工程项目管理-英文课件-ProjectControlling.ppt

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工程项目管理-英文课件-ProjectPlanning.ppt

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

工程项目管理课件

一个工程，两种体制
旧体制（1975-1984）投资资金国家无偿划拨体制业主责任模糊
投资无底洞项目马拉松施工没有明确的项目目标管理人员劳动生产率低下
走进大工地脚踩人民币
2019/11/12
新体制（1984-1988）银行贷款实行项目业主负责制严格招投标：投资节约40% 严格合同管理 33人日方项目管理班子＋ 424人中方劳务人员
中国工程建筑企业平均员工人数为其它8家企业的3.5倍；
中国企业平均人均年产值仅为其它8家企业的1/10左右；
11家企业平均人均利润额为12,127美元，企业人均利润额最大的为美国的Centex（69,527美元），最小的为中国铁道建筑总公司（234美元），两者相差将近300倍。
2019/11/12
2.7万人 1.3万人
9700美元 13000美元
2019/11/12
2000年国际最大工程承包商排名
34家建筑企业跻身于世界225强
• 其总营业额为26971百万美元，不及排名前两位公司总和;
• 总国外营业额4769百万美元，不及位列第五的法国布依格公司;
• 中国建筑工程总公司年营业额仅为排名第十的日本竹中工务店的43.8%.
1.2.1工程项目管理的出现
20世纪40 ～50年代
20世纪50 年代后期～60年代
20世纪 70年代
20世纪70年代 20世纪后期～80年代 90年代以后
项目管理技术采用项目管理
美国，关键线
主要应用于路法（CPM）国防和军工和计划评审制项目管理开始
项目。代表度（PERT）。扩展到了中小
2019/11/12
2006年进入世界500强建筑业企业情况

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.

工程项目管理英文版

As an engineer who has had the privilege of working on several projects over the years, I have gained invaluable insights into the complexities and intricacies of project management. The journey through variousstages of project execution has not only honed my technical skills but also equipped me with a deeper understanding of the human elements that drive successful project outcomes. Below, I share some reflections on my experiences in engineering project management.One of the most crucial aspects of project management is effective communication. In the dynamic environment of engineering projects, where multiple stakeholders are involved, clear and concise communication is essential. It is imperative to establish a communication plan that outlines how information will be shared, the frequency of updates, and the channels through which communication will occur. This ensures thatall team members, from engineers to clients, are on the same page andcan make informed decisions.Another key element is the management of resources. Engineering projects often require a diverse set of resources, including personnel, materials, and equipment. Proper resource allocation is critical to maintaining project timelines and budgets. This involves careful planning, regular monitoring, and the ability to adapt when unforeseen challenges arise. For instance, if a particular component is delayed, it may be necessary to reevaluate the project schedule and reallocate resources accordingly.Risk management is an integral part of project management. Identifying potential risks early on and developing mitigation strategies is crucial for preventing costly delays and ensuring project success. This requires a thorough understanding of the project's scope, a proactive approach to problem-solving, and the ability to anticipate future challenges. By creating a risk register and regularly reviewing it, project managerscan stay ahead of potential issues and minimize their impact.Team leadership is another area that demands attention. A project manager must be adept at fostering a collaborative environment where team members feel valued and motivated. This involves setting clear expectations, providing support and guidance, and recognizing the achievements of the team. Moreover, the ability to resolve conflicts andmaintain a positive work culture is vital for maintaining high morale and productivity.The importance of project documentation cannot be overstated. Comprehensive documentation ensures that all aspects of the project are well-documented, from initial planning to final delivery. This not only serves as a reference for future projects but also helps in maintaining accountability and transparency. Good documentation practices include regular updates, version control, and easy accessibility to all relevant stakeholders.In conclusion, engineering project management is a multifaceted discipline that requires a blend of technical expertise, strategic planning, and interpersonal skills. Through my experiences, I have learned that successful project management is about balancing the technical challenges with the human elements. It is about creating a framework that enables teams to work efficiently, adapt to changes, and deliver high-quality results. As I continue to grow in my career, I look forward to applying these insights and refining my approach to ensure the success of future engineering projects.。

工程项目管理PPT课件

（二）建设项目
1、定义：需要一定量的投资，按一定的程序，在一定时间内完成，符合质量要求，并以形成固定资产为明确目标的一次性任务。
一个建设项目就是一个固定资产投资项目。 2、建设项目的特征（1）建设目标明确性：建设项目以形成固定资产为特定目标。（2）建设项目的整体性：建设项目是由几个互相有内在联系的单项工程所组成的，是实行统一核算、统一管理的投资建设工程。
进度控制的概念工程项目进度控制是指对工程建设各阶段的内容工作程序持续时间和衔接关系根据进度总目标及资源优化配置的原则编制计划并付诸实施然后在进度计划的实施过程中经常检查实际进度是否按计划要求进行对出现的偏差情况进行分析采取补救措施或调整修改原进度计划后再付诸实施如此循环直到建设工程竣工验收交付使用
工程项目管理
（一）、项目 1、定义：项目是指按限定的时间、限定的资源、限定的质量标准等约束条件完成的一次性任务。 2、项目的主要特征（1）项目的一次性：最主要的特征
（2）项目目标的明确性。a.成果性目标——项目的功能要求； b.约束性目标——项目的约束条件（时间、费用、质量）
（3）具有独特的生命周期。每个项目都有其开始时间、开展时间和结束时间。（4）项目的整体性。一个项目既是一个任务整体，又是一个管理整体。进行项目管理不能割裂这个完整的管理系统进行管理。（5）项目的不可逆性。项目按照一定的程序进行，其过程不可逆转。
建设单位
投资者
勘察设计单位承包商
建设工程监理
交
付使用
结论
施
运行
图1-1 建设工程项目阶段划分及任务
二、工程项目管理的国内外背景和发展趋势
（一）、国内背景 • 我国从上世纪80年代初期开始引进建设工程项目管理的概念，世界银行和

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

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

项目管理-工程项目管理教材(PPT64页)

有多种解释
项目——是为创造独特产品、服务或结果而进行的一次性努力。（美国PMBOK：Project Management Body Of Knowledge）
项目——是一个特殊的将被完成的有限任务。它是在一定时间内，满足一系列特定目标的多项相关工作的总称。(C—PMBOK：Chinese—Project Management Body Of Knowledge项目管理知识体系指南）
项目的名称项目的名称范围和构成定界范围和构成定界拟解决的问题以及解决问题的意义拟解决的问题以及解决问题的意义项目的目标系统说明项目的目标系统说明项目的边界条件分析项目的边界条件分析关于项目环境和对项目有重大影响的因素的描述关于项目环境和对项目有重大影响的因素的描述关于解决问题的方案和实施过程的建议关于解决问题的方案和实施过程的建议关于项目总投资关于项目总投资运营费用的说明等运营费用的说明等12工程项目的前期策划与决策13可行性研究对前述工作的细化具体化是从市场技术生产法律经济和财力等方面对项目进行全面策划和论证
§1-1 项目和工程项目 §1-2 工程项目的前期策划与决策 §1-3 工程项目管理体制 §1-4 工程项目范围管理
§1-1 工程项目 1、项目的概念和特征 2、工程项目 3、项目管理与工程项目管理 4、工程项目管理生命周期
§1-1 工程项目
1.1 项目的概念
有多种解释
项目——ISO 10006定义项目为，“具有独特的过程，有开始和结束日期，由一系列相互协调和受控的活动组成。过程的实施是为了达到规定的目标，包括满足时间、费用和资源等约束条件”。
项目——1964年 Martino的定义：“项目为一个具有规定开始和结束时间的任务，它需要使用一种或多种资源，具有许多个为完成该任务(或者项目) 所必须完成的互相独立、互相联系、互相依赖的活动。”

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

武汉理工《工程项目管理》考研课件-工程项目实施控制

Schedule control
The intent of schedule control is to keep the project on schedule and minimize schedule overruns. One cause of project schedule overruns is poor planning and, especially, poor definition and time estimating. Other, more controllable, causes of schedule overruns are:
Types of Control
4、控制的内容目标控制合同控制风险控制变更管理及形象管理
四控两管一协调
Project control emphasis
In project control, the emphasis is on scope, quality,
schedule, and cost. Scope change control
Planning concentrates on setting goals and directions; control guides the work toward those goals.
Planning allocates resources; control ensures effective, ongoing utilization of those resources.
BCWS (Budgeted Cost of Work Scheduled): measures What is Planned in terms of budget cost of the work that should take place (i.e., according to the baseline schedule of the work). Along the project, we can plot the BCWS S-curve by accumulating the budget cost on the schedule that shows the planned percent complete.

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(PPT154页).精品文档

34
左；吉隆坡世界第一双塔
右：上海.金茂大w厦精品资料网
图为超高层建筑
35
13层观光城堡可环视整个柏林城
36
三、工程项目分类
工程项目种类繁多，为适应科学管理的需要，可从不同角度进行分类：
建精筑品工资程料项网目
•
公路工程项目
按专业划分
.. .
水电工程项目
4、项目是一个特殊的将被完成的有限任务。它是
在一定时间内，满足一系列特定目标的多项相关工作的总称。
(C—PMBOK：Chinese—Project Management Body Of Knowledge）
综上所述项目可定义如下：
项目是作为管理对象，在一定约束条件下（时间、资源、质量标准）完成的，具有明确目标的一次性任务。
25
重庆市：
• 重庆“十五”期间基础设施及房地产拟投资6000亿元;
–重庆市计划在2010年前启动300个重大项目，总投资将达 8700亿元，预计：
–今年底建成38个，96个项目将在2005年前开工建设， –到2007年将累计完工投入使用项目为77个，此速度比原
计划提速了5年。 –近6年来，重庆市已投资1100亿元建成重大项目120个以
工程项目可能是一个独立的单体工程，也
可能是作为一个系统的群体工程。 30
工程项目定义：
• 工程项目是指为达到预期的目标，投入一定的资本，在一定的约束条件下，经过决策与实施的必要程序从而形成固定资产的w一ww次.cn性sh事u.c业n 精。品资料网
• 工程项目是在一个总体设计及总概算范围内，由一个或者若干个互有联系的单项工程组成的，建设中实行统一核算、统一管理的投资建设工程。
6 试生产，验收合格设施完全投入使用

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

建设工程项目总控模式(projectcontrolling)

61000次
7100次
Schienenverkehrsprojekte Deutsche Einheit
PB DE
德国统一铁路改造项目—建立项目总控模式
总投资： 255亿德国马克
项目开始时间：
项目结束时间：扩建、新建铁路：电气线路：
1992年
2010年 1650公里 3320公里
扩建、新建、改建火车站： 146个
——工程各个子系统的策划与控制 ——过程和界面的控制 ——信息处理的系统方法
项目目标的控制依赖于过程和交界面的控制
目标：投资进度质量
设计过程
数据库
采购过程施工过程
交界面主要类型：
过程交界面组织交界面专业交界面施工交界面
交界面控制：
交界面的责任分清交界面的工作明确双方责任以外的交界面工作及时调整交界面的信息交流要通畅
项目总占地面积735亩，总建筑面积20万m2，其中一期工程建筑面积达10万m2，包括5万m2的多功能展厅，5万m2的会议中心、商贸中心、酒店及其它辅助设施，总投资65,555万元。 2000年10月至2003年8月。工作内容：项目总控和中外合作设计管理。
长沙卷烟厂技术改造项目总控模式
项目总占地面积530亩，总建筑面积20万m2，其中一期工程建筑面积达12万m2，包括10万m2的联合厂房，2万m2的动力中心、锅炉房、及其它辅助设施，总投资160，000万元。 2002年5月至2005年2月。工作内容：项目总控、设计管理、工程管理培训。
——工程招标过程中，适合的承包商； ——设备招标过程中，大型机电设备甲供和国外采购一览表和供货商； ——施工准备； ——选择施工过程中的施工方案，如：航站楼的钢结构工程、飞行区的地基处理工程等；