工程施工项目管理-英文课件-ProjectProcurement.ppt

合集下载

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-英文课件-ProjectControlling.ppt

Reduce time - Improve cost-effectiveness
Reduce time - Increase cost
Time
Improved quality – Reduce maintenance cost Increase investment – Improve Quality
Project Cost Control
Basic rules
Project cost objective should be a system with breakdown data structure based on project structure Cost estimate should be done more than once during the progress of the project Usually, 20% of cost items take 80% of the project cost Planned value and actual data is only a relative concept Information for cost control is not limited to cost data Measures to control cost should be considered in conjunction with the control of quality and time
Startup Warrantee
Accounting Final cost
Construction Project Cost Control
Construction
Contract price Bidding price Design

工程项目管理-英文课件-Project Information Management.ppt

Project Application
PKM example Project
High speed railway Cologne Frankfurt
Steps of the application
Project users and groups analysis Construction project information analysis
Available Software Products
PKM – Project Kommunication Management German product developed by Drees & Sommer, one of the largest project management firms in Europe Buzzsaw Developed by Autodesk, widely used by Architects and engineers in North America SharePoint Developed by Microsoft, “facilitate collaboration within an organization or with partners and customers” ProjectTalk Developed by Prolog, “a full-featured project management, collaboration, and scheduling solutions” …
0240
0250 0260 0270 0280 0290 0310 Corresponde nce
Facility
Government Owner Project Management Design Contractor Supplier/vendor

项目管理-en(英文版).pptx

普
华
永
道
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
普
华
永
道
Project Charter
普
华
永
道
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
普
华
永
道
Phase 1: Project Preparation

工程项目管理英文讲课

Introduction:Engineering project management is a critical discipline that involves planning, executing, and closing projects to meet specific objectives. As an engineering professional, understanding the principles and techniques of project management is essential for successful project delivery. This lecture aims to provide an overview of engineeringproject management, covering key concepts, methodologies, and tools to enhance your project management skills.1. Project Management Basics:- Define a project: A project is a temporary endeavor undertaken to create a unique product, service, or result.- Project lifecycle: Projects typically go through various stages, including initiation, planning, execution, monitoring and controlling, and closure.- Project objectives: These are the specific goals and outcomes that the project aims to achieve.2. Project Planning:- Define project scope: Determine the boundaries and deliverables of the project.- Develop project schedule: Create a timeline that outlines the sequence of activities and milestones.- Estimate project costs: Assess the resources required and their associated costs.- Identify project risks: Identify potential risks and developmitigation strategies.- Develop a communication plan: Define how information will be shared with stakeholders.3. Project Execution:- Allocate resources: Assign tasks to team members and allocateresources effectively.- Monitor project progress: Track the progress of activities and ensure they align with the project plan.- Manage project changes: Assess and manage changes to the project scope, schedule, or budget.- Coordinate with stakeholders: Maintain open lines of communicationwith stakeholders to address their concerns and expectations.4. Project Monitoring and Controlling:- Collect project performance data: Gather information on project activities, costs, and quality.- Analyze project performance: Compare actual performance against the baseline plan.- Implement corrective actions: Take necessary actions to address deviations from the plan.- Perform project audits: Conduct regular audits to ensure compliance with project requirements.5. Project Closure:- Document lessons learned: Capture insights and experiences gained during the project.- Conduct project review: Evaluate the project's success and identify areas for improvement.- Obtain client approval: Ensure that the project meets the client's requirements and obtain formal acceptance.- Transition project deliverables: Transfer the completed project deliverables to the client or operational team.6. Key Tools and Techniques:- Work Breakdown Structure (WBS): A hierarchical decomposition of the project scope into manageable components.- Critical Path Method (CPM): A project scheduling technique that identifies the sequence of activities that determine the project duration.- Program Evaluation and Review Technique (PERT): A project scheduling technique that incorporates uncertainty in activity durations.- Agile methodologies: Iterative and incremental project management approaches that emphasize flexibility and adaptability.Conclusion:Engineering project management is a complex and dynamic field that requires a comprehensive understanding of various concepts, methodologies, and tools. By mastering these principles, you will bewell-equipped to successfully manage engineering projects and deliver exceptional results. Remember to stay adaptable, communicate effectively, and continuously improve your project management skills to excel in your career.。

项目管理英文ppt课件

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
• Compression of the Product Life Cycle 产品生命周期的缩短 • Global Competition 全球性竞争 • Knowledge Explosion 知识爆炸 • Corporate Downsizing for survival 求生存公司压缩 • Increased Customer Focus 客户化服务的增强 • Rapid Development of Developing countries and Closed Economies
An established objective 一个确立的目标
A defined life span with a beginning and an end;
有规定的生命周期，有开始和结束。
Usually, the involvement of several departments and professionals.
• Satisfying stakeholders with
differing needs and expectations
• Meeting identified requirements
4
7
What is Project Management
Pro这je里ct 输ma入na文ge本me这nt里is输th入e a文pp本lic这ati里on输of入文本这里输入文本这里输入文本这里输kn入ow文led本ge这, s里kil输ls,入to文ols本an这d里输入文本。 techniques to a board range of activities in order to meet the requirements of the particular project .

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-en(英文版).pptx

普
华
永
道
Project Charter
普
华
永
道
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
documents
普
华
永
道
Deliverable Dependencies
• Enterprise Area Scope Document • Risk and Mitigation Strategy • Strategic IT Architecture
普
华
永
道
Key Accelerators
Project Charter
Phase 6
Project Kick-Off
普
华
永
道
Quality Checklist
• Are the project objectives and schedule understood,
agreed, and achievable? • Is there an active and visible senior management
Phase 1: Project Preparation
Phase Overview
普
华
永
道
Roadmap

项目管理PPT Chapter 11 Project Procurement Management

Chapter 11 – Project Procurement Management
1. Project Procurement Ms required to acquire goods and services from outside the organization – Processes including Procurement Planning, Solicitation Planning, Source Selection, Contract Administration and Contract Close Out
Chapter 11 – Project Procurement Management
3. Solicitation Planning
• Outputs – Procurement Documents
• Bids, Request for Proposal, Request for Quotation, Contractor Initial Response, etc. • Structure to receive complete and accurate responses – Description of desired form of response and any required contractual provisions (e.g. non-disclosure statements) – Flexible to allow seller suggestions
Chapter 11 – Project Procurement Management
5. Source Selection
• Tools & Techniques

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

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。

Project_Management英文(ppt 13页)

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

ProjectProcurement

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.
Source Selection and Solicitation
Source selection
Based on selection procedure
Open Invited Exclusive
Based on supplier category
Usually under the format of contract or mutual agreement
Sometimes form stable relationships, such as alliance or partnering
The process needs to be monitored, managed, and finally audited
to project implementation Long-term relation with supplier makes difference Early supplier involvement is important to project’s

工程项目管理(PPT)

风险型CM模式组织结构图
业主
业主或咨询工程师（规划与预算）
建筑
风险型
师工
CM经理
程师
供供应应商商
供分应包商商
分分包包商商
BOT融资建造模式
项目发起人
各种金融机构各种投资者
股票、债券各种基金商业银行出口信贷
项目股东（股本金）
各债权人（贷款）
政府
议特许权协
项目公司
保险公司
课程里程碑
项目管理模式
项目管理环境
项目集成管理
项目范围管理
项目时间管理
项目费用管理
项目质量管理
项目人力资源
管理
项目沟通管理
项目风险管理
项目采购管理
项目管理环境
PMP和IPMP 我国项目经理
的职业化
项目管理环境
企业组织对项目组织的影响项目组织
职能式组织结构项目式组织结构矩阵式组织结构混合式组织结构
变更工作的焦点问题
对费用的影响
对工期的影响
对质量的影响
费用
对使用功能的影响
时间
目标
项目的三个基本目标
质量
Case Study
业主发出变更令，你是否一定要遵守？
课程里程碑
项目管理模式
项目管理环境
项目集成管理
项目范围管理
项目时间管理
项目费用管理
项目质量管理
项目人力资源管理
矩阵管理方法示意图
一级二级三级
项目工作分解结构
项目组织结构
范围管理计划编写注意事项
在编写范围说明书时，应仔细和慎重，注意语言和字词使用，以免造成错误的解释。