工程项目计划系统PPT课件

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Planning steps
For starters, the project team needs to answer questions about what has to be done, how it has to be done, by whom, in what order, for how much, and by when. The formalized way to answer these questions is through the planning process.
Events and milestones—used to identify critical points and major occurrences on the project schedule.
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Gantt Charts—used to display the project master schedule and detailed task schedules. Networks—clearly show interdependencies among activities. Critical path analysis—critical path gives the expected project duration. PERT/CPM—program evaluation & review technology/critical path method
工程项目计划系统 PROJECT PLANNING
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一、计划的作用
在总目标确定后，分析总目标能否实现 计划同时又是目标的分解过程 计划是实施的指南和实施控制的依据 业主和项目的其他方面需要利用计划的信息
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One distinguishing feature of projects is that each is tailored toward some unique end-item or result. That uniqueness implies that every project must be defined anew and a scheme created telling everyone involved what to do.
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Three things occur in the planning and control process: (1) During the conception and definition phases a plan is prepared specifying the project requirements, work tasks, responsibilities, schedules, and budgets; (2) during the execution phase the plan is compared to actual project performance, time, and cost; if there are discrepancies, (3) corrective actions are taken and the requirements, schedules, and budgets updated.
A budget and resource plan is prepared showing the amount and timing of resources and expenditures for work activities and related items;
A forecast is prepared for time, cost, and performance projections for the completion of the project.

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Tools of Project Planning
Work breakdown structure and work packages—used to define the project work and break it down into specific tasks.
Responsibility matrix—used to define project organization, key individuals, and their responsibilities.
A project organization is created specifying the departments, subcontractors, and managers responsible for work activities
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A schedule is prepared showing the timing of work activities, deadlines, and milestones;
Forecasting—plan is made before execution, so it has a nature of forecasting.
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Project objectives, requirements, and scope are set;
The specific work activities, tasks, or jobs to achieve objectives are broken down, defined, and listed;
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Cost estimating—used to develop budgets and become the baseline against which project performance is evaluated.
Budgeting—an estimate may have to be refined many times, but once it is approved, it becomes the budget.