 2 2 2 205047001 (一)-( 四)79910007- 学生体质健康标准TheStandardTest of Students’2 1、3、 5、 7 学期各测试一次79970007 测试Constitutional Health合计64 861 232 108 20 22 14 10课学时各学期周学时分派程课程课程名称课程（英文）名称学讲实课第第第第第第第第类代码分验程一二三四五六七八型上实学学学学学学学学授机践期期期期期期期期10503009 工程化学Engineering Chemistry 2 36 12 310403001 土木匠程概论Introduction of civil1 20 1 Engineering10403002 画法几何与工程制Descriptive Geometry &3 54 3 图Engineering Drawing10403003 丈量学Surveying 36 12 310403004 建筑资料Building Materials 2 36 12 315202001 线性代数 ( 理工类 )A Linear Algebra 3 48 310403005 理论力学Theoretical Mechanics 3 54 410403006 资料力学Mechanics of Materials 4 70 8 410453007- 构造力学Structural Mechanics 5 90 4 3 10463007 ( 一)-( 二)专业基础10403008 流体力学Hydromechanics 2 32 8 2课10403009 工程地质学Engineering Geology 32 215202006 概率与数理统计 ( 理Probability & Mathematical 2 36 2工类 )B Statistics10403010 混凝土构造基来源Concrete Structure3 504 4 理Principle10403011 土力学Soil Mechanics 32 8 2 10403012 工程经济Engineering Economics 32 210403013 土木匠程施工Construction of Civil48 3 Engineering10403014 基础工程Elementary Engineering 32 2 10403015 钢构造基来源理Steel Structure Principle 3 54 4 合计44 792 64 379 712 14 2课程课程课程名称类代码型20403001 房子建筑学20403002 房子钢构造设计20403003 建筑构造试验建筑20403004 混凝土与砌体构造工设计程方 20403005 建筑法例向20403006 高层建筑构造设计20403007构造抗震设计专合计业课20403001房子建筑学20403008 工程项目管理 ( 一)20403009工程估价工程20403010建筑设施概论管理20403011工程合同法律制度方向20403012工程经济学20403005建想法例合计课程（英文）名称ArchitectureSteel-StructuredBuilding DesignBuilding Structure TestDesign of ConcreteStructure and MasonryStructureConstructionRegulationsHigh-rise BuildingStructure DesignSeismic Design ofStructuresArchitectureEngineering ProjectManagement(1)Project AssessmentIntroduction ofBuilding EquipmentConstruction ContractLawEngineering EconomicsConstructionRegulations学讲实课第第第第第第第第分验程一二三四五六七八上实学学学学学学学学授机践期期期期期期期期56 42 36 220 16 23 48 332 22 36 22 36 2264 16 4 2 3 856 448 348 332 232 248 332 2296 4 3 2 7 3课程类型专业选修课课程课程名称代码30403001 AutoCAD30403002 科技论文写作30403003 环境工程概论30403004 交通工程原理30403005 桥梁工程30403006 新式建筑资料30403007 专业外语30403008 建筑设施30403009 建设监理概论30403010 工程水文学30403011公路勘探与设计原理30403012 工程招标与招标30403013 建筑工程预概算30403014电算土木匠程中的应用30403015 建筑工程 CAD30403016 工程事故剖析办理30403017 构造稳固30403018 空间构造30403019 预应力混凝土构造30403020 路基路面工程30403021 弹性力学30403022 有限单元法30403023 水利工程30403024 土木匠程检测方法课程（英文）名称学讲课第第第第第第第第分实验程一二三四五六七八上机实学学学学学学学学授践期期期期期期期期20 12 2TechnologicalDissertation32 2WritingIntroduction of32 2Environmental EngineeringPrinciple of Transportation 32 2EngineeringBridge Structure 48 3New Building Material 32 2English for Civil32 2EngineeringBuilding Equipment 32 2Introduction of32 2Construction SupervisionEngineering Hydrology 32 2RoadSurvey& DesignTheory 32 2Bid for Engineering 32 2Estimation & Budget of32 2Building EngineeringComputerized Calculation32 2in Civil EngineeringCAD for Building32 2EngineeringAnalysis and Disposal of32 2Construction AccidentStructural Stability 32 2Space Structure 32 3Prestressed Concrete32 2StructureStructure of Road Bed &32 2PavementElasticity 32 2Finite Element Method 32 2Hydraulic Engineering 32 2Civil Engineering 32 2Inspection Method课程类型专业选修课土木匠程专业（本科、学制四年）教课计划表学时各学期周学时分派课程课程名称课程（英文）名称学讲第第第第第第第第代码分实验课程一二三四五六七八上机实践学学学学学学学学授期期期期期期期期30403026 智能建筑Intellectualized1 18 1Building30403027 组合构造Steel & Concrete32 2Composite Structure30403028 现代钢构造Modern Steel Structure 32 2 30403029 土工原理Soil Mechanics Theory 32 2 合计300备注： 1. 选修此外一个方向起码 3 门课程，学分起码16.5, 学时起码 300。
工程项目管理课本英文
Introduction:Construction Project Management is a crucial field that involves the planning, executing, and controlling of construction projects. It encompasses a wide range of activities, including coordination, communication, and the management of resources. This textbook aims to provide a comprehensive understanding of the principles, techniques, and practices involved in construction project management.Chapter 1: Introduction to Construction Project ManagementThis chapter introduces the concept of construction project management, its importance, and the roles and responsibilities of project managers. It also provides an overview of the project life cycle and the key components of a construction project.Chapter 2: Project PlanningThis chapter delves into the planning phase of a construction project.It covers the development of a project plan, including scope definition, schedule development, resource allocation, and budgeting. Additionally, it discusses the importance of risk management and the identification of potential risks in the planning stage.Chapter 3: Project SchedulingProject scheduling is a critical aspect of construction project management. This chapter explains various scheduling techniques, such as critical path method (CPM), program evaluation and review technique (PERT), and the use of project management software. It also covers the importance of schedule control and the identification of schedule variances.Chapter 4: Project Resource ManagementThis chapter focuses on the management of resources in a construction project. It covers the identification and allocation of human resources, equipment, and materials. The textbook also discusses the importance of resource leveling and the optimization of resource utilization.Chapter 5: Project Cost ManagementProject cost management involves the planning, budgeting, and control of costs throughout the project lifecycle. This chapter explains various cost estimation techniques, such as bottom-up and top-down estimation. It also covers cost control methods, including earned value management (EVM) and variance analysis.Chapter 6: Project Quality ManagementQuality management is a vital component of construction project management. This chapter discusses the importance of quality assurance and quality control. It covers various quality management tools and techniques, such as quality planning, inspection, and non-conformance management.Chapter 7: Project Risk ManagementRisk management is essential in construction projects to identify, analyze, and mitigate potential risks. This chapter explains the risk management process, including risk identification, risk analysis, risk response planning, and risk monitoring. It also discusses the importance of contingency planning and risk mitigation strategies.Chapter 8: Project Communication ManagementEffective communication is crucial in construction project management. This chapter covers the communication process, including the identification of stakeholders, communication channels, and the use of project management tools. It also discusses the importance of conflict resolution and stakeholder engagement.Chapter 9: Project Procurement ManagementProcurement management involves the acquisition of goods and services required for the construction project. This chapter explains the procurement process, including tendering, bidding, and contract management. It also covers the importance of contract administration and dispute resolution.Chapter 10: Project CloseoutThe final chapter of this textbook focuses on project closeout. It discusses the activities involved in completing a construction project, including the finalization of project documentation, handover to the client, and lessons learned. It also covers the importance of project evaluation and the application of knowledge gained from past projects.Conclusion:Construction Project Management is a comprehensive textbook that provides a thorough understanding of the principles and practices involved in managing construction projects. By covering various aspects of project management, from planning and scheduling to quality and risk management, this textbook serves as a valuable resource for students, professionals, and anyone interested in the field of construction project management.。
project scope
Hierarchical Breakdown of the WBS
Figure 3-3
Level
1
Hierarchical breakdown
Description Complete project
Project Deliverable Subdeliverable Lowest subdeliverable Cost account* Work package
Primary Scope/Requirements
• Delivered on time • Delivered within budget • Achieves desired quality in the final result
Functional versus Technical Requirements
WBS Levels
• The first three levels are called managerial (summary) levels. These levels serve as the basis for project status reports.
– First level: Represents the total project. Remaining breakout can then be used as an integration tool by the PM. – Second level: Identified by activity or deliverable or functional area. This is the level at which project budgets are developed. – Third (task) level: Project schedules are developed at this level.
工程管理方法英文作文
工程管理方法英文作文英文：Project management is an essential part of any successful project. There are various methods andtechniques that can be used to manage a project effectively. In my experience, I have found that the Agile methodology and the Waterfall methodology are two of the most popular and effective methods.The Agile methodology is a flexible and adaptive approach to project management. It involves breaking a project down into smaller, more manageable tasks, and then prioritizing them based on their importance. The team works in short iterations, typically two to four weeks, and atthe end of each iteration, they deliver a working productor feature. This approach allows for more frequent feedback and collaboration between the team and stakeholders, which helps to ensure that the project stays on track and meets the needs of the stakeholders.The Waterfall methodology, on the other hand, is a more structured and sequential approach to project management.It involves breaking a project down into distinct phases, such as planning, design, development, testing, and deployment. Each phase must be completed before the next one can begin, and there is little room for changes or adjustments once a phase has been completed. This approach is best suited for projects with well-defined requirements and a clear scope.In my experience, I have found that the Agile methodology is best suited for projects that are complex and require a high degree of flexibility and collaboration. For example, when I was working on a software development project, we used the Agile methodology to manage the project. We were able to deliver a working product every two weeks, which allowed us to get frequent feedback from the stakeholders and make adjustments as needed. This approach helped us to stay on track and deliver a successful product.On the other hand, I have also used the Waterfall methodology for projects that have well-defined requirements and a clear scope. For example, when I was working on a construction project, we used the Waterfall methodology to manage the project. We were able to break the project down into distinct phases, such as planning, design, construction, and final inspection. This approach helped us to stay organized and ensure that each phase was completed before moving on to the next one.中文：工程管理是任何成功项目的重要组成部分。
Project Management Introduction 项目管理专业介绍英文
Marketing, contracting,
customer relationship
skills
Leadership skill
Negotiating skills
Communication skills
Resource management,
human relationship
skills
To be an excellent project manager
A project is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.
Project Features
Projects are one-off processes with a clear life cycle
Some organizations use projects for special purposes for time to time; others organize their whole activities through projects
You will……
Marry a beauty
On top of life
Get a promotion and a raise
Become the general manager
Become CEO
THANKS!
Project Management
ቤተ መጻሕፍቲ ባይዱ
What’s the Project Management (P.M.)？
Training of Project Management 飞利浦项目管理
项目三要素
－－Three
Key Components of A Project
Risk 风险
Scope 范围 （交付物,绩效,质量）
项目经理三大原则
Three Principles for Project Managers
Be Aggressive Be Result-driver
Be Flexible
项目定义
阶段四 Phase 4 项目回顾
阶段三
Phase 3
项目经理的非正式权力（影响力）
Relationship
Obtaining support from stakeholder Skills Background & Ethics Knowledge & Leadership Feedback/suggestion Empathy
Project Definition & Characteristics :
Has specific starting and ending points Has a well-defined goal Occurs only one time Contains cost and time schedule Produces a specific result(final deliverable)
项目需要 Project Needs
批准立项 定义 回顾 实施 计划 Project Approval
界定项目范围－Scoping
了解项目给予者实际的需要及原因
MIT management
Project management tutorialPurpose: To provide the basic skills and knowledge needed to effectively manage a group project.Importance: Project scheduling and understanding/handling risk is crucial to success in science and engineering.Goals: After this activity, you will be able to:• Break a complex project into manageable sub-projects• Assign responsibility/ownership of project components• Set reasonable milestone's for the completion of major tasks• Perform a risk analysis and integrate mitigation into your planning• Develop and complete a project planFiles:Project Management(Link provided on the section page)SECTION 1: INTRODUCTION TO PROJECT MANAGEMENTProject management is the art of matching a project's goals, tasks, and resources to accomplish a goal as needed. We say "as needed" because one has limited time, money, and resources (human and machinery) with which to accomplish a goal. One can think of a project as a process. Figure 1 shows this process as a simplified block diagram.Figure 1: Simple Project Management SystemThe process involves inputs and outputs. Successful projects "do the right things, with the right tools, and in the right way".SECTION 2: STAGES OF A PROJECT AND HOW TO COMPLETE THEMStage 1: Defining the goals of the project:Garbage in equals garbage out. If you do not start a project with the correct goal(s), it is not likely you will accomplish the goal(s). This must be a team activity to ensure that everyone is given the opportunity to contribute and "buy-in" to what is going to happen. At the end of this stage, every team member should have an understanding of what must be accomplished.This part of the project should end with a document that lists the goals with a short statement providing some detail. The statement should include a definition of success. This is a statement that provides a description of the vital few requirements that define the goal as accomplished. Vital few implies the minimum required to do a good job. Defining success is necessary to make sure there is no ambiguity as to whether the goal has been accomplished or not. It also prevents teams from performing unnecessary iteration and improvement on a goal which has been sufficiently accomplished.Stage 2: Define project tasks/activities:Each goal or sub-set of goals should be matched to the tasks required to accomplish them. This is best done by listing the goals on the left side of a sheet of paper, then writing the tasks to their right. The group should agree that the specify task will accomplish the goals as per required in the definitions for success the team laid out in the previous stage.Stage 3: Determine and verify resource requirements:Resources are those things which are needed to accomplish the project goals. Resources may include, but are not limited to:• People• Time• Money• Space• Computers• Software• Others.....The most important component of determining resource requirements is to be realistic. One of the most common mistakes project managers make is to underestimate the amount and type of resources required. This leads to projects that run over budget and fall behind schedule. DO NOT attempt to do any of the following:• Squeeze a project into a shorter time frame to please your boss• Cut corners to minimize resource requirements• Plan on a best-case basis, i.e. "If everything goes correctly, we will finish on time."Determine what you need to get the job done correctly, on time, and on budget. It is not a bad idea to build in a safety margin here. This is often referred to as "padding". For instance, one might multiply the estimated time to complete a task/project by say 20% to allow for additional time to deal with unexpected occurrences. The amount of padding usually depends on the certainty one has as to how effectively the resources can be used. One should keep padding to a minimum.Once the requirements have been set, it is important to verify that the team will have access to them. If not, then it is not likely the project will be accomplished as required. In some instances it may be necessary to acquire resources as the project progresses. This is risky business and should be avoided if possible. This is risky business. Speaking of risk...Stage 4: Identify risks and develop mitigation (backup) plans:Projects always involve a finite amount of uncertainty (risk) that may lead to problems and surprises during the project. Dealing with surprises requires more time, energy, and money than originally planned. Risk management can help reduce the likelihood and affects of risks. Risk management is important as it helps the team accomplish the project with as little trouble as possible.As a professional scientist, engineer, or project manager, you will be required to help get the job done. Excuses (whether real or imaginary) generally don't buy any sympathy. For instance, in the event of a surprise problem which causes project delays, it is all to easy to deflect responsibility with victim phrases such as, "I did my part, but the other guy did not." or "We had an unexpected problem which caused us to fall behind." Managers, professors, CEOs typically do not look favorably on people who invoke victim phrases. As a result, people who fall back on these types of phrases, even if they are true, typically do not go far in this world. You must learn how to deal with surprises and adversity, not be pushed around by them.By becoming a member of a team, each member dedicates themselves to the success of the TEAM. If you are waiting on a team member to accomplish a task and they are behind, it is your responsibility to help them in any way you can. If you cannot help them, you must make sure they get the help to accomplish their task. The victim phrase does not absolve you of any responsibility, rather it makes you look like you are not a team player.Risk management can be a complex process, for our purposes, we will use a simple management for dealing with the risk. Identify and list the practical risks for your tasks in a column to the right of the tasks. For each risk, develop a back up plan that when implemented will keep you on schedule. You may want to pay special attention to risks that are so great, that they could "kill" the whole project. A member of the group should be responsible for monitoring this risk throughout the project.Stage 5: Develop a scheduleA gant chart is a schedule which plots the tasks, people responsible for these tasks, and a timeline. Gant charts are useful as they allow the team to look at the architecture (structure) of the project and easily identify responsibilities. The gant chart can serve as a document that people use in their planning as a visualization tool to see how tasks depend on each other. The basic format of a gant chart consists of a listing of tasks on the left hand side, followed by the start date, number of days to complete, and a finish date. Each task should be assigned one or more owners. To the right of the text listing is a graphical representation of the task duration in the context of the project time line. A sample gant chart is shown in Figure 2.Figure 2: Sample Gant ChartAfter the chart is made, look for conflicts of resources. For instance, make sure that team members are not assigned too many tasks during a given time period. For instance, in the schedule above, Lisa appears to be busier than her team mates on July 02nd and 03rd. Also make sure that different tasks which require the same machines or rooms are not scheduled for use at the same time. Make the changes and obtain agreement from the group that this is the schedule that is to be followed. It might be wise to review the risks during this time and adjust parts of the schedule if it would help.Stage 6: Execute the scheduleJust do it! Every team member should know what they have to do and should have the right resources to get the job done.. They should know what the risks are and have back up plans in case of trouble. During this stage, the project manager is responsible for coordinating, though group members should communicate among themselves as required. If a group member feels he is going to go overtime/budget, it is their responsibility to bring it up to the group as soon as possible. This way, resources can temporarily be shifted to help keep the team member on schedule.Each group member should document their activities. This is important as human memory is shaky at best and it is likely that each team member will be required to recall details of their activity. There is nothing more frustrating to a manager than to hear an employee say, "I can't remember what I did." If one can't remember, how can the team trust that what they did was correct? Documentation is the responsibility of the team members and will often be a saving grace for them.It is likely that surprises and conflicts may occur during the course of the project. It is important to remember that it is the team's responsibility to make the project happen. If there are problems, the team should help figure them out. If there are conflicts, the team should act together to resolve them. This can be facilitated by regular meetings (daily, weekly, monthly, whatever is practical) of the team. At the meetings the team should review the schedule and the status (complete or not complete) of the project goals. Once the goals are accomplished, the project is complete.Stage 7: Finish the project and assessing performanceAfter the goals have been achieved, it is good practice to evaluate the performance of the project team. In the last group meeting the team should discuss ways in which the experience could have been improved. This is where a good deal of learning and experience is gained. It will help prevent similar problems in future projects.SECTION 3: PROJECT MANAGEMENT IN OUR ACTIVITIES.Project management is in large part about being responsible. Today's high school and college programs rarely force young people to exert their discipline. Most people say it is impossible for young adults to manage themselves. I do not agree. Consider World War II. People between the ages of 17 and 22 formed the bulk of the force that fought in the war. They were responsible for flying fighter planes, bombers, driving tanks, and steering ships. These are huge responsibilities. If they can do this so can you.You will be responsible for developing (with our help), implementing, and executing your own project schedule. There will be no "mercy" for falling behind, except in the most extreme of circumstances. Basically, it is your turn to step up to the plate and get the job done.SECTION 4: ACTIVITY - START YOUR PROJECTThis is an incredibly open ended task. You are now charged with developing your project plan. Follow the steps above and proceed as best you can. Ask the staff for help if you have questions.At the beginning of this document, you can download a template for a project development sheet and a gant chart. All that is required of the user is to fill in the yellow cells. The gant chart will automatically plot out the task/project time line for you. This is a required part of your project management activities.。
pmp 项目管理计划
pmp 项目管理计划Project Management Plan1. IntroductionThis Project Management Plan outlines the planned activities, resources, budget and timeline for completion of the Project. This Project Management Plan will be used as the primary source of information by the Project Manager and Project Team for managing the project and providing a baseline to measure progress and performance.2. Project DescriptionThe project at hand is to develop an automated system for processing payments and invoices. The system will receive customer payments, process them, and generate invoices. The system should be designed to integrate into the existing business systems and be highly secure.3. Goals and ObjectivesThe goal of this project is to successfully develop and test a payment and invoice processing system that meets the needs of the customer.Objectives of this project include:- Design and develop a secure and efficient payment andinvoice processing system.- Ensure that the system is compliant with all relevant laws and regulations.- Integrate the system with the existing business systems. - Ensure customer satisfaction with the system’s performance.4. ScopeThe scope of this project covers the design, development, implementation, testing and training of the payment and invoice processing system.5. RequirementsThe system must meet the following requirements:- The system must be secure and protect customer data from unauthorized access.- The system must be able to process payments and generate invoices.- The system must be able to integrate with the existing business systems.- The system must be compliant with all relevant laws and regulations.6. Roles and ResponsibilitiesThe Project Manager will be responsible for the overallmanagement of the project, ensuring that all requirements are met and deadlines are met. The Project Team will include the following roles and responsibilities:- Project Manager: Responsible for overseeing the project, setting deadlines, and ensuring the project is completed on time and within budget.- Developer: Responsible for designing, developing, and testing the payment and invoice processing system.- Tester: Responsible for verifying the accuracy and functionality of the system.- Trainer: Responsible for training users on the use of the system.7. Budget and TimelineThe estimated budget for this project is $50,000. The estimated timeline for completion of the project is 4 months.8. Communication PlanThe communication plan for this project will include daily status updates, weekly progress reports, and monthly project reviews with the Project Manager.9. Risk ManagementThe risks associated with this project include potential delays due to integration issues, budget overruns, and datasecurity issues. The project team will establish a risk management plan to identify and mitigate potential risks.10. ConclusionThis Project Management Plan outlines the steps and resources required to successfully implement and manage the project. By following this plan, the project team will be able to successfully complete the project on time and within budget.。
工程管理的参考文献
工程管理的参考文献工程管理是一个广泛的领域，涉及到项目规划、资源分配、进度控制、风险管理等诸多方面。
因此，有许多优秀的参考文献可以帮助人们更好地理解和应用工程管理的理论和实践。
以下是一些常见的工程管理参考文献：1. 《工程管理导论》（Introduction to Engineering Management）作者，Stephen A. Devaux.这本书介绍了工程管理的基本概念、原则和实践，涵盖了项目管理、团队管理、质量管理等内容，适合初学者阅读。
2. 《工程项目管理实务》（Project Management in Practice）作者，Mantel, Meredith, Shafer, and Sutton.该书详细介绍了工程项目管理的各个阶段和关键要素，包括项目规划、风险管理、成本控制等内容，适合有一定项目管理基础的读者。
3. 《敏捷项目管理实践指南》（Agile Project Management:A Practical Approach）作者，Chuck Cobb.这本书介绍了敏捷项目管理的理念和方法，适合对敏捷开发感兴趣的工程管理人员阅读。
4. 《工程管理实务与案例分析》（Engineering Management: Challenges in the New Millennium）作者，C.M. Chang.该书通过案例分析的方式，深入探讨了工程管理中的挑战和解决方案，对于理论与实践相结合的学习很有帮助。
5. 《项目风险管理实务指南》（A Guide to the Project Management Body of Knowledge (PMBOK® Guide)）作者，Project Management Institute.这本书是项目管理领域的经典之作，详细介绍了项目管理的各个知识领域，包括风险管理，是项目管理人员的必备参考书籍。
除了以上提到的书籍，还有许多期刊、论文和行业报告也是工程管理领域的重要参考文献。
《项目管理》英文
2. Modern Project Management • There are two characteristics for MPM
– Enlarged management area-from 3 to 9 areas – Expended to all projects not only the
• The work is temporary.
– Time limited – There are resource restriction.
2020/3/11
Chapter 1 - Introduction
7. The Definition of Project Management
• Project Management is the overall planning, control and coordination of project from inception to completion.
3. The importance of learning MPM • All things start with project and then may
or may not transit into operations. • The project become the great means for a
2020/3/11
Chapter 1 – Introduction
6. The Characteristics of a Project • Products or Service are unique – characteristics
are progressively elaborated
– Progressively: proceeding in steps – Elaborated: worked with care and detail
项目管理(英文版)课件
项目管理(英文版)课件Project Management (English Version) CoursewareIntroduction:Project management is a crucial process that involves planning, organizing, and managing resources to achieve specific goals and objectives within a defined timeline. It is an essential aspect of any business or organization, and it can help to ensure successful project delivery while optimizing the use of resources. This course will teach you the fundamentals of project management, including the key concepts, principles, and techniques used in this field.Course Objectives:The main objectives of this course include:1. Understanding the key concepts and principles of project management.2. Learning the different project management processes and how they work together.3. Developing the skills needed to plan, organize, and manage projects effectively.4. Understanding the importance of risk management and how to mitigate risks.5. Learning how to measure project performance and trackprogress.6. Developing effective communication and leadership skills for project management.Course Outline:The course will cover the following topics:1. Introduction to project management2. Project initiation3. Project planning4. Project execution5. Project monitoring and controlling6. Project closure7. Risk management8. Team management9. Communication and leadership skillsCourse Methodology:The course will be delivered through a combination of lectures, case studies, group discussions, and practical exercises. Participants will be required to work on a project throughout the course to apply the concepts and techniques learned in class. They will also be provided with access to project management tools and software to aid in project planning and management.Learning OutcoAfter completing this course, participants will be able to: 1. Understand the key concepts and principles of project management.2. Apply project management techniques to plan, organize, and manage projects effectively.3. Identify and mitigate project risks.4. Measure project performance and track progress.5. Develop effective communication and leadership skills for project management.6. Work effectively in a team environment.Conclusion:This course is designed to provide participants with the knowledge and skills needed to manage projects effectively. It is suitable for anyone who is involved in project management or interested in pursuing a career in this field. By the end of the course, participants will have a solid understanding of project management concepts and be able to apply them to real-world projects.。
project培训教程课件
project培训教程课件一、教学内容Chapter 1: Introduction to Project ManagementChapter 2: Defining the ProjectChapter 3: Project PlanningChapter 4: Scheduling and BudgetingChapter 5: Managing and Leading the Project Team二、教学目标1. 理解项目管理的基本概念和原则。
2. 学会定义项目目标、范围和关键要素。
3. 掌握项目计划、进度安排和预算编制方法。
4. 培养团队协作、沟通和领导能力。
三、教学难点与重点1. 教学难点：项目进度安排和预算编制。
2. 教学重点：项目定义、项目计划和团队管理。
四、教具与学具准备1. 教具：PPT课件、投影仪、白板、白板笔。
2. 学具：教材、笔记本、计算器、日程表。
五、教学过程1. 导入：通过实际案例引入项目管理的重要性，激发学生兴趣。
介绍一个成功的项目案例，分析其关键要素。
2. 理论讲解：详细讲解项目管理的基本概念、原则和流程。
着重讲解项目定义、项目计划、进度安排和预算编制。
3. 例题讲解：结合教材，选取典型案例进行讲解，引导学生掌握项目管理方法。
4. 随堂练习：分组讨论，让学生针对某一项目进行定义、计划、进度安排和预算编制。
教师点评，指出存在的问题，给予指导。
5. 实践情景引入：模拟一个实际项目，让学生参与项目管理全过程。
六、板书设计1. 项目管理基本概念、原则和流程。
2. 项目定义、项目计划、进度安排和预算编制方法。
3. 团队协作、沟通和领导能力培养。
七、作业设计1. 作业题目：选择一个感兴趣的项目，进行项目定义、计划、进度安排和预算编制。
2. 答案：根据教材和课堂所学，完成作业。
八、课后反思及拓展延伸1. 反思：关注学生对项目管理知识的掌握程度，调整教学策略。
2. 拓展延伸：推荐学生阅读更多项目管理相关书籍，提高项目管理能力。
工程项目管理英文版教材
Introduction:Engineering Project Management is a comprehensive textbook designed to provide students and professionals with a solid understanding of the principles, methodologies, and practical applications of managing engineering projects. This textbook aims to bridge the gap between theoretical knowledge and real-world project management challenges, equipping readers with the necessary skills to successfully leadprojects from initiation to completion.Chapter 1: Introduction to Engineering Project ManagementThis chapter provides an overview of the field of engineering project management, highlighting its importance in the construction and engineering industries. It discusses the key components of a project, including scope, time, cost, quality, human resources, and risk management.Chapter 2: Project Planning and SchedulingThis chapter delves into the planning and scheduling phase of a project, covering topics such as project objectives, scope definition, work breakdown structure (WBS), Gantt charts, and critical path method (CPM). It also discusses techniques for managing project timelines andresources effectively.Chapter 3: Project Cost ManagementIn this chapter, readers will learn about the principles of cost management in engineering projects. It covers cost estimation, budgeting, cost control, and variance analysis. Additionally, the chapter addresses the importance of cost management in ensuring project profitability.Chapter 4: Project Quality ManagementThis chapter emphasizes the significance of quality in engineering projects. It discusses quality planning, quality assurance, quality control, and continuous improvement. Readers will also learn about various quality management tools and techniques, such as Six Sigma and Total Quality Management (TQM).Chapter 5: Project Human Resource ManagementThis chapter focuses on managing human resources in engineering projects, including recruitment, selection, training, and development. It covers the roles and responsibilities of project team members, as well as conflict resolution and team building strategies.Chapter 6: Project Risk ManagementRisk management is a crucial aspect of project success. This chapter explores the identification, analysis, and mitigation of project risks. It covers risk assessment techniques, risk response strategies, and risk monitoring and control.Chapter 7: Project Communication ManagementEffective communication is essential for the success of any project.This chapter discusses the importance of communication in project management, including communication planning, tools, and techniques. It also addresses stakeholder management and conflict resolution.Chapter 8: Project Procurement ManagementThis chapter covers the procurement process in engineering projects, including supplier selection, contract administration, and contract management. It discusses the importance of procurement in ensuring the timely delivery of project resources and services.Chapter 9: Project Stakeholder ManagementThis chapter focuses on managing the relationships between the project manager and various stakeholders, such as clients, contractors, and regulatory authorities. It discusses stakeholder identification, analysis, and engagement strategies.Chapter 10: Project Closure and EvaluationThe final chapter of this textbook addresses the project closure phase, including contract closeout, project evaluation, and lessons learned. It emphasizes the importance of capturing and documenting project outcomes to improve future projects.Conclusion:This Engineering Project Management textbook is a valuable resource for students, professionals, and anyone interested in gaining a deeper understanding of the field. By covering the essential aspects of project management, this textbook provides readers with the knowledge and skills necessary to successfully manage engineering projects in the real world.。
工程项目管理制度英文
In the field of engineering, project management plays a crucial role in ensuring the successful completion of projects. A well-defined project management system is essential to streamline processes, minimize risks, and achieve project objectives within the allocated time and budget. This article aims to provide an overview of an effective project management system specifically tailored for engineering projects.1. IntroductionEngineering projects are complex and involve various stakeholders, including clients, designers, contractors, suppliers, and regulatory authorities. A comprehensive project management system is designed to coordinate these stakeholders, facilitate communication, and ensure that all project activities are executed in a timely and efficient manner.2. Project InitiationThe first step in the project management system is project initiation. This involves defining the project scope, objectives, and deliverables. The project manager should work closely with the client to understand their requirements and expectations. A feasibility study may be conducted to assess the technical, economic, and operational aspects of the project.3. Project PlanningOnce the project is initiated, the next step is to develop a detailed project plan. This includes defining the project schedule, identifying the resources required, and establishing the budget. The following components are typically included in the project plan:- Work breakdown structure (WBS): This breaks down the project into smaller, manageable tasks.- Gantt chart: This visual representation of the project schedule helps in tracking progress and identifying critical paths.- Resource allocation: This involves assigning resources, such as personnel, equipment, and materials, to each task.- Budget estimation: This includes estimating the costs associated with each task and the overall project.- Risk management plan: This identifies potential risks and outlines mitigation strategies.4. Project ExecutionDuring the project execution phase, the project manager coordinates the activities of the project team. This involves:- Monitoring progress: Regularly reviewing the project schedule, budget, and quality to ensure that the project is on track.- Communication: Maintaining open lines of communication with all stakeholders to ensure that everyone is informed about the project status.- Change management: Handling any changes to the project scope, schedule, or budget, and obtaining necessary approvals.- Quality control: Ensuring that the project deliverables meet the required standards and specifications.5. Project Monitoring and ControlProject monitoring and control are essential to ensure that the project remains on track. This involves:- Tracking progress: Comparing the actual progress with the planned schedule and identifying any deviations.- Identifying and mitigating risks: Continuously monitoring forpotential risks and implementing mitigation strategies to minimize their impact.- Controlling costs: Monitoring the project budget and taking corrective actions if necessary.- Ensuring quality: Conducting quality assurance activities to ensurethat the project deliverables meet the required standards.6. Project ClosureThe final phase of the project management system is project closure. This involves:- Delivering the project deliverables to the client.- Conducting a project review to evaluate the project's performance and identify lessons learned.- Obtaining client approval and releasing the project team.- Archiving project documentation for future reference.7. ConclusionAn effective project management system is crucial for the successful execution of engineering projects. By following a structured approach, project managers can ensure that projects are completed on time, within budget, and meet the required quality standards. Implementing a robust project management system can lead to increased client satisfaction, reduced risks, and enhanced project performance.。
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6
IT Project Management
Product
What is it?
Computer software is the product. Software engineers design and build.
Software characteristics
Software is developed or engineered, it is not manufactured in the classical sense. Software doesn’t “wear out”.
Time overruns significantly decreased to 63% compared to 222% Cost overruns were down to 45% compared to 189% Required features and functions were up to 67% compared to 61% 78,000 U.S. projects were successful compared to 28,000 28% of IT projects succeeded compared to 16%
Outline
Introduction
People, Product, Process, and Project
What is a Project? What is Project Management? How Project Management Relates to Other Disciplines History of Project Management The Project Management Profession
Should have a primary sponsor and/or customer
Involve uncertainty
Introduction to Project Management
11
IT Project Management
Samples of IT Projects
Northwest Airlines developed a new reservation system called ResNet (see chapters 11-16) Many organizations upgrade hardware, software, and networks via projects (see chapter 5 opening and closing case) Organizations develop new software or enhance existing systems to perform many business functions (see examples throughout the text) Note: “IT projects” refers to projects involving hardware, software, and networks
Introduction to Project Management 15
IT Project Management
Why the Improvements?
"The reasons for the increase in successful projects vary.
பைடு நூலகம்
First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used.
People Product Process Project
Introduction to Project Management 5
IT Project Management
People
Senior managers
Make the business decisions
Project (technical) managers
Introduction to Project Management 14
IT Project Management
The 2001 Standish Group Report Showed Decided Improvement in IT Project Success Rates From the 1995 Study
The need for IT projects keeps increasing
In 1998, corporate America issued 200,000 new-start application development projects In 2000, there were 300,000 new IT projects, and In 2001, over 500,000 new IT projects were started
Introduction to Project Management 7
IT Project Management
Process
What is it?
When you build a product or system, it’s important to go through a series of predictable steps – a road map that help you create a timely, high-quality result. The road map that you follow is called a “software process.” A Select the process model that is appropriate for the software to be engineered by a project team.
Introduction to Project Management 12
IT Project Management
Motivation for Studying IT Project Management
IT Projects have a terrible track record
A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful and over 31% were canceled before completion, costing over $81 B in the U.S. alone
Introduction to Project Management 13
IT Project Management
Advantages of Using Formal Project Management
Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination Higher worker morale
Introduction to Project Management 8
IT Project Management
What is a Project
A project is a temporary endeavor undertaken to accomplish a unique purpose. A planned undertaking of related activities to reach an objective that has a beginning and an end.
Introduction to Project Management
9
IT Project Management
Project
Projects normally involve several people performing interrelated activities, and the main sponsor for the project is often interested in the effective use of resources to complete the project in an efficient and timely manner.
Introduction to Project Management 2
IT Project Management
Introduction
In a study published by IEEE, the engineering vice presidents of three major technology companies were asked the most important contributor to a successful software project. The answered in the following way: