工程项目管理-英文课件-ProjectPlanning.ppt
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ProjectManagement精品PPT课件
将各种知识、技能、工具和技术应用于项 目之中，以达到项目的要求。项目管理是 通过: Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as:
一次性/临时性 工作/任务
预定的经费
临时组织
沟通
明确界定的 工作范围
项目
团队精神 开始日期
明确具体的目标/交付结 果
结束日期
5
项目特点 Specifications of a Project
• a) 具体的起始时间（ The exact starting time) • b) 具体的终止日期（ The exact finishing date) • c) 严格定义的最终目标（The exact definition of the final goal) • d) 只发生一次（Only one time) • e) 包含有时间（T），质量（Q）和成本（C）的要求
生产支持
成本控制
8
项目管理重要性的原因 Reasons of the Importance inPM
• ---社会经济快速变革的压力：( Quick change Pressure) 产品多变性和高风险性(Easy Changeable & High Risk) 目标管理,结果导向（management By Objective, result orientation ) 多专业的跨部门横向协作（Across-Function cooperation) • ---组织管理模式的变革趋势: (Tendency of Organization model) 对传统组织结构的挑战 (Challenge the traditional managerial structure) 组织扁平化，柔性化（ Plat —flexible organization 全员参与思想（Total Employee involvement)
一次性/临时性 工作/任务
预定的经费
临时组织
沟通
明确界定的 工作范围
项目
团队精神 开始日期
明确具体的目标/交付结 果
结束日期
5
项目特点 Specifications of a Project
• a) 具体的起始时间（ The exact starting time) • b) 具体的终止日期（ The exact finishing date) • c) 严格定义的最终目标（The exact definition of the final goal) • d) 只发生一次（Only one time) • e) 包含有时间（T），质量（Q）和成本（C）的要求
生产支持
成本控制
8
项目管理重要性的原因 Reasons of the Importance inPM
• ---社会经济快速变革的压力：( Quick change Pressure) 产品多变性和高风险性(Easy Changeable & High Risk) 目标管理,结果导向（management By Objective, result orientation ) 多专业的跨部门横向协作（Across-Function cooperation) • ---组织管理模式的变革趋势: (Tendency of Organization model) 对传统组织结构的挑战 (Challenge the traditional managerial structure) 组织扁平化，柔性化（ Plat —flexible organization 全员参与思想（Total Employee involvement)
项目管理英文PPT课件
demands for project scope , time
, cost, risk and quality
• Satisfying stakeholders
with differing needs and
expectations
4
• Meeting identified
requirements
–Contingency plans are developed for the known risks.
–Ensures common understanding of the risks and their contingency
Sucre
Pass the credit card
Nika
Determine Available Resources What people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through matrix management. Find out how easy or difficult that will be to do. Check the Timeline When does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usually are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget. Create Your Baseline Plan Get feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the project into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan. Request Project Adjustments There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Don't wait until it's in trouble to ask for the changes you need.
项目管理课程资料(ppt 89页)(英文版)
Topic 2
PROJECT MANAGER +
PROJECT ORGANIZATION
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
I. The Nature of Man
model about human behavior
• 2) The financial objectives of the project is based on the business case:(1)revenue from deliverables delivered to the client;(2) cost of team members’ labor;(3)cost of deliverables from suppliers;(4)all other project related cost
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ----Cost/benefit analysis.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• Keep in mind:
• Almost all the people in the world act as REMMs, REMMs are everywhere ---- GAME between different parties----Try to understand what do your counterparty really want.
PROJECT MANAGER +
PROJECT ORGANIZATION
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
I. The Nature of Man
model about human behavior
• 2) The financial objectives of the project is based on the business case:(1)revenue from deliverables delivered to the client;(2) cost of team members’ labor;(3)cost of deliverables from suppliers;(4)all other project related cost
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ----Cost/benefit analysis.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• Keep in mind:
• Almost all the people in the world act as REMMs, REMMs are everywhere ---- GAME between different parties----Try to understand what do your counterparty really want.
项目管理知识体系(英文)(ppt 33页)
Scope V e rific a tio n
C ontract A dm inistration
P lanning
E xecuting
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk R esponse
C ontrol
Q uality C ontrol
In itia tin g
Q uality P lanning
core fa c ilita tin g
Comm P lanning
R isk Id e n tific a tio n
Procurem ent P lanning
R isk Q uantification
R isk Response D evelopm ent
Project Management Focus Areas
Integration Scope
Tim e
Human Commun-
Procure-
Cost
Quality Resource ications
Risk ment
Project Plan D e ve lo p m e n t
Initiation
Corrective Action Plan Estim ate at Com pletion Lessons Learned
Schedule Updates C orrective Action Lessons Learned
Scope Changes Corrective Action Lessons Learned
R is k Response
S o lic ia tio n
C ontract A dm inistration
P lanning
E xecuting
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk R esponse
C ontrol
Q uality C ontrol
In itia tin g
Q uality P lanning
core fa c ilita tin g
Comm P lanning
R isk Id e n tific a tio n
Procurem ent P lanning
R isk Q uantification
R isk Response D evelopm ent
Project Management Focus Areas
Integration Scope
Tim e
Human Commun-
Procure-
Cost
Quality Resource ications
Risk ment
Project Plan D e ve lo p m e n t
Initiation
Corrective Action Plan Estim ate at Com pletion Lessons Learned
Schedule Updates C orrective Action Lessons Learned
Scope Changes Corrective Action Lessons Learned
R is k Response
S o lic ia tio n
项目规划(ppt 106页)(英文)
Organizational planning
Staff acquisition
Procurement planning
Solicitation planning
• Planning is of major importance to a project because the project involves doing something which has not been done before.
enhance project performance
• Information distribution: making needed information available to
project stakeholders in timely manner
• Solicitation: obtaining quotations, bids, offers, or proposal as
Topic 3 Project Planning
• I. Project management process
Project Management Process
• Arrows represent flow of documents and documentable items
Initiating processes
• Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
• Activity sequencing: identifying and documenting interactivity dependencies
工程项目管理PPT课件
《建筑工程施工质量验收规范》有详细划分。
ห้องสมุดไป่ตู้
（三）、施工项目
1、定义：施工项目是指建筑施工企业自施工投标开始到保修期满 的全过程完成的项目
2、特征：除具有项目的一般特征外还具有三个特征。 （1）建设任务可以是建设项目、单项工程、单位工程。 （2）施工单位为管理的主体。 （3）承包范围有施工合同界定。（标准合同文本GF-1999-0201）
咨询公司的主要服务对象是业主，但它也服务于承包商、设计方 和供货方。
• 国际咨询工程师协会（FIDIC）于1980年颁布了业主方与项目 管理咨询公司的项目管理合同条件（FIDIC IGRA 80 PM）。该文 本明确了代表业主方利益的项目管理方的地位、作用、任务和责 任。
（三）、发展趋势
project management
勘察单位
设计单位
建设工程监理单位
施工单位
供货方
包括建筑材料、 构配件、工程用 品与设备的生产 厂家和供货商。
政府
用户（购买者）
周边组织
业主 建设单位
管理和咨询单位
勘察设计单位
工程施工单位
供应单位
（二）、工程项目管理的类型（上述七个单位的工程项目管理）
1、业主的工程项目管理 业主的工程项目管理是站在投资主体的立场上，对工程项目建设的全
鲁布革水电站
鲁布革水电站引水导流工程
2003年建设部发出关于建筑业 企业项目经理资质管理制度 向建造师执业资格制度过渡 有关问题的通知
1995年推行项目经理责任制
1991年全面推广工程项目管理
1988年推行建设工程监理制度
1987年要求采用项目法施工
1983年推行项目前期项目经理负责制
ห้องสมุดไป่ตู้
（三）、施工项目
1、定义：施工项目是指建筑施工企业自施工投标开始到保修期满 的全过程完成的项目
2、特征：除具有项目的一般特征外还具有三个特征。 （1）建设任务可以是建设项目、单项工程、单位工程。 （2）施工单位为管理的主体。 （3）承包范围有施工合同界定。（标准合同文本GF-1999-0201）
咨询公司的主要服务对象是业主，但它也服务于承包商、设计方 和供货方。
• 国际咨询工程师协会（FIDIC）于1980年颁布了业主方与项目 管理咨询公司的项目管理合同条件（FIDIC IGRA 80 PM）。该文 本明确了代表业主方利益的项目管理方的地位、作用、任务和责 任。
（三）、发展趋势
project management
勘察单位
设计单位
建设工程监理单位
施工单位
供货方
包括建筑材料、 构配件、工程用 品与设备的生产 厂家和供货商。
政府
用户（购买者）
周边组织
业主 建设单位
管理和咨询单位
勘察设计单位
工程施工单位
供应单位
（二）、工程项目管理的类型（上述七个单位的工程项目管理）
1、业主的工程项目管理 业主的工程项目管理是站在投资主体的立场上，对工程项目建设的全
鲁布革水电站
鲁布革水电站引水导流工程
2003年建设部发出关于建筑业 企业项目经理资质管理制度 向建造师执业资格制度过渡 有关问题的通知
1995年推行项目经理责任制
1991年全面推广工程项目管理
1988年推行建设工程监理制度
1987年要求采用项目法施工
1983年推行项目前期项目经理负责制
工程项目管理英语ppt
我们在看一个成功项目管理的因素时，可看到里面有三个非常主要的 因素。第一个就是人员，项目运作中牵涉到的人员；第二是整个项目 的流程；第三点就是项目管理人员所应用到的一些工具。
Project management is project activities in the
specialized knowledge, skills, tools and methods, make
1、更符合现代商业活动的特征及规律 2、有利于现代商业企业的管理优化
The rapid development of China's economy, make more investment into the city $one hundred million a year. Successful bid to host the Olympic Games and join the WTO, is expected to bring new round of international investment boom. With the advent of the era of new economy, people more and more clearly aware that the present and the future of globalization market competition, project management is one of the key factors to success
the project can be limited under the condition of limited
resources, to achieve or exceed the set of needs and
Project management is project activities in the
specialized knowledge, skills, tools and methods, make
1、更符合现代商业活动的特征及规律 2、有利于现代商业企业的管理优化
The rapid development of China's economy, make more investment into the city $one hundred million a year. Successful bid to host the Olympic Games and join the WTO, is expected to bring new round of international investment boom. With the advent of the era of new economy, people more and more clearly aware that the present and the future of globalization market competition, project management is one of the key factors to success
the project can be limited under the condition of limited
resources, to achieve or exceed the set of needs and
工程项目管理英文ProjectOrganization精品PPT课件
esprit de corps: unity of sentiment and harmony contribute to the functioning of an organization
functions of manager: planning, organizing, command, coordination, control
formal and informal aspects of organization tension between economic and human aspects
Development of Organization Theory
Max Weber
bureaucracy is objective and impersonal benefits of rationality (formal authority)
Classical Organization Theory
The classical organization theory is focused on the mechanism of power, authority, and control
Three types of organizations
The structural components of a system
Organization structure Task breakdown and responsibility
definition Management functionalities arrangement
The mechanism and procedure of a system
The mechanism of material flow The mechanism of information flow
functions of manager: planning, organizing, command, coordination, control
formal and informal aspects of organization tension between economic and human aspects
Development of Organization Theory
Max Weber
bureaucracy is objective and impersonal benefits of rationality (formal authority)
Classical Organization Theory
The classical organization theory is focused on the mechanism of power, authority, and control
Three types of organizations
The structural components of a system
Organization structure Task breakdown and responsibility
definition Management functionalities arrangement
The mechanism and procedure of a system
The mechanism of material flow The mechanism of information flow
工程项目管理英文ProjectProcurement精品PPT课件
procurement
Project Procurement Concept
Definition
Project management tasks to deal with part of the project's scope of work which will be bought from another organization, sometimes the result of company teaming arrangements, but most typically resulting from contracting or subcontracting project scope.
Temporarily established organization
Mature organization
Short-term cooperation
with stabilized position Mostly low-volume quantity
Long-term cooperation Usually customized product or
Project Procurement Concept
Definition Project procurement and operation
procurement Project procurement categories Types of contract Basic procedure of project
Project Procurement Concept
Types of contract
Lump sum contract
Customized product or complicated system
Project Procurement Concept
Definition
Project management tasks to deal with part of the project's scope of work which will be bought from another organization, sometimes the result of company teaming arrangements, but most typically resulting from contracting or subcontracting project scope.
Temporarily established organization
Mature organization
Short-term cooperation
with stabilized position Mostly low-volume quantity
Long-term cooperation Usually customized product or
Project Procurement Concept
Definition Project procurement and operation
procurement Project procurement categories Types of contract Basic procedure of project
Project Procurement Concept
Types of contract
Lump sum contract
Customized product or complicated system
项目管理知识体系概览课件(ppt 33页)(英文)
C ontract A dm inistration
P lanning
E xecuting
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk Response
C ontrol
Q uality C ontrol
C ontrolling
C losing
Q uality M gm t Plan Com m un Sources of Risk
O perational Defn M gm t Plan Potential RiskEvents
C h e c k li
Inputs to other processes
WBS
Resource P la n n in g
R esource R equirem ents
Planning
A c tiv ity S e q u e n c in g
Project Netw ork Diagram Activity List Updates
S c h e d u le Developm ent
Initiating
Initiation
Project Charter Project M gr ID'd/Assigned Constraints / Assum ptions
Project M anagem ent Processes Groups
Core
Scope P la n n in g
P roject P lan D evelopm ent
P erform ance R eporting
O verall Change C ontrol
P lanning
E xecuting
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk Response
C ontrol
Q uality C ontrol
C ontrolling
C losing
Q uality M gm t Plan Com m un Sources of Risk
O perational Defn M gm t Plan Potential RiskEvents
C h e c k li
Inputs to other processes
WBS
Resource P la n n in g
R esource R equirem ents
Planning
A c tiv ity S e q u e n c in g
Project Netw ork Diagram Activity List Updates
S c h e d u le Developm ent
Initiating
Initiation
Project Charter Project M gr ID'd/Assigned Constraints / Assum ptions
Project M anagem ent Processes Groups
Core
Scope P la n n in g
P roject P lan D evelopm ent
P erform ance R eporting
O verall Change C ontrol
PROJECT项目管理(培训)PPT课件
公共部分
达到目标
如何把本机添加到公司域中，并正常使用公司资 源
公司内部门户访问 项目管理平台使用
6
公共部分
个人帐户及本机配置 门户使用
项目管理平台使用
7
公共部分
个人帐户及本机、信任站点配置 5、公司邮箱
门户使用
项目管理平台使用
8
公共部分-个人帐户及本机配置
达到目标
帐户配置 项目发布 项目跟踪 项目基准比较
29
项目经理使用PROJECT
PROJECT SERVER帐户配置 项目发布 项目跟踪 项目基准
30
项目经理使用PROJECT
PROJECT SERVER帐户配置 项目发布 项目跟踪 项目基准
31
PROJECT SERVER帐户配置
Project server URL
配置
projcet server帐户
设为默认帐户，打开 office project时自动 根据该帐户信息链接
到项目管理器中
使用域用户
注意：项目经理使用 office project时，
32
必须使用域用户
项目经理使用PROJECT
PROJECT SERVER帐户配置
项目发布
1、项目计划 2、项目资源申请 3、项目保存及发布 4、项目文档管理 5、项目状态报告 6、项目风险 7、项目讨论区
1、个人帐户
2、路由配置 3、域配置 4、信任站点配置 5、公司邮箱
资源信息
9
公共部分-个人帐户及本机配置-个人帐户
初始域帐户 登录方式 个人域帐户密码修改
10
公共部分-个人帐户及本机配置-个人帐户初始域帐户
初始域帐户
帐户命名规则：没有特别注明都是采用个人中文拼音(全 拼) 帐户初始密码：12345678
工程项目管理英文课件
Project components – the essential elements of a project which serve the main purpose or carry out the major designed functions of the project
Subprojects Functional subsystems Single objects
Effort
Number of personnel and various resources involved
Objective
Requirement of certain quality standard with limited time and money
Specific
Different from all previous product or service
Decision Making
Decision Design Making Preparation
Network Diagram
TIME
Closeout
Operation
Implementatio n
Construction
Design
Construction Project Phasing
Acceptance Start up
Construction
Construction Document Design Development Preliminary Design Design Specification Feasibility Study Project Proposal
Project Management
Basic Concepts Jiwei Ma
Subprojects Functional subsystems Single objects
Effort
Number of personnel and various resources involved
Objective
Requirement of certain quality standard with limited time and money
Specific
Different from all previous product or service
Decision Making
Decision Design Making Preparation
Network Diagram
TIME
Closeout
Operation
Implementatio n
Construction
Design
Construction Project Phasing
Acceptance Start up
Construction
Construction Document Design Development Preliminary Design Design Specification Feasibility Study Project Proposal
Project Management
Basic Concepts Jiwei Ma
项目管理培训讲义英文版（ProjectManagementpptinEnglish）
项目管理培训讲义英文版（ProjectManagementpptinEnglish）Knx ConsultingMark Yuan , PMP/ME Jun 2017 @ Hong Kong MarkYuan05@/doc/478507516.html, 学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义To provide with the knowledge and tools to perform professional project management in your day-to-day work environment;To enhance the practical soft skills on team development, stakeholders and communication management.MarkYuan05@/doc/478507516.html, 学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Day-2：Executing & Controlling - Team Development- Quality- Performance- Changes- Life CycleClosing ProjectWrap-upDay-1：?Introduction ?Initiating Project ?Planning Project - Scope - Schedule - Cost - Resource & Comm - Risk MarkYuan05@/doc/478507516.html, 学员版讲义，仅供参考。
完善及更新甚不如讲师版讲义Mark YuanA lifetime educator and management advisorl PMI Member and professional trainerl Master's degree from the UBC (Canada)l Prj specialist in Bell (Canada, 2007~2009)l Product Manager in Fujitsu (China, 1998~2005)Clients: IBM, HP , eBay, NEC, Daimler (Mercedes-Benz), Schneider,ThyssenKrupp, Siemens, iSoftStone, ITW, Honeywell, Fujitsu, CIMC Raffles, Jinan Software Park, Bell Canada, VanCitySaving Credit Union, BestBuy, BC Hydro, Delta Horizon, 360 Network, WWF(World Wildlife Fund)v Namev Team Leaderv Case StudyMarkYuan05@/doc/478507516.html, 1960s：mass production, focus on productivity1970s：quality management1980s：product diversification1990s：customization2000s：change and competition学员版讲义，仅供参考。
工程项目管理-英文课件-ProjectProcurement.ppt
Provide the standards for documentation that will need to be initiated and maintained for each contract.
7. Vendor Management
Describe what steps the project team will take to ensure that the vendor provides all of the products and/or services (and only the products and/or services) that were agreed upon, and that appropriate levels of quality are maintained..
Continuous on-going production environment Mature organization with stabilized position Long-term cooperation Mostly bulk quantity purchase Minimized nonstandard product
8. Project Procurement Plan / Signatures
Project Name: Project Manager:
I have reviewed the information contained in this Project Procurement Plan and agree: Name Role Signature Date
Planning of Project Procurement
Content of project procurement plan
7. Vendor Management
Describe what steps the project team will take to ensure that the vendor provides all of the products and/or services (and only the products and/or services) that were agreed upon, and that appropriate levels of quality are maintained..
Continuous on-going production environment Mature organization with stabilized position Long-term cooperation Mostly bulk quantity purchase Minimized nonstandard product
8. Project Procurement Plan / Signatures
Project Name: Project Manager:
I have reviewed the information contained in this Project Procurement Plan and agree: Name Role Signature Date
Planning of Project Procurement
Content of project procurement plan
项目管理知识体系(英文).ppt
S oliciation P lanning
O rganizational P lanning
S taff A cquisition
S oliciation
S o u rce S election
Inform ation D istribution
Te a m D evelopm ent
Q uality A s s u ra n c e
Schedule Control
Q u a lity Control
Te a m D e ve lo p m e n t
P erfo rm an ce R e p o rtin g
A d m in istra tive C lo su re
Risk Response D e ve lo p m e n t
Cost B udgeting
P roject P lan E xecution
P roject P lan D evelopm ent
P erform ance R eporting
O verall Change C ontrol
C ontract C loseout
A dm inistrative C losure
Scope V e rific a tio n
C ontract A dm inistration
P la n n in g
E x e c u tin g
Scope Change C ontrol
S chedule C ontrol
C ost C ontrol
R isk Response
C ontrol
In itia tin g
Q uality P lanning
某项目管理projectm3(ppt 106页)(英文版)
Topic 3 Project Planning
Dec. 2001
Wanjun JIANG GSM PKU
• I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
• Arrows represent flow of documents and documentable items
Contract administration
• Project plan execution: carrying out the project plan by performing
the activities included therein.
• Scope verification: formalizing acceptance of the project scope
• Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
• Closing processes--formalizing acceptance of the project or phase and bringing it to an orderly end
• Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.
Dec. 2001
Wanjun JIANG GSM PKU
• I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
• Arrows represent flow of documents and documentable items
Contract administration
• Project plan execution: carrying out the project plan by performing
the activities included therein.
• Scope verification: formalizing acceptance of the project scope
• Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
• Closing processes--formalizing acceptance of the project or phase and bringing it to an orderly end
• Resource planning: determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities.
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Planning of Project Implementation
Planning of project process Planning of project organization
Planning of project contract
Planning of Project Process
Project Planning
Project planning is the initial effort and on-going duty of project leaders to answer the following questions:
Where to go and when to get there? – The target How to get there? – The roadmap Who should join? – The project team What can help? – The methods and tools ……
Project Management
Project Planning Jiwei Ma
Project Planning
Concept of project planning Project phases and project planning Planning of project objectives Planning of project implementation Project scheduling methods and tools
Construction Construction
Startup
Acceptance
Warrantee
Decision MakingΒιβλιοθήκη Implementatio n
Functional Analysis Overall Quality Requirement Major Component/System Quality Specification Quality Manual
Planning of Project Process
Procedure of Programming
To optimize the program to level the resource input and minimize the negative impact To chose the form to present the program
Project Phases and Project Planning
TIME
Decision Making
Design/Planning
Execution
Operation
Closeout
Decision Making Implementatio n
Project Control Project Planning
Functional analysis Overall quality requirement Project major component quality specification Project quality manual
Phase and Planning of Quality Objective
Planning of Project Objectives
Cost
Fee structure
Hard cost Soft cost Overhead
Project structure
Project cost structure will be the mixture of fee structure and project structure
Function/Quality
Functional analysis and quality specification
Cost
Cost estimating
Time
Scheduling
Planning of Project Objectives
Functional analysis and quality specification
Start and finish dates Dates of project milestones Dates of project activities
Scheduling method
Project start and finish dates Usually predetermined Milestones Predetermined or based on calculation Activities Duration quoted, or calculated, or assessed
The Importance of Project Planning in Construction
Influence on Project Cost
Design
Bidding/Tendering Change Order
100% 95%
Design Preparation Preliminary Design
Planning of project process – Programming – principles
Focus on the logic sequence of project activities and its overall impact on project output Consider the project participants and their functionalities Analyze the environmental restraints and resource availabilities Aimed on the efficiency and flexibility of project implementation process
A network diagram is often used to illustrate the project process A multi-level network diagram may be needed for a complex project or multi- project program
TIME
Decision Making Project Proposal Feasibility Study
Design Preparation Design Specification Preliminary Design
Design
Design Development Construction Document
75%
Design Development
35% 25%
Construction Document 1 Construction Document 2 Construction Rest of Design Job Completion
10%
Planning of Project Objectives
Based on the rule of thumb
Detailed cost estimating
Based on the cost (market price) of labor, material, equipment, etc.
The later the cost estimate has been done, the more accurate it will be.
Cost Structure
Project Structure
Fee Structure
Cost Structure
+
Planning of Project Objectives
Cost
Project Cost Plan (fund allocation) Preliminary cost estimating
Bar chart is the most popular format to present a project schedule
Planning of Project Objectives
Procedure of scheduling
To prepare a list of activities with expected duration To sequence the activities To produce the schedule To achieve the earliest completion date To fit within the predetermined start and finish dates, and adjust the schedule if not meet the requirement
Multi-level Network Diagram
B
A C
Planning of Project Process
Procedure of Programming
To collect project information regarding objectives, structure, participants, procedure, etc. To collect project-related information, such as restraints, resource availabilities, etc. To analyze collected information and identify major factors and critical conditions To prepare the list of activities along with their duration and logic sequence information To draft the program which takes account of those factors and satisfies the critical conditions