第六章_Project schedule management_(第二部分)项目管理英文第六版
工程项目管理双语教材(3篇)
第1篇IntroductionEngineering project management is a critical discipline that involves the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. This bilingual textbook aims to provide a comprehensive and practical guide for students and professionals in the field of engineering project management. The content is presented in both English and Chinese, catering to the diverse linguistic backgrounds of learners and ensuring a broader reach.Table of Contents1. Introduction to Engineering Project Management2. Project Life Cycle and Phases3. Project Planning- 3.1 Project Scope Management- 3.2 Project Schedule Management- 3.3 Project Cost Management- 3.4 Project Quality Management- 3.5 Project Resource Management- 3.6 Project Communication Management- 3.7 Project Risk Management4. Project Execution- 4.1 Project Team Management- 4.2 Stakeholder Management- 4.3 Contract Management5. Project Monitoring and Control- 5.1 Project Performance Measurement- 5.2 Change Management- 5.3 Conflict Resolution6. Project Closure7. Case Studies8. BibliographyChapter 1: Introduction to Engineering Project Management1.1 Definition and ImportanceEngineering project management refers to the application of project management principles, tools, and techniques to the planning, execution, and completion of engineering projects. It is essential for the successful delivery of projects within the constraints of time, cost, and quality.1.2 Key Concepts- Project: A unique set of activities designed to produce a product, service, or result with a defined beginning and end.- Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.- Project Manager: The person responsible for leading the project, managing resources, and ensuring the successful completion of the project.1.3 Objectives of Engineering Project Management- Scope: Define and manage the project scope to ensure that the project meets the specified requirements.- Time: Control the project schedule to ensure that the project is completed on time.- Cost: Manage the project budget to ensure that the project is completed within the allocated budget.- Quality: Ensure that the project deliverables meet the specified quality standards.- Risk: Identify, analyze, and manage project risks to minimize their impact on the project.Chapter 2: Project Life Cycle and Phases2.1 Project Life CycleThe project life cycle consists of four phases: initiation, planning, execution, and closure.2.2 Initiation PhaseThe initiation phase is the first phase of the project life cycle. It involves defining the project objectives, identifying stakeholders, and obtaining approval to proceed.2.3 Planning PhaseThe planning phase involves defining the project scope, developing a project schedule, estimating costs, identifying resources, and developing a project management plan.2.4 Execution PhaseThe execution phase is where the project plan is implemented. This phase involves managing resources, monitoring progress, and controlling changes to the project scope.2.5 Closure PhaseThe closure phase is the final phase of the project life cycle. It involves completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 3: Project PlanningThis chapter delves into the various aspects of project planning, including scope, schedule, cost, quality, resources, communication, and risk management.3.1 Project Scope ManagementProject scope management involves defining and controlling what is andis not included in the project. It includes activities such as scope planning, scope definition, scope verification, and scope control.3.2 Project Schedule ManagementProject schedule management involves developing a project schedule, managing the schedule, and controlling changes to the schedule. It includes activities such as schedule planning, schedule development, schedule control, and schedule change control.3.3 Project Cost ManagementProject cost management involves estimating, budgeting, financing, funding, managing, and controlling costs throughout the project life cycle. It includes activities such as cost estimation, cost budgeting, cost control, and cost variance analysis.3.4 Project Quality ManagementProject quality management involves planning, implementing, and controlling quality to meet project requirements. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.3.5 Project Resource ManagementProject resource management involves acquiring, developing, and managing the resources needed for the successful completion of the project. It includes activities such as resource planning, resource acquisition, resource management, and resource control.3.6 Project Communication ManagementProject communication management involves planning, executing, and controlling the project communications according to the communications management plan. It includes activities such as communication planning, information distribution, stakeholder management, and communication control.3.7 Project Risk ManagementProject risk management involves identifying, analyzing, and responding to project risks. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Chapter 4: Project ExecutionThis chapter focuses on the execution phase of the project life cycle, covering topics such as project team management, stakeholder management, and contract management.4.1 Project Team ManagementProject team management involves forming, leading, and managing the project team to achieve project objectives. It includes activities such as team building, team leadership, and team performance management.4.2 Stakeholder ManagementStakeholder management involves identifying, analyzing, and managing stakeholders' needs and expectations throughout the project life cycle. It includes activities such as stakeholder identification, stakeholder analysis, stakeholder engagement, and stakeholder communication.4.3 Contract ManagementContract management involves managing the contractual relationships between the project organization and its stakeholders. It includes activities such as contract planning, contract administration, and contract closure.Chapter 5: Project Monitoring and ControlThis chapter discusses the monitoring and control phase of the project life cycle, focusing on project performance measurement, change management, and conflict resolution.5.1 Project Performance MeasurementProject performance measurement involves monitoring and controlling the project to ensure that it is progressing according to the project management plan. It includes activities such as performance reporting, variance analysis, and corrective actions.5.2 Change ManagementChange management involves managing changes to the project scope, schedule, cost, and quality. It includes activities such as change request management, change control, and configuration management.5.3 Conflict ResolutionConflict resolution involves identifying, analyzing, and resolving conflicts among project stakeholders. It includes activities such as conflict analysis, negotiation, and mediation.Chapter 6: Project ClosureThis chapter covers the closure phase of the project life cycle, focusing on completing all project activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.Chapter 7: Case StudiesThis chapter includes real-world case studies that illustrate the application of project management principles and techniques in various engineering projects.Chapter 8: BibliographyThis chapter provides a list of references for further reading on engineering project management.ConclusionThis bilingual textbook on engineering project management aims to provide a comprehensive and practical guide for students and professionals in the field. By covering the essential concepts, tools, and techniques of project management, this textbook will help readers develop the skills and knowledge necessary to successfully manage engineering projects.第2篇前言随着全球经济的快速发展和国际合作的日益加深，工程项目管理作为一门综合性的学科，其重要性不言而喻。
Project Management-02
第二节
项目管理过程
启动过程： 启动过程： 定义一个项目阶段的工作与活动、 定义一个项目阶段的工作与活动、决策一 个项目或项目阶段的起始与否， 个项目或项目阶段的起始与否，以及决定 是否将一个项目或项目阶段继续进行下去 等工作。（项目批准和授权） 。（项目批准和授权 等工作。（项目批准和授权） 计划过程： 计划过程： 拟定、 拟定、编制和修订一个项目或项目阶段的 工作目标、工作计划方案、资源供应计划、 工作目标、工作计划方案、资源供应计划、 成本预算、计划应急措施等方面的工作。 成本预算、计划应急措施等方面的工作。
展示与 验证
阶段2 阶段2
工程与 制造开发
阶段3 阶段3
生产与 开发
阶段4 阶段4
运营与 支持
里程碑1 里程碑1 （概念展示 批准书） 批准书）
里程碑2 里程碑2 （开发批 准书） 准书）
里程碑3 里程碑3 （生产批 准书） 准书）
里程碑4 里程碑4 （主要修订 批准书） 批准书）
美国防部的项目生命周期示意图
第二节
项目管理过程
收尾过程： 收尾过程： 制定一个项目或项目阶段的移交与接受条 项目或项目阶段成果的移交， 件，项目或项目阶段成果的移交，从而使 项目顺利结束的管理工作和活动。 项目顺利结束的管理工作和活动。
项目设计阶段
项目实施阶段
起始过程 计划过程 执行过程 控制过程
起始过程 计划过程 执行过程 控制过程
3.美国国防部兵器项目的生命周期描述 3.美国国防部兵器项目的生命周期描述 美国防部1993 1993年修订的兵器开发项目生命周期模型 美国防部1993年修订的兵器开发项目生命周期模型
使命/ 阶段0 使命/需求 阶段0 确定 概念扩展 与定义
项目管理Project management课件Chapter 2 Slides_Organisational Context (1)
individuals into departments
确定组织中的任何部门
departments into the total organization
3. Design of systems to ensure
effective communication
系统设计
coordination
Project organizations – group people into project teams on temporary assignments
Matrix organizations – create a dual hierarchy in which functions and projects have equal prominence
项目利益相关者的定义：与项目利益相关的个人和群体，他们能影响项目运转
Project Stakeholders are defined as all individuals or groups who have an active stake in the project and can potentially impact, either positively or negatively, its development.
6.Identify the characteristics of three forms of project management office (PMO).
7.Understand key concepts of corporate culture and how cultures are formed.
difficult to achieve cross-
PMP考试课程教案资料 06 项目进度管理
第6章项目进度管理⚫项目进度管理的“核心概念”（P175）⚫项目管理团队通过以下步骤开展进度规划工作：①选择进度计划方法（如关键路径法、敏捷方法）②将项目特定数据（如活动、计划日期、持续时间、资源、依赖关系、制约因素等）输入进度计划编制工具，创建出项目进度模型。
③通过以上工作输出“项目进度计划”这个成果。
⚫应在整个项目期间保持项目详细进度计划的灵活性，使其可以随着知识的获得、对风险理解的加深，以及增值活动的设计而调整。
⚫项目进度管理的“发展趋势和新兴实践”（P177）具有未完项的迭代型进度计划按需进度计划⚫基于适应型生命周期的滚动式规划（如敏捷）做法：1、需求记录在用户故事中2、建造之前按优先级排序并优化用户故事3、在规定时间盒内开发产品功能。
适用于：A 、向客户交付增量价值；B 、多个团队并行开发大量内部关联较小的功能好处：允许在整个开发生命周期期间进行变更。
⚫基于制约理论和来自精益生产的拉动式进度计划；⚫根据团队的交付能力来限制团队正在开展的工作；⚫通常用于看板体系；做法：在资源可用时立即从未完项和工作序列中提取出来开展适用于：A 、在运营或持续环境中以增量方式研发产品；B 、任务的规模或范围相对类似；C 、可以按照规模和范围进行组合的工作；⚫在敏捷和适应型环境中需要考虑的因素（P178）⚫适应型方法采用短周期来开展工作、审查结果，并在必要时做出调整。
⚫通常表现为迭代型进度计划和拉动式按需进度计划。
⚫在大型组织中，可能同时存在小规模项目和大规模举措，需要制定长期路线图。
⚫为管理大规模的、全企业系统的、完整的交付生命周期，可能需要采用预测型方法、适应型方法或两种方法的混合。
⚫无论是采用预测型还是适应型，项目经理的角色都不变。
⚫但要成功实施适应型方法，项目经理需要了解如何高效使用相关的工具和技术。
制定项目章程识别相关方收集需求定义范围创建WBS 定义活动排列活动顺序规划范围管理规划进度管理规划成本管理规划质量管理规划资源管理规划沟通管理规划风险管理规划采购管理规划相关方参与估算活动资源估算活动持续时间制定进度计划估算成本制定预算识别风险实施定性风险分析实施定量风险分析规划风险应对制定项目管理计划获取资源建设团队管理团队指导与管理项目工作管理质量管理沟通管理相关方参与实施风险应对实施采购管理项目知识控制范围控制进度控制成本控制资源监督沟通监督风险控制采购监督相关方监控项目工作实施整体变更控制控制质量确认范围结束项目或阶段49个子过程⚫项目进度管理过程之一“规划进度管理”（规划过程组）P179规划进度管理----为规划、编制、管理、执行和控制项目进度而制定政策、程序和文档的过程。
PMP考试之第六章项目时间管理(六)
PMP考试之第六章项目时间管理（六）6.4.3进度制订的产出1.项目进度（Projectschedule）项目进度至少应包括每项活动的计划开始日期与预期完成日期（注：项目进度保持其初步进度地位，直到资源分配得到确认之后。
后者的确认通常应发生在项目计划制订完成之前）。
项目进度可以用简要的形式（总进度计划）表示，也可以详细列出。
虽然可以用表格形式表达，但更常见的做法是用以下一种或多种格式的图形表示：项目网络图+日期资料：此图一般既表示项目逻辑，又表示项目关键路径上的活动。
横道图(甘特图)：此图同时显示出活动的开始与终止日期和预期持续时间，有时也表示依存关系。
甘特图较容易看懂，常常在向管理层介绍情况时使用。
里程碑图：与甘特图相似，但仅标示出主要可交付成果的规定开始与完成日期以及关键的外部接口。
2.辅助细节（Supportdetail）额外辅助细节至少应包括所有已认定假设与制约因素的文字记载。
额外辅助细节的多寡因应用领域而异。
在施工项目上最可能包括：资源直方图、现金流预测、订货与交货时间表等等。
在电子项目上，最可能包括的只有资源直方图。
作为辅助细节提供的信息常常包括，但不限于以下信息：按时段提出的资源要求，往往以资源直方图的形式显示；其它可供选择的进度（例如和最坏的情况，资源平衡或不平衡，有或无强制性日期）。
进度应急储备。
3.进度管理计划（Schedulemanagementplan）进度管理计划规定对进度变更如何进行管理。
规划可以是正式的或非正式的，十分详尽的或极其简略的，视项目需要而定。
它是项目总体计划的组成部分。
4.资源要求更新（Resourcerequirementupdates）资源平衡的更新对资源要求的初步估算有可能有重大影响。
6.5进度控制进度控制关注：a）对造成进度变化的因素施加影响，确保变化得到各方认可；b）查明进度是否已经改变；c）在实际变化出现时对其进行管理。
6.5.1进度控制的投入1.项目进度（Projectschedule）经批准的项目进度称为进度基准（ScheduleBaseline）（它在技术上和从资源角度看必须是可行的，是项目计划的组成部分）。
PMP学习总结4】第6章 项目进度管理
第6章规划进度管理规划进度管理为如何在整个项目过程中管理项目进度提供指南和方向。
进度管理计划无进度。
准确度：需要规定活动持续时间估算的可接受区间，以及允许的应急储备数量。
计量单位：需要规定每种资源的计量单位控制临界值：可能需要规定偏差临界值，用于监督进度绩效。
它是在需要采取某种措施前，允许出现的最大偏差。
通常用偏离基准计划中的参数的某个百分数来表示。
绩效測量规则：需要规定用于绩效测量的挣值管理(EVM)规则或其他测量规则。
如：0/100，50/50，100/100等，工作开始时计算/工作完成时计算0/100最保守，100/100最冒险。
定义活动识别和记录为完成项目可交付成果而需采取的具体行动的过程。
将工作包分解为活动，作为对项目工作进行估算、进度规划、执行、监督和控制的基础。
工作包通常还应进一步细分为更小的组成部分，即“活动”，代表着为完成工作包所需的工作投入。
分解WBS 中的每个工作包都需分解成活动，以便通过这些活动来完成相应的可交付成果。
让团队成员参与分解过程，有助于得到更好、更准确的结果。
（WBS最低层的组件是工作包不是活动）滚动式规划滚动式规划是一种渐进明细的规划方式。
早期的战略规划阶段，信息尚不够明确，工作包只能分解到已知的详细水平；定义活动的输出活动清单：一份包含项目所需的全部进度活动的综合清单。
包括每个活动的标识及工作范围详述。
活动属性：每项活动所具有的多重属性，用来扩充对活动的描述。
项目初始阶段，活动属性包括活动标识、WBS 标识和活动标签或名称。
在活动属性编制完成时，可能还包括活动编码、活动描述、紧前活动、紧后活动、逻辑关系、提前量与滞后量、资源需求、强制日期、制约因素和假设条件。
活动属性可用于分配执行工作的负责人，确定开展工作的地区或地点，编制开展活动的项目日历，以及明确活动类型，如支持型活动、独立型活动和依附型活动。
活动属性还可用于编制进度计划。
里程碑清单里程碑不是活动，只是有与活动相同的结构和属性。
项目时间管理-第六章
第六章项目进度计划编制项目进度计划编制概述项目进度计划编制（schedule development）就是在工作分解结构的基础上，根据前面进行的项目时间管理过程的活动定义、活动排序及活动工期估算的输出结果、所需要的资源及成本对项目活动进行一系列的进度计划编制工作，其主要工作是要确定项目各活动的开始时间以及结束时间、具体的实施方案和措施。
若项目活动的开始和结束时间是不现实的，项目就不可能按计划完成，为此，项目经理和项目管理人员在编制项目进度计划之前必须尽量找出所有与项目未来实施中的不确定性因素及存在的问题。
对于可能涉及关键路径上的各种主要影响因素还要设立专项课题进行研究。
这不仅需要在项目的前期工作中投入大量的信息和人力资源，还要建立相应的管理与信息系统，力争减少由于对影响未来项目实施因素的认识不清所带来的计划不当，降低项目实施风险。
因此，项目进度计划编制的主要目的是建立一个现实的项目进度计划，控制和节约项目的时间，并为监控项目的进展情况提供一个评价基准，保证项目在规定的时间内能够完成。
项目进度计划编制在项目管理中具有重要的意义，它既是项目跟踪与控制的服务目标与对象，又是项目跟踪与控制的行动指导，所以一个好的项目进度计划应有利于项目跟踪与控制的实施和目标的实现。
编制项目进度计划工作本身是一项带有目的性的活动，它是对项目的全部活动做出的事先分析、策划和安排。
由于项目进度计划、活动时间估算、资源估算和成本估算等过程交织在一起，编制项目进度计划时，项目有关干系人和主要职能部门都应该参加，在项目进度计划最终确定下来之前，需要项目经理和项目管理人员对这些过程反复多次迭代调整。
为项目进度计划编制提供的输入过程也需要反复进行，尤其是项目活动时间估算和成本估算过程，最后才能确定项目的进度计划。
由于项目进度计划是对未来项目活动做出的事先确定和安排，所以它具有假设性和预测性。
预测工作的准确性直接与计划者所掌握的信息和经验积累有关。
【PMP学习笔记】第6章项目时间管理
【PMP学习笔记】第6章项目时间管理第6章项目时间管理一. 定义活动1. 定义活动是识别为完成项目可交付成果而需采取的具体行动的过程。
2. 活动是开展估算、编制进度计划以及执行和监控项目工作的基础。
3. 定义活动输入：范围基准、事业环境因素、组织过程资产4. 定义活动工具：分解、滚动式规划、模板、专家判断5. 定义活动输出：活动清单、活动属性、里程碑清单6. 定义活动过程最终输出的是活动，而非可交付成果。
可交付成果是创建工作分解结构过程的输出。
7. 滚动式规划是一种渐进明细的规划方法，对近期要完成的工作进行详细规划，而对远期工作暂时只在WBS的较高层次上进行粗略规划。
8. 活动清单是一份包含项目所需的全部进度活动的清单，应包括每个活动的标志和足够详细的工作描述。
9. 活动属性是指每项活动所具有的多种属性，用来扩展对该活动的描述，随时间演进。
10. 项目初始阶段，活动属性包括活动标志、WBS标志和活动名称；活动完成时，活动属性可能还包括活动编码、活动描述、紧前活动、紧后活动、逻辑关系、时间提前与滞后量、资源需求、强制日期、制约因素和假设条件。
11. 活动属性可用于识别工作执行负责人、实施工作的地区或地点，以及活动类型（人力投入量、分立型投入、分摊型投入）。
12. 活动属性可用于编制进度计划。
13. 可基于活动属性，在项目报告中以各种方式对进度活动进行选择、排序和分类。
14. 里程碑清单列出了所有里程碑，并指明每个里程碑是强制性的还是选择性的。
二. 排列活动顺序1. 排列活动顺序是识别和记录项目活动间逻辑关系的过程。
2. 紧前活动、紧后活动、时间提前量、时间滞后量3. 排列活动顺序输入：活动清单、活动属性、里程碑清单、项目范围说明书、组织过程资产4. 排列活动顺序工具：紧前关系绘图法（PDM）、确定依赖关系、利用时间提前量与滞后量、进度网络模板5. 排列活动顺序输出：项目进度网络图、项目文件（更新）6. 活动依赖关系：强制性依赖（硬逻辑关系）、选择性依赖（首选逻辑关系、优先逻辑关系、软逻辑关系）、外部依赖7. 项目进度网络图可包括项目的全部细节，也可只列出概括性活动。
项目进度管理 英语
项目进度管理英语Title: Project Schedule ManagementIntroductionEffective project schedule management is a cornerstone of successful project delivery. It involves the planning, organizing, and monitoring of project activities to ensure they are completed on time. This process is essential for maintaining control over the project lifecycle, frominitiation to closure. The ability to manage time effectively not only contributes to meeting deadlines but also plays a crucial role in resource allocation, cost management, andrisk mitigation.Project Scheduling FundamentalsAt the heart of project scheduling is the creation of a detailed plan that outlines all necessary tasks, their duration, dependencies, and the resources required tocomplete them. The first step in this process is to define the project scope, which includes identifying the deliverables and objectives that must be achieved. Once the scope is clear, project managers can begin breaking down the work into smaller, more manageable tasks.The Work Breakdown Structure (WBS)A key tool in project scheduling is the Work Breakdown Structure (WBS). The WBS is a hierarchical decomposition of the project into smaller components, typically represented in a tree-like structure. Each level of the WBS represents a more detailed definition of the work, with the lowest level being the actual tasks that need to be performed. The WBS facilitates the identification of all project activities and helps to ensure that nothing is overlooked.Developing the Project ScheduleWith a comprehensive WBS in place, the next step is to develop a project schedule. This involves estimating theduration of each task and determining the sequence in which tasks should be performed. Several techniques can be used to estimate task durations, including expert judgment,historical data analysis, and analogous estimating. The sequence of tasks is determined by identifying logical relationships between them, such as finish-to-start, start-to-start, and finish-to-finish dependencies.Critical Path Method (CPM)One of the most widely used tools for project scheduling is the Critical Path Method (CPM). CPM calculates the longest full path through the network diagram, which represents the shortest time possible to complete the project. The critical path consists of a series of tasks whose durations add up to the project's minimum completion time. Any delay in these tasks will cause the project to exceed its planned duration. Identifying the critical path helps project managers focus onthe tasks that are most crucial to meeting the project deadline.Resource AllocationResource allocation is another essential aspect ofproject scheduling. Resources include personnel, equipment, materials, and financial resources. Proper resourceallocation ensures that the right resources are availablewhen and where they are needed. Over-allocation or under-allocation of resources can lead to delays, increased costs, and lower quality outputs. Project managers must balance resource availability with task requirements to optimize performance and efficiency.Float and Contingency TimeFloat, also known as slack, is the amount of time a task can be delayed without affecting the overall project schedule. Tasks with float provide some flexibility in the schedule and can be used to adjust the plan if necessary. Contingency time,on the other hand, is additional time added to the project schedule to account for uncertainties and potential risks. Contingency time helps to absorb unexpected delays and allows for adjustments to the plan without jeopardizing theproject's completion date.Monitoring and Controlling the Project ScheduleOnce the project schedule has been developed, it must be monitored and controlled throughout the project lifecycle. This involves tracking progress against the schedule, identifying deviations, and taking corrective actions when necessary. Regular status meetings, progress reports, and performance metrics are essential tools for monitoring the project's progress. If delays or issues arise, project managers must be prepared to implement contingency plans, reallocate resources, or adjust the schedule to keep the project on track.ConclusionIn conclusion, project schedule management is a dynamic and ongoing process that requires careful planning, organization, and execution. By understanding the fundamentals of project scheduling, utilizing tools such as the WBS and CPM, and effectively managing resources, project managers can create and maintain a realistic and feasible project schedule. Monitoring progress, identifying risks, and implementing contingency measures are equally important for ensuring that projects are completed on time and within budget. With effective project schedule management, organizations can achieve their goals, meet stakeholder expectations, and maintain a competitive edge in their respective industries.。
项目管理第6章
二、网络的基本表达方式
1.双代号网络图 以箭线及其两端节点的编号表示工作的网络图称为双代号网络图。即用 两个节点一根箭线代表一项工作，工作名称写在箭线上面，工作持续时间写 在箭线下面，在箭线前后的衔接处画上节点编上号码，并用节点编号i和j代 表一项工作名称，如图6-1所示。
2.单代号网络图 以节点及其编号表示工作，以箭线表示工作之间的逻辑关系的网络图称 为单代号网络图。即每一个节点表示一项工作，节点所表示的工作名称、持 续时间和工作代号等应标注在节点内，如图6-2所示，节点可用圆形或方形 表示。
网络计划技术的成功应用，引起了世界各国的高度重视，被称为计划管理中最有效的、先 进的、科学的管理方法。1956年，我国著名数学家华罗庚教授，将此技术介绍到中国，并把它 称为“统筹法”，60年代加以推广。
从20世纪80年代起，建筑业在推广网络计划技术实践中，针对建筑流水施工的特点，提出 了“流水网络技术方法”，并在实际工程中应用。网络计划技术是以系统工程的概念，运用网 络的形式，来设计和表达一项计划中的各个工作的先后顺序和相互关系，通过计算关键线路和 关键工作，并根据实际情况的变化不断优化网络计划，选择最优方案并付诸实施。
(二)内向箭线和外向箭线 (1)内向箭线。指向某个节点的箭线称为该节点的内向箭线，如图6-6(a) 所示。 (2)外向箭线。从某节点引出的箭线称为该节点的外向箭线，如图6-6(b) 所示。
(三)逻辑关系
工作间相互制约或相互依赖的关系称为逻辑关系。工作之间的逻辑关系 包括工艺关系和组织关系。
1.工艺关系
计划评审法(PERT)的出现较CPM稍迟。1958由美国海军特种计划局，在研制北极星导弹时创 造出来的。当时有3 000多个单位参加，协调工作十分复杂。采用这种办法后，效果显著，比原 来进度提前了2年，并且节约了大量资金。为此，1962年美国国防部规定：以后承包有关工程的 单位都应采用网络计划技术来安排计划。
【大学课件】项目时间管理
❖ 项目活动定义是在项目工作分解结构的基础上进 一步定义每个项目工作包中所包括的项目具体活 动
❖ 在项目活动定义中最为重要的是如何科学地理解 和区分项目工作包、项目活动和项目活动步骤（ 或叫项目活动工步）
❖ 项目活动排序工作的范畴
准确合理地安排项目各项活动的顺序 依据项目活动顺序确定项目各种活动的路径 由各个项目活动路径组成项目活动网络
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项目活动排序的依据
❖项目活动清单及其细节文件 ❖项目范围说明书
项目产出物范围和项目工作范围 项目活动的专业特性和管理要求
❖项目活动的约束条件（资源与环境） ❖项目活动的假设条件
序号
1 2 3 4 5 6
工作代号
A B C D E F
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后续任务
B C -C、E F --
顺序图法的实例
A
B
C
St
Fin
D
E
F
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AIB绘制实例：工作列表
序号 工作名称 工作代号 紧后工作 持续时间/天
1 项目策划
A
B、C、D
5
2 材料购置
B
D
8
3 组织准备
C
D、E
15
4 项目实施
D
E
15
5 项目结束工作
❖顺序图法（Precedence Diagramming Method, PDM)
该法也叫节点网络图（Activity-on-node,AON;Activity-inBox,AIB)法或单代号网络图法，它用单个节点表示一项活动 ，用节点之间的箭线表示项目活动之间的相互关系
项目管理
5W1H
做什么？What? 为什么？Why? 谁来做？Who? 什么时间？When? 什么地方？Where? 多少钱？How?
什么项目？ 什么目标？ 职责，承诺？ 期限？ 在哪里？ 人力，物力，预算？
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目标(S.M.A.R.T)
明确（Specific）： 目标是否已经明确了什么 时候执行和需要多少资金 。 可度量（Measurable）：你知道目标已经完成 到什么程度了。 可达到（Achievable）：在时间限制中，目标 是否合理而且可达到。 相关（Relevant）：目标是否值得进行、是否 重要、是否有价值。 可跟踪（Trackable）：你是否能跟踪过程。
允许一个元素独立工作； 元素的大小以可管理为准； 给予充分的执行计划的权利； 检查和评价计划； 提供必要的资源
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项目举例－婚礼
你受委托为好朋友筹划婚礼，规模档次已定
1、确定联系饭店 2、筹划汽车事宜 3、安排拍照摄像事宜 4、安排仪式地点 5、婚礼节目筹划 6、宾客名单准备 7、准备，印刷请帖 8、送出请帖
工程项目实施阶段 主要工作任务：将“蓝图”变成工程项目实体，实现决 策意图。设备和工程招标、工程项目施工。
工程项目竣工验收和总结评价阶段 主要工作包括：工程项目竣工验收书签订，质量监督部 门对该工程项目进行质量鉴定，建设单位、设计单位、 监理单位、施工单位等对该工程项目做出总结评价。
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网站建设项目生命周期
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工 时 报 阶段1 酬 识别 （ 努 力 水 平
）
项目生命周期
阶段2 计划
阶段3 实施
阶段4 终结
·需求分析 ·实施计划
·获取材料
·培训职能人
·确定可行性 ·确定方案 ·准备方案 ·制定基本预
第六章_Project schedule management_(第一部分)项目管理英文第六版
Plan Schedule Mቤተ መጻሕፍቲ ባይዱnagement
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Plan Schedule Management: Data Flow Diagram
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The schedule management plan
• The schedule management plan can establish the following:
– Iterative scheduling with a backlog. This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development.
6. Control schedule. Monitor schedule status and manage schedule updates
4
Planning, Estimating, Scheduling
• What's the difference? – Planning: Identify activities. No specific start and end dates. – Estimating: Determining the size & duration of activities. – Schedule: Adds specific start and end dates, relationships, and resources.
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Define Activities
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Define Activities: Data Flow Diagram
项目管理第二版张卓第六章
项目管理不仅关注项目的完成，更关注项目给组织带 来的价值，通过项目管理实现组织的目标。
项目管理的原则和特点
原则
项目管理需要遵循一定的原则，包括 整体性、目标导向、动态管理、沟通 协调、风险管理等。这些原则是项目 管理的基础，指导项目管理的实践。
特点
项目管理具有明确的目标、独特性、 时限性、风险性等特点。这些特点使 得项目管理与其他管理活动有所区别， 也使得项目管理更加复杂和具有挑战 性。
项目执行阶段
实施项目计划
按照项目计划开展工作，确保项目的进度和 质量符合预期要求。
协调资源
根据项目需求，协调和分配资源，确保项目 的顺利进行。
监控项目进展
定期检查项目的进展情况，及时发现和解决 存在的问题，确保项目按计划进行。
调整项目计划
根据项目进展情况，适时调整项目计划，以 适应项目的变化和需求。
资源平衡技术
总结词
资源平衡技术是一种用于优化资源配置 的管理技术。
VS
详细描述
资源平衡技术通过分析项目中的资源需求 和资源限制，调整任务的开始和结束时间 ，实现资源的有效利用和平衡分配，避免 资源的浪费和冲突。
风险评估技术
总结词
风险评估技术是一种用于识别、评估和应对 项目风险的工具。
详细描述
风险评估技术通过分析项目中可能出现的风 险因素，评估风险发生的概率和影响程度， 制定相应的应对措施，降低风险对项目的影 响，确保项目的顺利进行。
项目执行效率和质量。
案例二：某建筑项目的质量管理实践
总结词
严格的质量管理实践
详细描述
该建筑项目在质量管理方面采取了严格的管 理措施，确保了项目的质量符合要求。项目 团队制定了详细的质量计划和标准，对施工
进度计划管理（Schedulemanagement）
进度计划管理（Schedule management）In the process of construction project progress to accelerate the impact on project quality, and strictly control the quality standard is likely to affect the progress of the project, such as careful rigorous, quality assurance measures, although strict control without rework, and ensure the engineering quality control standard. In to meet the control of schedule, quality, and safety management should be to control, to play a "safety policy of safety first, prevention, comprehensive treatment", so we should schedule, quality and safety management of a hand pay close attention to obtain better benefits.First, schedule managementThe bidding was in accordance with the tender documents or the provisions of the preparation of the construction plan and schedule roughly, after winning the bid according to the site conditions in the contract period, preparation of detailed construction schedule, to determine before the start of the preparatory work, choosing the method of construction and organization, coordination of various types of work flow in construction the overlap and coordination and arrangement of labor and all kinds of construction material supply, to determine the sub project goals and the completion of the project schedule all the time; then the schedule arrangement on deployment of human resources, construction materials and funds, to ensure the place. Timely check and found to affect the progress of the problem, and take appropriate technical and organizational measures, if necessary, revise and update the schedule, to the owners of the "change of command" and "rush"or "speed up instruction" timely response and handling. Due to the influence of various factors, the actual progress and schedule are different. In order to ensure the completion of the contract period, the schedule must be adjusted and supplemented. For some processes, technical organization measures (such as using three shifts), increase manpower, equipment, etc., so as to speed up the time to replace the original process time required. Speed up the key process is the most important. To determine the implementation plan according to the schedule, control and adjustment in the construction process, in order to achieve the goal of schedule management, in particular, schedule management is the task of the schedule planning, schedule control and schedule coordination. To accomplish this task, three tasks should be done well:1, formulate the overall schedule objectives and master plan of the construction project. The preparation of schedule involves the investment of construction project, the supply of equipment and materials, the layout of construction site, the main construction machinery, the combination of labor, the construction of subsidiary facilities and the time requirement of construction project put into operation. In order to have a good schedule, the comprehensive factors should be considered comprehensively, scientifically organized, arranged reasonably and overall consideration should be taken.2, to control the progress, must be the whole process of construction project progress, the planning progress and actual progress are compared. In the actual and planned progress of construction deviation, whether it is to speed up the progress of lagging behind the progress, will have an impacton the construction organization design, will bring problems to the construction process, and to take timely and effective measures to adjust the deviation control of the target to find out the reasons, and resolutely correct.3, schedule coordination is the whole construction project in the installation, civil engineering, such as the progress of overlap, in time, space coordination. All these factors are interrelated and mutually constraining, the actual progress of the construction project has a direct impact on the construction, if the relationship between these projects without the necessary coordination, construction will cause disorder, unable to complete the construction schedule.Therefore, the establishment of construction schedule to improve the quality of schedule management has become the key issue of schedule control. The premise of achieving the project schedule goal is to have a scientific and reasonable schedule. The project construction schedule is affected by many factors, which requires the project management personnel in advance of the various factors that affect the progress of a comprehensive research, predict and evaluate the impact of these factors on the construction progress of the project, and the preparation of the feasible plan. However, in the process of implementing the schedule, there will inevitably appear other factors that affect the schedule, according to the plan, so that the project schedule is difficult to implement according to the scheduled plan.This requires project managers in the implementation schedule in the process of applying the dynamic control principle, andconstantly check, comparing the actual situation with the schedule, plan to find out the reasons causing the deviation, especially to find out the main causes and take corrective measures. There are two measures to determine the premise, one is through the measures can be taken to maintain the original schedule, the normal implementation; the other one is to adopt measures still can not according to the original schedule, to adjust or modify the primary schedule, according to the new schedule.Two, quality managementBefore the project starts, according to the requirements of the owner, the actual situation of the project and the enterprise planning to determine the quality objectives of the project. Carry out the technical management responsibility system of the technical personnel in the construction site, strictly request themselves with rigorous scientific attitude and earnest work style. The correct implementation of the technical policy of the government, scientific organization of the technical work, the establishment of the normal order of engineering technology, the focus of quality management to improve the quality of the project focused on specific technologies, business to shorten the construction period and improve the economic efficiency. The correct division at all levels of technical management authority, so that every engineering and technical personnel have full-time employment, have each one attends to his own duties, rights and responsibility. In order to give full play to the enthusiasm and creativity of every engineering and technical personnel, we should play a key role in the construction of the project.Organize relevant personnel before construction and construction process, according to the relevant laws and regulations, in line with the development of the construction of detailed rules and reward measures, especially to ensure the engineering quality of the reward and punishment measures. Were amply rewarded for the good quality of construction workers, quality accidents caused by the illegal construction personnel are not allowed to heavy penalties, the unqualified products, do the whole process tracking and management; the basis for reviewing the construction drawings and technical clarification in serious organization, to further strengthen the review of the technical work of key parts and influence global engineering the. In the process of engineering construction, in addition to the quality standards for review, inspection content for strict review, inspection, in the key process before construction, must check the key inspection items strictly. Such as building axis coordinates and elevation; soil, location, elevation, size of foundation beams and slabs and columns; concrete template size, location, elevation, and embedded parts (tube) and preformed hole location and template have sufficient bearing capacity, stiffness and stability; the mix proportion of concrete and steel, cement test results: special project drawing shape, size and other needs to review and covert sub division project. Put an end to major errors and accidents, adhere to the "three inspection" system. In each process after the first operations team proposed by self, by the management personnel organization of construction personnel, the inspectors, technicians to carry out mutual inspection and handover inspection.Preparation for construction work according to the design and construction organization scheme, make drawings and technical clarification and technical training; for the new technology promotion and application of the relevant personnel to implement the organizational learning. Make all levels of personnel to the construction process, construction methods, matters needing attention and quality requirements in mind. The correct choice and reasonable deployment of construction machinery and equipment, do a good job of maintenance work, maintain good technical attitude of machinery and equipment. Construction strictly according to construction technology (or construction procedure). According to the characteristics of the key factors affecting the quality of the project, the key parts and important points set up quality management principles, and designate a person responsible for the control, each measurement line must adhere to do re inspection. The formwork and its support should have enough strength, stiffness and stability. The concrete and mortar test block are made according to the specification, and the marking is made and maintained in the special pool. Submit to the 28 day. To strengthen the protection of finished products andsemi-finished products, such as steel strapping, should timely pave the board in the past channel, to prevent stampede.Three, safety managementWith the deepening of the reform, the social development is changing with each passing day,The construction market is gradually standardized and formed an orderly and fair competition environment, with the progressof science and technology, basic construction of thelarge-scale building, high-rise buildings and underground structures are more and more. Wide application of new technologies, new materials and new equipment; process design, structural design has become more and more complicated; the increasing degree of automation construction, and the traditional safety management mode has a great impact on safety, especially the safety accidents occur frequently in the accident situation, shocking warns people, the government departments to strengthen supervision and management and in accordance with the law and intervention the construction enterprise safety production management is not enough, must also be certain activities to mobilize social forces to participate in safety management, implement the safety policy of safety first, prevention and comprehensive management ". So the main objective of safety management is: "no death accident, no serious wounding accident, no major mechanical accident, no fire, no poisoning accident"".In the construction process, in addition to normal security checks, the Department of project management on a weekly basis, the problems found on the implementation of rectification, rectification, to eliminate hidden dangers; "four to five edges" protection and various safety facilities are set in accordance with the relevant standards and the relevant regulations issued by the state strictly to implement. And strengthen the safety education system, strengthen publicity and education, formulate scientific and reasonable construction plan, on-site organization of practical operation procedures, strict and strict implementation and application of construction and safety standards. The workers are testedand unified safety education is carried out to enhance the quality and safety awareness. The professional teams and groups to earnestly implement, according to the requirements of the design drawings for technical disclosure, seriously study and deeply understand the construction technology specifications and construction safety standards. Such as special types of mechanical operators, electricians, such as learning construction safety norms and mechanical operation procedures, and according to the provisions of qualification certificate, to eliminate undocumented posts.In the construction site to prevent casualty, should find out accident and common accident site, processes and links, take measures to eliminate hidden dangers on these sites and safety factor, can effectively prevent the occurrence of accidents:1, falling height: the so-called height operation refers to the operator, in the falling height datum level 2m above (including 2m) can fall height of homework. According to this provision, to high operating range in the construction industry, is quite extensive, the main structures within the various forms of the hole and edge properties in buildings and operations, suspended and climbing work. Operating platform and intersection operations, the main structure outside of the field and channel adjacent to the various holes, hole, groove, groove and other operations, as long as the above conditions, shall be as high altitude operation to treat, and protected. Scaffolding (Longmen rack), construction elevator, template installation, demolition, lifting operations, should be in accordance with the requirements of the height of the operation, to avoid falling from the height of the operator.2, object strike: the construction site in the construction process often will have a lot of objects fall from above, hit below or next to the operator, that is, biological attack accident. Anyone who works in the construction site has the possibility of being hit, especially in the vertical plane of the upper and lower cross operation, most likely to hit the biological accident.3, electric shock accident: Electric is the main power source of various operations in construction site, all kinds of machinery, tools and so on mainly rely on electric drive, even if not use mechanical equipment, also need to use all kinds of lighting. In recent years, electric shock accidents are on the rise, mainly equipment, machinery, tools and other leakage, wire aging, skin cracking, illegal use of electrical appliances, the construction site around the external power lines do not take protective measures.4, mechanical injury: mainly refers to the construction site of the use of woodworking machinery, such as electric planer, circular saws; steel processing machinery and straightening machine, bending machine; electric welding machine, mixer, various cylinders and hand-held electric tools in use,Damage to operators caused by lack of protection and safety devices.5, collapse accident: mainly refers to the earthwork excavation or deep foundation pit construction, resulting in earth rock collapse; demolition project, construction project andtemporary facilities, such as partial or overall collapse. Especially when the underground water level is high or the earth excavation is heavy rain, it is more prone to collapse.The prevention measures of casualties should be taken for the parts, processes and links that are prone to accidents and common accidents:1, implement the organization guarantee system of safety production, establish and improve the safety production responsibility system and safety operation procedures.2, according to the construction safety regulations and standards requirements, combined with the engineering characteristics preparation of safety technical measures, in case of special operations (deep excavation, lifting, formwork support, artificial digging pile, temporary electricity) and preparation of safety construction organization design, and conscientiously implement the requirements according to the scheme of the event problems, immediate elimination or additional protective measures.3, all types of personnel must have the corresponding qualifications for posts.4, all new employees or engage in new work must pass three levels of safety education, that is, the company, project department, team safety education.5, before the start of the sub section of the operation personnel for safety technical disclosure.6. Special operations personnel must have special operation certificate, and strictly review according to the provisions.7, to detect hidden dangers should be "five fixed", that is, the rectification of the responsible person, the rectification measures, the completion time of the rectification, determine the rectification of adults, determine the rectification test income.8, good safety production "six Guan", that is, measures, disclosure, education, protection, inspection and improvement.9, the construction site safety facilities, and in line with national and local regulations.10, construction machinery (especially on-site hoisting equipment) must be checked and qualified before use.Then establish a special safety officer for safety management, set up safety slogans and safety signs at the construction site, remind employees to pay attention to safety, in order to prevent casualties.。
项目管理 Project Time Management-2要点
Project Scheduling
First you need to generate the Work Breakdown Structure (WBS) for the project as demonstrated . From the WBS, you need to generate the Network Activity Diagram for the project – commonly referred to as the Network Diagerminology simplified
Scope – The work content and products of a project. Work Breakdown Structure (WBS) – A task oriented family tree of activities that organizes, defines, and graphically displays the total work to be accomplished in order to achieve the final objectives of the project. Work Package – A deliverable at the lowest level of the work breakdown structure. Project Network Diagram – Any schematic display of the logical relationships of project activities. Path – A sequence of activities defined by the project network logic. Early Start Date (ES) – The earliest possible date on which the uncompleted portions of an activity can be completed. Late Start Date (LS) – The latest possible date that an activity may begin without delaying a specified milestone.
项目进度管理
项目进度管理项目进度管理（Project Schedule Management）[编辑]什么是项目进度管理项目进度管理是指在项目实施过程中，对各阶段的进展程度和项目最终完成的期限所进行的管理。
是在规定的时间内，拟定出合理且经济的进度计划（包括多级管理的子计划），在执行该计划的过程中，经常要检查实际进度是否按计划要求进行，若出现偏差，便要及时找出原因，采取必要的补救措施或调整、修改原计划，直至项目完成。
其目的是保旺项目能在满足其时间约束条件的前提下实现其总体目标。
项目进度管理是根据工程项目的进度目标，编制经济合理的进度计划，并据以检查工程项目进度计划的执行情况，若发现实际执行情况与计划进度不一致，就及时分析原因，并采取必要的措施对原工程进度计划进行调整或修正的过程。
工程项目进度管理的目的就是为了实现最优工期，多快好省地完成任务。
项目进度管理是项目管理的一个重要方面，它与项目投资管理、项目质量管理等同为项目管理的重要组成部分。
它是保证项目如期完成或合理安排资源供应，节约工程成本的重要措施之。
[编辑]项目进度管理的内容项目进度管理包括两大部分的内容，即项目进度计划的制定和项目进度计划的控制。
一、项目进度计划的制定在项目实施之前，必须先制定出一个切实可行的、科学的进度计划，然后再按计划逐步实施。
其制定步骤一股包括收集信息资料、进行项目结构分解、项目活动时间估算、项目进度计划编制等几个步骤。
为保证项目进度计划的科学性和合理性，在编制进度计划前，必须收集真实、可信的信息资料，以作为编制进度计划的依据。
这信息资料包括项目背景、项目实施条件、项目实施单位，及人员数量和技术水平、项目实施各个阶段的定额规定等等。
二、项目进度计划的控制在项目进度管理中，制定出一个科学、合理的项目进度计划，只是为项目进度的科学管理提供了可靠的前提和依据，但并不等于项目进度的管理就不再存在问题。
在项目实施过程中，由于外部环境和条件的变化，往往会造成实际进度与计划进度发生偏差，如不能及时发现这些偏差并加以纠正，项目进度管理目标的实现就一定会受到影响。
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• The detail durations are estimated. • These estimates are then aggregated into a total quantity for
each of the activity’s durations.
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Duration estimates
• Duration estimates may include some indication of the range of possible results.
• For example:
– A range of 2 weeks ±2 days, which indicates that the activity will take at least 8 days and not more than 12 (assuming a 5-day work week); or
• Parametric estimating uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration.
• The key benefit of this process is that it generates a schedule model with planned dates for completing project activities.
• Developing an acceptable project schedule is an iterative process.
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Parametric estimating
• Parametric estimating is an estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
• Analogous estimating uses parameters from a previous, similar project, such as duration, budget, size, weight, and complexity, as the basis for estimating the same parameter or measure for a future project.
• Using three-point estimates helps define an approximate range for an activity’s duration:
– Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned.
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Bottom-up estimating
• Bottom-up estimating is a method of estimating project duration or cost by aggregating the estimates of the lower level components of the WBS.
• These estimates are used to approximate the number of work periods (activity duration) needed to complete the activity using the appropriate project and resource calendars.
• Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.
• The key benefprovides the amount of time each activity will take to complete.
2
Estimate Activity Durations
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Estimate Activity Durations: Data Flow Diagram
• Varying skill levels. Our estimate of the activity duration is based on average skilled engineer. We may get a higher or lower skilled engineer assigned to the activity, causing the actual duration to vary from the planned duration.
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The accuracy of single-point duration estimates
• The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk.
• When estimating durations, this technique relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project.
– Optimistic (tO). The activity duration based on analysis of the bestcase scenario for the activity.
– Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity.
• Unexpected events. Random acts of nature, vendor delays, traffic jams, power failures, etc.
• Efficiency of work time. Every time a worker is interrupted it takes more time to get up to the level of productivity prior to the time of the interruption. These interruptions may have little or substantial impact on the worker's productivity
• Other factors for consideration when estimating duration include:
– Law of diminishing returns. – Number of resources. – Advances in technology. – Motivation of staff.
• The schedule model is used to determine the planned start and finish dates for project activities and milestones based on the best available information.
• Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated.
– One commonly used formula is triangular distribution: tE = (tO + tM + tP) / 3.
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Analogous estimating
• Analogous estimating is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
4
Estimate Activity Durations
• The Estimate Activity Durations process requires an estimation of the amount of work effort required to complete the activity and the amount of available resources estimated to complete the activity.