新加坡金字塔公司项目管理模式英文版(1)
项目管理一整套表单中英文版
未交付结果undeliverables：
交付结果（差异）分析deliverables（discrepancy）analysis：
三、项目经验、教训总结III、Project experience/lessons sum-up
签字signature
日期date
III、Meeting attenders (to list the meeting attenders, and theirtitles orprojectroles)
四、发放材料（列出会议讨论的所有项目资料）
IV、Materials distributed（tolist the project materials tobe discussed at the meeting）
Risk responseplan
责任人
Risk owner
开放/关闭
Open/closed
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05项目沟通计表
ProjectCommunicationPlan
一、项目基本情况I. Project Basic Info
项目名称project name：
项目编号projectcode：
04项目风险管表
Project Risk Management
一、项目基本情况I. Project Basic Info
项目名称project name：
项目编号projectcode：
制作人preparedby：
审核人reviewedby：
金字塔的管理结构
金字塔的管理结构---倒金字塔管理法(2010-03-05 16:16:31)转载分类：第一节课标签：金字塔sas北欧航空公司皮箱卡尔松瑞典杂谈摘要：倒金字塔管理法（Pyramid Upside Down）最早由瑞典的北欧航空公司(SAS)总裁杨·卡尔松提出，也有人称之为倒三角管理法。
倒金字塔管理法-起源20世纪70年代末，石油危机造成世界范围内的航空业不景气，瑞典的北欧航空公司也不例外，每年亏损2000万美倒金字塔管理法架构元，公司濒于倒闭。
在这个危机的时刻，一位朝气蓬勃、极具领导才能的年轻人---杨·卡尔松受命于危难之中，担任了北欧航空公司的总裁。
卡尔松接任后采用了新的管理方法，一年后，北欧航空公司赢利5400万美元。
这一奇迹在欧洲、美洲等广为传颂。
卡尔松来到北欧航空公司时，公司一片萧条，人心慌慌，员工们不知道公司会走向何处。
卡尔松利用3个月时间，在仔细研究了公司的状况后向所有员工宣布，他要实行一个全新的管理方法。
他给它起名字叫“Pyramid Upside Down”，简称叫倒金字塔管理法。
卡尔松认为：“人人都想知道并感觉到他是别人需要的人。
”“人人都希望被作为个体来对待。
”“给予一些人以承担责任的自由，可以释放出隐藏在他们体内的能量。
”“任何不了解情况的人是不能承担责任的；反之，任何了解情况的人是不能回避责任的。
”卡尔松的“倒金字塔”管理模式就是在这样一种思维的指导下产生的。
倒金字塔管理法-发展倒金字塔管理法，最早由瑞典的北欧航空公司总裁杨·卡尔松提出。
卡尔松担任北欧航空公司的总裁，在仔细研究了公司的状况后实行一个全新的管理方法：“Pyramid Upside Down”（倒金字塔管理法），也有人称之为倒三角管理法。
卡尔松认为：“人人都想知道并感觉到他是别人需要的人”，“人人都希望被作为个体来对待”，“给予一些人以承担责任的自由，可以释放出隐藏在他们体内的能量”，“任何不了解情况的人是不能承担责任的；反之，任何了解情况的人是不能回避责任的”。
项目管理知识体系(英文)(ppt 33页)
R is k Response
S o lic ia tio n
Form al Acceptance
P ro p o s a ls
Source
C ontrol Budget Updates
Corrective Action Plan
C o n tro l
S e le c tio n
S c h e d u le C o n tro l
R isk Q uantification
R isk Response D evelopm ent
D istribution
P ro je c t Records
Q uality M gm t Plan Com m un Sources of Risk
O perational Defn M gm t Plan Potential RiskEvents
O ve ra ll Change C o n tro l
C lo s in g
C o n tra ct C lo s e o u t
Contract File Form al Acceptance
& Closure
Adm inistrative C lo s u re
Project Archives Form al Acceptance Lessons Learned
Project M anagem ent Processes G roups
In itia tin g
F a c ilita tin g
E x e c u tin g
P la n n in g
Inform ation
Q uality P la n n in g
新加坡金字塔公司项目管理模式英文版(10)
SECTION NO.PCE-QM-A TABLE OF CONTENTSPCE-QM-B QUALITY MANUAL COVER PAGEPCE-QM-01 MANAGEMENT FOREWORDPCE-QM-02 MANAGEMENT COMMITMENTPCE-QM-03 APPOINTMENT OF THE MANAGEMENTREPRESENTATIVEPCE-QM-04 QUALITY POLICYPCE-QM-05 QUALITY OBJECTIVEPCE-QM-06 INTRODUCTION(ABOUT THE COMPANY )1.BRIEF COMPANY HISTORY2.SCOPE OF BUSINESS3.REGISTRATIONS WITH AUTHORITIESPCE-QM-07 ORGANIZATION STRUCTURE1. COMPANY ORGANIZATION CHART2. SITE ORGANIZATION CHART3. QUALITY MANAGEMENT ( SYSTEM)ORGANIZATION CHARTPCE-QM-08 QUALITY RESPONSIBILITIES & AUTHORITIES1.MANAGEMENT REPRESENTATIVE‟SRESPONSIBILITY & AUTHORITY2.FUNCTIONAL REPONSIBILITIES & AUTHORITIES OF THEMANAGEMENT3.MEASUREMENTPCE-QM-09 QUALITY SYSTEM MANAGEMENTPCE-QM-10 GLOSSARYANNEX I QUALITY RESPONSIBLITIES & AUTHORITIES OFVARIOUS FUNCTIONSANNEX II RESPONSIBILITYMANAGEMENT FOREWORDThis Quality Manual and its supporting procedures and instruction with reference to the ISO 9002 :1994 ( E)The Management takes the opportunity to acknowledge the concerted efforts of all the staff involved and the consultants, CCIS SINGAPORE PTE LTD –for without which this Quality Manual and its supporting procedures and instructions would not have materializedThis Manual is issued under the authority of the Management Representative.Copy Issued To : ______________ _______________ ________________Name Department DateNote :For an overview on its supporting procedures which are issued separately, it is recommended to read section Annex III of this ManualMANAGEMENT COMMITMENTThe Company is committed to provide the resources and support required to ensure the achievement of our quality objective in implement the Quality Management System. We shall comply with all the requirements of the relevant authorities of Singapore.…………………………………………………….. …………………………………………………….( Signatory ) ( Date )MANAGING DIRECTORMANAGEMENT REPRESENTATIVEThe Top Management hereby appointMr. ……..Financial ControllerAs the Management Representative, and assign him the authority and responsibility for successful implementation and maintenance of the entire Quality System covered in this Quality Manual.__________________________ _____________________________( Signatory ) ( Date )MANAGEMENT DIRECTORQUALITY POLICYWe, the Management of Pyramid Construction Engineering ( Pte.) Ltd., recognize the need for effective Management of Quality within all our activities to ensure that our profitability is maintained and our business is increased through the achievement of customer satisfaction and satisfying our changing customer needs.We will meet all the quality and contractual requirements of our customers and make continual improvement to our work processes . We will encourage every employee to take individual responsibility for quality.………………………………………………………. ………………………………………………………( Signatory ) ( Date )MANAGING DIRECTORQUALITY OBJECTIVESOur quality objectives are as follows :(1)To ensure on time delivery of projects(2)To work towards zero defect of all projects(3)To achieve high quality of works with Con points of more than 75 points(4)To obtain the maintenance certificate upon expiry of the maintenance period(5)Zero rate for industrial accident with frequency rate and severity rate below the nationalnorm for construction industry………………………………………… …………………………………………….( Signatory ) ( Date )MANAGING DIRECTORINTRODUCTION ( About the Company ) 1.BRIEF COMPANY HISTORYPyramid Construction Engineering (Pte.) Ltd emerged onto the local construction arena with the aim of providing basic construction services to large main contractors with its incorporation 8th January 1975.Today, Pyramid has surpassed that aim by becoming a reputable main contractor itself, and successfully upgraded to the financial grade of G8 for building works, the highest achievable level in Singapore construction industry.At Pyramid, in everything we do, our management focus is on providing quality that meets our clients requirements. Our involvement in numerous projects both past and present, ranging from residential and commercial buildings to retrofitting and conservation projects and to civil and architectural works, has received very positive reviews from our clients.Much of the success of our in operation can be a ttributed to the executive Management …s foresight and belief in training and developing the skills of our construction team and for investing substantially in new technological automation. Companies utilizing our services can be confident that our expertise have the skill and authority to make sound decisions based on professional judgement and experience, thereby avoiding unnecessary delays and loss of time and money.For the future, we will invest further in the development of human resources and new technology that have won us many contracts . We will also continue to boost our present resources to build clients …s trust and ensure client satisfaction, no matter how difficult the task.2.SCOPE OF BUSINESSThe company has been involved in the following types of construction projects :1.ResidentialPrivate Condominium ProjectsPrivate High and Low Rise ApartmentsHigh Rise Public Housing ProjectsPreservation ProjectsLanded Projects2.Hotel & ClubsNovotel Orchid Inn – Phase 1 & 2Club House – Warren Golf ClubWest Coast Recreation Center3.HospitalsSingapore Center of DermatologyMt Elizabeth Hospital Extensionmercials & IndustrialShopping and Office ComplexesFactories and Warehouses5.SchoolsSecondary Schools6.Special ProjectsPower System Control Center3.REGISTRATIONS(a)BUILDING AND CONSTRUCTION AUTHORITY ( BCA )Workhead WorkheadReference Description GradeCW 01 General Building G8 UnlimitedCW 02 Civil Engineering G6 S$30 millionCW 06 Piling G6 S$30 millionME 12 Plumbing & Sanitary Works L4 S$5 million(b ) SINGAPORE CONTRACTORS ASSOCIATION LIMITED ( SCAL )Certificate of Registration No : 82/OM/10071Date of Issue : 01/04/1982(c) SINGAPORE CONSTRUCTION SAFETY &CONSULTANCY PTE LTD (SC2 )Certificate of Registration No : N/ADate of issue : 07/07/1994ORGAINZATION STRUCTURE1.The formal organization chart of the company is provided as follows :Board of DirectorsManaging DirectorFinance Dept ConstructionDeptContractDeptManagementRepresentativeAdministrationDept2.The Quality Management System Organization Chart of the Company is provided asfollows:A TYPICAL SITE ORGANISATION CHART ( FOR PRIVATE ROJECTS )A TYPICAL SITE ORGANISATION CHART ( FOR HDB PROJECTS )3.The Quality Management System organization Chart of the Company is provided asfollows:QUALITY MANAGEMENT (SYSTEM) ORGANISATION CHARTQUALITY RESPONSIBILITIES & AUTHORITIES1.Management Representative ‘s Responsibility & AuthorityThe Management Representative is assigned the authority and responsibility for success ful implementation and maintenance of the total Quality System covered in this Quality Manual.The Quality Manual/Procedure and all quality statistics shall be centrally administrated and monitored by the Management Representative.The Management Representative shall oversee effective coverage and running of the following :(a)the “ Quality Function “ and “ Control “ of the various departments as detailed in“ Functional Responsibilities & Authorities “ of Annex I(b)ensuring that a quality system is established, implemented and maintained inthe accordance with this the ISO 9002, and(c)reporting in the performance of the quality system to the contractor‟s and thesupplier‟s management for review and as a basic for improvement of the qua litysystem(d)liaise with external parties on matters relating to the contractor‟ s and the supplier‟squality system.2.Function Responsibilities & Authorities of the ManagementThe prime responsibilities and authorities of the Management by functions are consolidated inthe “ Quality Responsibilities & Authorities of Various Functions attached in Annex I. As shown,the respective Department Managers are responsible for the execution of those “ quality functionsand “ controls “ and the means are detailed in the quality procedures. This is traceable from the“ Responsibility Matrix & Link to Quality Procedure “ attached in Annex IIEach Department shall be responsible for reaching to findings of internal audit and initiating corrective action to ensure strict conformance to the Department Procedure designed to ISO 9002 :1994 ( E) and the Quality ManualEach Department shall be responsible for the implementation and maintenance of its own sateof affair for conformance to its Quality System. Document changes must be substantiated by justification and subjected to the Management Representative …s approval before revision is made tothe Procedure.Each Department shall be responsible for unkeeping its own quality records, statistics as3.MeasurementThe Managing Director shall measure these responsibilities and hold individual Managers accountable for their respective areas of ai\uthoritues and quality responsibilities.4.ResourcesThe Administration Manager /Project Manager/ Managing Director shall identify resources and requirements in the management of project and provide competent manpower for management, performance of work and verification activities including internal quality audit . He shall based on the site-in-charge work experience or similar project size or workload. In addition, the Administration Manager/Project Manager/managing Director shall look into the complexity of the project and determine the appointment(s) for the project.1.Quality System ManagementThe quality system of the company shall be managed as follows :1.1Management Review1.1.1The Managing Director shall lead the ISO Management Committee Meeting toconduct a bi-year review of the Quality System to ensure its continuingsuitability and effectiveness . He shall be supported by a team of qualified andexperienced Quality Auditors for a second –level verification of the systemeffectiveness.This review includes assessment of the results of internal quality audits.Minutes of such review meeting shall be maintained . The detailed procedure isdescribed in the “ Management review “ procedure ( i.e PCE-QP-QS-01 )1.1.2The Management Representative shall report directly to the Managing Directorupon his review and judgement :> the state of effectiveness running of the Quality System, with recommended system document revisions/actions for systematic improvement;> the overall company “ quality state “ and recommended means for systematic improvement;1.1.3 The ISO Management Committee Meeting shall actively remove“ bottlenecks “ safeguard “ Quality Policy “ , ensure visible improvementof the company …s quality objecti ves and clear all outstanding action itemsinitiated and cleared in the Management Meeting.1.1.4 Detailed for “ Management Review “ are covered under Quality ProcedureNo. PCE-QP-QS-01.1.2Internal Quality Audit1.2.1The Management Representative shall be responsible for theplanning, execution and follow up on the entire InternalAuditing cycle. Priority and frequency of internal audit willdepend on the degree of attention a particular section needs.However, internal quality audits shall in general be conductedas required by the Company …s Internal Quality Auditprogramme by trained internal1.2.2auditors.1.2.2 Details for “ Internal Quality Audits “ are covered under Quality Procedure No. PCE-QP-QS-02.1.3 Corrective & Preventive Action.1.3.1 The Objective of corrective & preventive action is to investigation into the basic cause ofproblem and to rectify the situation upon rectifying the discrepancy as well as to prevent future recurrences . Completing the corrective action loop within the committed date is important ensure success of the Quality System. Corrective Actions cover that arising fromcustomer complaints , vendor control , product quality control, process control and internal quality audit.1.3.2 Details for “ Corrective & Preventive Action “ are covered under Quality Procedure No. QP-QS-03.1.4 Document & Data Control1.4.1 Approval and IssueThe Document Controller shall ensure that all controlled documents are reviewed and approved prior to issue . The control procedure shall include ensuring that the correct issue of these documents are available at all relevant location and that obsolete documents are promptly removed from all points of issue or use.Types of documents requiring control include but are not limited to :∙Quality System documents-Quality Manual-Quality Procedures-Standard Operating Procedure-Works Quality Plan-Materials Quality Plan∙ Main contract∙Technical documentsDistribution logs and issue /receipt form shall be held by the designated document control centre(s), which will be responsible for issuing copies of the documents and its subsequent revisions and re-issues.1.4.2 Document Changes and Modifications1.4.2.1 In general, modification or changes to the controlled documents shall be reviewed by thesame authorities or their designates that performed the original review and approval . The designated function and/or authorized personnel shall have access to all relevant information as basic for their review and approval.1.4.2.2 “ Document Revision record “ shall be updated immediately after the revision has beenmade-in order that possession of the latest changes can be readily demonstrated.1.4.2.3 The same procedure applies to revision of other documents1.4.3 Details for “ Document & Data Control “ are covered under Quality Procedure No. PCE-QP-QS-04.1.5 Quality Records1.5.1 Maintaining quality records as objective evidence is important in order to demonstrateaccomplishment of the required quality standard and the effectiveness of the Quality System.As such, data collection and record maintenance throughout the whole functional workflow by various functional managers/heads shall be deemed necessary.All quality records shall be property filed and retained for a minimum period as specified in the quality records retention periods. Q uality Records shall be legible and identifiable to the product involved. Quality records shall be stored and maintained in such a way that they are readily retrievable in facilities that provide suitable environment to minimize deterioration or damage.Individual functional manager shall be responsible for the identification , collection and maintenance of his or her own section quality records . A person or group of persons from each function shall be assigned to take charges of the maintenance of such records.1.5.2Details for “ Quality Records” are covered under Quality Procedure No. PCE-QP-1.5.3QS-06.GLOSSARY1.In this section of the Manual, the items and abbreviations which are being commonly usedwithin the Pyramid Construction Engineering (Pte) Ltd.‟s organization are well defined in order to clarify their usage in the quality field.2.It is also intended that definitions contained in this section be used to improvecommunication and mutual understanding.3.As a general rule, the terms and definitions as defined as ISO 8402-1986 ( E/F/R ) areadopted unless otherwise stated herein.(a)CompanyPYRAMID CONSTRUCTION ENGINEERING (PTE.) LTD.(b)Controlled copyAn identifiable copy of the Quality Manual or its supporting procedures and instructions which is distributed, revised or replaced through a written Document & Revision Control procedure which assures that the documents reflects all current requirements.© Uncontrolled CopyAn identification copy of the Quality Procedures or Standard Operating Procedures which is distributed through a Document revision & Control Procedure but there is no assurance that the document will always reflect all current requirements at later date.( d) Quality ManualA prime document on quality management of the company which states the quality policyand objective of the company. It describes the quality system and functional ( people ) organization which may be used for internal /external purposes. It is further linked to the Quality Procedures of the company for ISO 9002 compliance.(e)Quality ProcedureA document that specifies or describes who does what and how, whe re and when andpossibly why the activity is carried out. It is convenient for all functional heads to know the “ step by step “ procedure – for action and compliance to the ISO 9002 requirements. Where appropriate , it is further linked to the Standard Operating Procedures of various applicable functions(f)Standard Operating Procedure (SOP )A document that specifies in detail a particular technical activity highlighted in the qualityprocedure that is to be performed . This is normally useful for the act ions of “ rank and file”level as well as for internal purpose.(g)Quality PlanA document setting out the specific quality practices, resources and sequence of activitiesrelevant to a particular , service, contract or project.Note: it usually involves the quality practices of Sales through to Delivery.(h)VendorAny individual or organization who furnished or sells materials , products or services to the Company.(i)Approved Vendor List ( AVL)A list containing the names and addresses of vendors that are qualified to supply materials ,product or services which will directly or indirectly affect the Company …s finished product quality.(j.1 ) Source InspectionThe inspection carried out at the vendor‟s premises to ensure that all the requirements as described in the purchase orders, standards and drawings are complied in full.(j.2 ) First Article TestAn activity for verifying the conformance of vendor …s prototype or the first batch of production prior to purchase(k) Quality AssuranceAll those planned and systematic actions necessary to provide adequate confidence that materials, products and /or services will satisfy given requirements for quality.(l) Quality Control ( QC )Those actions which provide a means to control and measure the characteristic s of a material, process/facility or product by inspection, test or examination to ensure that they will meet specified requirements.(m) Quality AuditA systematic and independent investigation performed in accordance with written proceduresor checklists to determine whether quality activities and related results comply with planned arrangements are implemented effectively and are suitable to achieve objectives.Note :An audit should not confused with inspection activities performed for the sole purpose of process control or product acceptance.(n) Process Control PlanA document setting out the sequence of activities , resources and parameters to be controlled toensure process conformance.(o)Inspection and Test PlanA document setting out the inspection point and the acceptance criteria after a series of processactivities to ensure product conformance.(p) Internal Audit ProgrammeA document setting out the frequency of the internal quality to be carried out so as to ensuresystem conformance .(q) ComplaintA feedback from customer which indicates the dissatisfaction on the quality of product/serviceprovided by the company and corrective action will have top be initiated . It shall be used as an index for monitoring a successful self-regulatory control.( r ) Vendor Audit ProgrammeA document setting out the frequency of the vendor …s audit basing on their product qualityperformance so as to be able to exhibit proper vendor control.(s) Corrective & Preventive ActionA system of learning from mistakes which prevent future recurrence of the con –conformity.QUALITY PROCEDURE INDEXThe outlines for the entire Quality Management System as covered by the supporting Quality Procedure are as follows :( Note : The reference number before the subject title is the Quality Procedure number in the Company . The number in bracket after the subject title is corresponding clause in theISO 9002 – 1994 ( E) . In general , each function area will only hold those procedurerelevant to their daily activities.1. PCE-QP-QS-01 MANAGEMENT REVIEW ( clause 4.2 ) Define a procedure for management review of the Quality System to ensure its continuing suitability and effectiveness.2. PCE-QP-QS-02 INTERNAL QUALITY AUDIT (clause 4.17) Defined a system to evaluate the implementation and effectiveness of the Quality System,3. PCE-QP-QS-03 CORRECTIVE & PREVENTAIVE ACTION (clause4.14 ) Define a system to ensure that root cause of non-conforming product is promptly analysed and effectiveactions are taken to prevent recurrence.4. PCE-QP-QS-04 DOCUMENT & DATA CONTROL (clause 4.5 ) Define a system for the control of document approval, issue and changes.5. PCE-QP-QS-05 CONTROL OF ENGINEERING AND (clause 4.5 )TECHNICAL DOCUMENTATIONDefine a system for the control and distribution of engineering and technical documents.6. PCE-QP-QS-06 QUALITY RECORDS (clause 4.16) Define controls for the identification, collection, indexing, filing, storage, maintenance and disposition of quality records.7. PCE-QP-CTR-01 TENDER CONTRACT REVIEW ( clause 4.3 ) Define a system to provide for the early identification of cus tomer‟s quality requirements and make timely provision for resources and controls required to meet customer‟s requirements.8. PCE-QP-PUR-01 PURCHASE CONTROL (clause 4.6 ) Define a system to ensure that materials, products and services supplied confor m to customer‟s specification and / or in-house requirements.9.PCE-QP-PUR-02 VENDOR ASSESSMENT & (clause 4.6 )QUALITY CONTROLDefine a vendor assessment and quality control system to assess the new vendor‟s capability and to ensure that approved vendors maintain the required standard in their supplies.10. PCE-QP-PJT-01 PROJECT / WORKS PROCESS (clause 4.9 )CONTROLDefine a system to identify and plan the production and ensure that production processes are carried out under controlled condition.11. PCE-QP-PJT-02 CUSTOMER SUPPLIED PRODUCTS (clause 4.7 ) Define a procedure for verification , storage and maintenance of customer supplied product provided for incorporation into the suppliers.12. PCE-QP-PJT-03 PRODUCT INDENTIFICATION ( clause 4.8 )& TRACEABILITYDefine a system for the identification and traceability of products during all stages of production and delivery.13. PCE-QP-PJT-04 PROJECT QUALITY PLAN (clause 4.2.3 ) Define the procedure for the preparation of the quality plan to identify the specific quality practices, resources and sequence of activities to a particular project.14. PCE-QP-PJT-05 INSPECTION & TESING (clause 4.10 ) Define the procedure for the inspection and testing of materials / products to specified requirements and the necessary controls to achieve and maintain the required standard.15.PCE-QP-PJT-06 INSPECTION & TEST STAUS (clause 4..12 ) Define the system for the identification of inspection and test status to ensure that only product that has passed the required inspection and test is dispatched or used.16. PCE-QP-PJT-07 NON-CONFORMING PRODUCT (clause 4.13 )CONTROLDefine a system to prevent the inadvertent use or dispatch of non-conforming products.17. PCE-QP-PJT-08 INSPECTION/ MEASURING /TEST (clause 4.11 )EQUIPMENT CALIBRATION SYTEMDefine a system for the calibration of inspection . measuring and test equipment.18.PCE-QP-PJT-09 HANDLING (clause 4.15.2 ) Define methods of handling and protection requirements of product to prevent damage or deterioration.19. PCE-QP-PJT-10 STORAGE ( clause 4.15.3 ) Define system of storage of materials or products in such a way that they do not suffer damage, deterioration or loss.20. PCE-QP-PJT-11 PACKAGING / PRESERVATION ( clause 4.15.4 ) Define system for the control of the packaging , preservation and marking processes to ensure conformance to customer and / or in-house requirements.21. PCE-QP-PJT-12 DELIVERY ( HAND-OVER ) ( clause 4.15.5 ) Define the procedure of authorizing delivery and prevention of late delivery as well as damage , deterioration or wrong product being delivered.22. PCE-QP-TRG-01 TRAINING ( clause 4.18 ) Define the procedure for identifying training needs and providing for the training of all personnel performing activities affecting quality.23. PCE-QP-SER-01 SERVICING ( clause 4.19 ) Define the system for control of servicing to meet contractual requirements24. PCE-QP-STT-01 STATISTICAL TECHNIQUES ( clause 4.20 ) This procedure is not applicable. However, the procedure shall be documented and implemented as and when required.。
PFI、PPP、TOT、BOOT、BOO、BOT、BT、PMC、PM项目管理模式，你知道几个？
PFI、PPP、TOT、BOOT、BOO、BOT、BT、PMC、PM项目管理模式，你知道几个？1EPC设计-采购-施工总承包Engineering Procurement and ConstructionEPC 总承包模式是指建设单位作为业主将建设工程发包给总承包单位，由总承包单位承揽整个建设工程的设计、采购、施工，并对所承包的建设工程的质量、安全、工期、造价等全面负责，最终向建设单位提交一个符合合同约定、满足使用功能、具备使用条件并经竣工验收合格的建设工程承包模式。
2DBB设计-招标-建造承包Design Bid Bulid这是最传统的一种工程项目管理模式，该模式的优点是通用性强，可自由选择咨询、设计、监理方，各方均熟悉使用标准的合同文本，有利于合同管理、风险管理和减少投资。
缺点是工程项目要经过规划、设计、施工三个环节之后才移交给业主，项目周期长；业主管理费用较高，前期投入大；变更时容易引起较多索赔。
3Turn Key交钥匙工程Turn Key交钥匙工程指跨国公司为东道国建造工厂或其他工程项目，一旦设计与建造工程完成，包括设备安装、试车及初步操作顺利运转后，即将该工厂或项目所有权和管理权的“钥匙”依合同完整地“交”给对方，由对方开始经营。
交钥匙工程是EPC的主要模式之一。
4CM项目管理合作Construction Management Approach是指业主和受委托方共同开展项目管理工作。
5PM项目管理服务Project management项目管理服务是指专业化的项目管理公司为业主提供专业的项目管理服务工作，主要是针对项目中的管理过程而言。
6PMC项目管理承包Project management contractor项目管理承包是针对大型、复杂、管理环节多的项目所发展起来的一种纯粹的管理模式，为业主对包括项目管理的整体策划、项目定义、工程招标、对承包商的设计、采购、施工活动的过程进行全面管理。
xx集团设备管理金字塔
提高有效作业率的三块基石
The 3 foundation stones to increase the overall equipment efficiency
设备基础保养
BASIC
设备有效作业率 OEE
维修模式
MAINTENANCE
OVERHAUL 1.6MILLION
MK—95 项修 12万元 24
9.6 MILLION
288万元
ITEM MAINT. 0.12 MILLION 费用节省 COST SAVING
2.88 MILLION 672万元
6.72 MILLION
设备管理的基石之三 原辅料对设备的适应性
THE THIRD MANAGEMENT
常规消耗件 冗余常规模型 一般消耗模型 可短缺消耗模型 零
REGULAR
REGULAR REDUNDANT
COMMON
DIFICIENTABLE ZERO
短时独立需求 冗余独立模型
一般独立模型 可短缺独立模型 库
PERIOD NEEDED PERIOD REDUNDANT COMMON PERIOD DIFICIENTABLE ZERO
清洁就是维修
CLEANING IS MAINTENANCE
设备管理的基石之二 维修模式 设备终生不大修
THE SECOND FOUNDATION OF EQUIPMENT MANAGEMENT MAINTENANCE MODE
GENERAL OVERHAUL FREE IN THE WHOLE SERVICE LIFE OF EQUIPMENT
1 shift
一个完整的项目管理流程(中英)
一个完整的项目管理流程A complete project management process从一个项目提出到结束，按照ISO9001:2000的项目管理流程，大致有如下步骤：Made from one project to the end, in accordance with ISO9001: 2000 project management process generally has the following steps:1、产品立项报告Product project report按照公司的管理流程，由公司有关人等都有可能提出《产品立项报告》，比如公司老总、市场部门、研发部门，一般是在公司组织的定期召开的会议上提出，经初步讨论具有一定的可行性之后，由公司领导提交到公司负责产品开发立项的部门，比如，总工办，然后，按照公司的管理流程，由该部门组织人员进行讨论，最后指定某人进行产品的可行性分析，提交《产品的可行性分析报告》。
According to the company's management process, the persons concerned by the company are likely to put forward the "product project report", such as company executives, marketing, R & D department, is generally held in the organization of the Company's meeting on a regular basis, have some preliminary discussions After the feasibility, submitted by the company led to the company's departments responsible for product development project. For example, the chief engineer, and then, according to the company's management processes, organized by the department staff to discuss the final product specified in the feasibility analysis of a person to submit "product feasibility analysis."在《产品立项报告》中，初步描述该技术的国内、国外现状、经济效益和社会效益...In the "product project report", the initial description of the technology, domestic and foreign situation, economic and social benefits...2、产品可行性分析报告Product feasibility analysis report指定的某人提交《产品的可行性分析报告》，在会议上产品立项讨论通过，指定项目经理，对该产品提出《初步设计》。
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 .
新加坡公司法-英文版
CHAPTER 16 SINGAPORE COMPANY LAWSection 1 IntroductionSection 2 Incorporation and its ConsequencesSection 3 Corporate GovernanceSection 4 Enforcement of Corporate RightsSection 5 Shareholder RemediesSection 6 SharesSection 7 Debentures and ChargesSection 8 Companies in DistressSection 9 Winding upSECTION 1 INTRODUCTION16.1.1 InSingapore, companies are principally governed by the Companies Act (Cap 50, 1994 Rev Ed) (hereinafter “the Act”). It should be noted though that specific types of companies may, in addition to the Companies Act, be regulated by other statutes. For example, insurance companies and banks are also regulated by the Insurance Act (Cap 142, 1994 Rev Ed) and the Banking Act (Cap 20, 1994 Rev Ed) respectively. Limited liability partnerships, which despite their name are companies, are governed by the Limited Liability Partnership Act (Act 5 of 2005). Certain provisions in other statutes such as the Securities and Futures Act (Cap 289, 1994 Rev Ed) are also relevant to companies.16.1.2 It should also be noted that the statutory provisions governing companies are supplemented by the common law.SECTION 2 INCORPORATION AND ITS CONSEQUENCESObligation to Incorporate16.2.1 Under section 17(3) of the Act, a business organization that has more than 20 members must be incorporated as a company. However, this requirement does not apply to a partnership of persons carrying on a profession that is formed in pursuance of some other written law inSingapore(section 17(3) of the Act). Thus members of the legal profession who are governed by the Legal Profession Act (Cap 161, 1994 Rev Ed) may establish partnerships of more than 20 partners.Registration of a Company16.2.2 As a general rule, any person may, upon lodgment of the requisite documents and payment of the prescribed fee, register a company in Singapore. The mandatory documents to be lodged under section 19(1) of the Act are the memorandum and articles of association. The memorandum and articles of association are the constitutional documents of the company. Under section 22(1) of the Act, the memorandum of association must prescribe the name of the company, the amount of its share capital (if any) and whether the liability of the members of the company is limited or unlimited. The articles of association are the regulations of the company and contain provisions relating to how the company is to be governed. Where the memorandum and the articles are in conflict, the former will prevail.16.2.3 Once the memorandum of the company is registered, the Registrar will issue a notice of incorporation stating that the company is, from the date specified in the notice, incorporated and thetype of company it is, i.e. whether it is a limited or unlimited company and where applicable that it is a private company –see section 19(4) of the Act.Effects of Incorporation16.2.4 Section 19(5) of the Act sets out the general effect of incorporation which is that the company is a body corporate with all such powers as flow from such an entity. The company may sue and be sued in its own name, it has perpetual succession in that it can survive indefinitely until it is wound up, it may hold land, and the liability of its members is limited in the event the company is wound up. 16.2.5 Cases have established that as a body corporate a company has a distinct personality that is recognized by law. In other words, a company has an existence and identity separate from that of its members –see Salomon v A Salomon & Co Ltd [1897] AC 22; Lee v Lee’s Air Farming Ltd [1961] AC 12. The most important consequence of this is that the debts and obligations incurred by the company are its own and its members do not share the company’s liabilities. Creditors of the company may only look to the company for payment of debts owed to them by the company. If the company is insolvent and cannot pay its debts, the creditors will have to bear the loss however solvent the company’s individual members may be. All that the members of a company are obliged to do is to contribute the amount that remains unpaid on the shares that the members have subscribed. This obligation is owed to the company, not the creditors of the company. As such, if the shares were issued on a fully paid basis, or have already been fully paid, the members have no further liability to the company. Thus, when speaking of limited liability it is important to note that what is meant is not that the company’s liability is limited but that the members’liability to contribute to the company is limited to the share capital for which the members have agreed to subscribe.‘Lifting the Veil’of Incorporation16.2.6 While an incorporated company has a personality separate from that of its members, there are circumstances when the courts will ignore such separate personality and treat the company and its members (or officers) as one for limited purposes. Thus, for example, there may be circumstances when the courts will hold the members of a company liable for debts incurred by the company. When the courts do so, it is said that the veil of incorporation is lifted or pierced. Generally, the cases of veil lifting fall into two categories: by statute and at common law.Statutory Exceptions to the Separate Personality Doctrine16.2.7 It is open to Parliament to limit the effects of incorporation by a suitably worded statutory provision. One of the more important statutory limitations on the separate personality doctrine arises under sections 339(3) and 340(2) of the Act. The combined effect of those provisions is that, where debts are contracted without any reasonable or probable expectation that the company would be able to pay the debts, any officer of the company who was a party to the contracting of such debts is guilty of an offence and may, after conviction, be made personally liable by the court for the payment of the whole or any part of such debts.16.2.8 Another important exception is found in section 340(1) of the Act. Where it appears in the course of the winding up of a company that any business of the company has been carried on with intent to defraud creditors of the company or creditors of any other person or for any fraudulent purpose, the court may declare that any person who was knowingly a party to the carrying on of the business in such a manner shall be personally liable for all or any of the debts or liabilities of the company as the court may direct.16.2.9 A third important exception arises where dividends are paid even though there are no available profits out of which to pay such dividends –see section 403(2)(b) of the Act. Since dividends may only be paid where there are profits so as not to unduly prejudice creditors of the company, a director or manager of a company who wilfully pays or permits the payment of a dividend in the absence of profits will be liable to the creditors of the company for the amount of the debts due to them to the extent by which the dividends exceed the available profits.Common Law Exceptions to the Separate Personality Doctrine16.2.10 Persons incorporate companies for various reasons but, undoubtedly, one of the reasons is to insulate themselves from personal liability should the business fail. Accordingly, the mere fact that members or officers of a company utilize the corporate vehicle to shield themselves from personal liability is no -reason to disregard the company’s separate personality –see Adams v Cape Industries plc [1990] 1 Ch 433. However, the position is different where the members or officers of a company abuse the corporate form for improper means.16.2.11 Thus, if an individual already has existing legal obligations, but attempts to use the corporate vehicle to evade such obligations, the courts will ignore the company’s separate personality. For example, it has been held that a person who has agreed to sell a house cannot avoid his contractual obligations by transferring the house to a company. Both he and the company were ordered to specifically perform the contract even though the company was not a party to the contract –see Jones v Lipman [1962] 1 WLR 832.16.2.12 Similarly, if a company is used to perpetrate a fraudulent act, the courts will treat the company and those behind it as one and the same. Thus, if a company has been incorporated todefraud innocent investors, the court may hold the promoter of the company liable even though the promoter and company are separate persons –see Re Darby [1911] 1 KB 95.SECTION 3 CORPORATE GOVERNANCESeparation of Ownership and Management16.3.1 Section 157A of the Act states that the business of the company shall be managed by or under the direction of the directors. The directors may exercise all the powers of a company except any power that the Act or the memorandum and articles of the company require the company to exercise in general meeting. This reflects one of the features of company law, namely, that it can facilitate a separation of ownership and management. The members or shareholders who own the company need not necessarily be involved in its management as directors. While in some companies, particularly small ones, the members of the company may also be involved in its management - either as directors or in some other executive capacity - in many other companies, the members are not involved in management. Instead, such companies are managed by boards of directors in which many of the directors are not members of the company. Even when the directors are members of the company, their shareholdings in the company may be relatively small. It should also be noted that, in such companies, even this management by the board may often be notional as the majority of the members of the board may not be full-time directors but are non-executive directors. In such companies, the day-to-day management of the company will be in the hands of the senior executive officers of the company, some of whom may be board members. The role of boards in such companies is then to exercise a general oversight but not to be involved in executive matters.Statutory Duties16.3.2 Under common law, directors are regarded as fiduciaries and therefore owe fiduciary duties to their companies. At the same time, the Act also prescribes certain duties on directors which mirror their general duties under the common law. One important provision is section 157(1) of the Act which prescribes that a director shall at all times act honestly and use reasonable diligence in the discharge of the duties of his office. Section 157(2) of the Act goes on to state that an officer or agent of a company shall not make improper use of any information acquired by virtue of his position as an officer or agent of the company to gain, directly or indirectly, an advantage for himself or for any other person, or to cause detriment to the company.16.3.3 Section 157 of the Act does not purport to be an exhaustive statement of the law relating to the duties that directors owe to their companies. In this regard, section 157(4) provides that the section is in addition to and not in derogation, of any other rule of law relating to the duty or liability of directors or officers of a company. The effect of section 157 is to render those duties mandatory while the duties at common law are capable of exclusion by agreement between the company and its directors, assuming that the company has made such a decision independently of the interested directors. Under section 157(3) of the Act, a breach of sections 157(1) and 157(2) renders the officer or agent liable to the company for any profit made or any damage suffered by the company as a result of the breach. At the same time, a breach of these sections is an offence, and the officer or agent shall be liable upon conviction to a fine not exceeding $5,000 or to imprisonment for a term not exceeding one year.Duty at Common Law to Act in the Best Interests of the Company16.3.4 In the exercise of their duties, directors must act bona fide in what they consider is in the best interests of the company. When the acts of directors are challenged, the courts do not substitute theirown judgment for that of the directors –see ECRC Land Pte Ltd v Wing On Ho Christopher [2004] 1 SLR 105; Vita Health Laboratories Pte Ltd v Pang Seng Meng [2004] 4 SLR 162. All that the courts are concerned about is whether the directors have acted honestly in what they (and not the courts) considered to be in the company’s best interests. Of course, if the decision is one that no reasonable board would have arrived at, this casts serious doubt on the bona fides of the directors.16.3.5 It should be noted though that, while the directors’overriding duty is to the company, section 159 of the Act provides that in exercising their powers, directors are entitled to have regard to the interests of the company’s employees generally, as well as the interests of its members. That directors may have regard to the interests of its members is also the position at common law since the members collectively do in a sense comprise the company notwithstanding the company’s separate personality –see Peters American Delicacy Co Ltd v Heath (1939) 61 CLR 457; Greenhalgh v Arderne Cinemas Ltd [1951] Ch 286. The entitlement to have regard to the interests of employees is also a sensible one since advancing the interests of employees will often be in the best interests of the company.16.3.6 There are also circumstances where directors must have regard to the interests of creditors. Generally speaking, creditors have no interest in the company’s assets. A creditor who wishes to enforce the debt owing to him from the company must bring a claim against the company. In the absence of an interest in the company’s assets, the directors of a company do not have to take the interests of creditors into account when making corporate decisions. However, when a company is unable to pay its debts, and is thereby effectively insolvent, the interests of its creditors must be taken into account. This is because creditors of an insolvent company are entitled to appoint a liquidator to get in the assets of the company to which the creditors have a prior claim before the members of thecompany. Accordingly, in such circumstances, directors must ensure that the affairs of the company are properly administered and that its property is not dissipated or exploited to the prejudice of the creditors –see Winkworth v Edward Baron Development Co Ltd [1987] 1 All ER 114.Duty at Common Law to Avoid Conflicts of Interest16.3.7 As a fiduciary, a duty of loyalty is imposed on a director vis-à-vis the company. As a result, a director is obliged not to place himself in a position where his duty to the company may conflict with his own interests –see Chew Kong Huat v Ricwil (Singapore) Pte Ltd [2000] 1 SLR 385;Kumagai-Zenecon Construction Pte Ltd v Low Hua Kin [2000] 2 SLR 501. One particular application of this duty is that a director is not permitted, without the fully informed consent of the company, to make a profit in connection with the director’s position. Thus, if the director comes across a business opportunity while discharging his role as a director, he cannot personally take advantage of such an opportunity unless the company has, with full knowledge of the facts, permitted him to do so. This permission may be given by the rest of the board (assuming the other board members giving approval do not stand to benefit personally) or by the members in general meeting.Duty at Common Law to Act for Proper Purposes16.3.8 The management of a company is generally vested in the board of directors and the board will often have other more specific powers such as the power to issue shares under section 161 of the Act, provided that the directors have obtained a specific or general mandate to do so. Such powers must be exercised for proper purposes. Even if directors have acted in good faith in what they believe is in the best interests of the company, they may have exercised certain powers in an improper manner. For example, it has been held that, where the power to issue shares was used to facilitate a takeover bidfor a company, that was not a proper exercise of such a power even though the directors felt that they were acting in the company’s best interests –see Howard Smith Ltd v Ampol Petroleum Ltd [1974] AC 821.Effect of Breach of Fiduciary Duties16.3.9 If a director places his own interests above those of the company, the director will be liable for any loss caused to the company. If the director has profited from his position without the informed consent of the company, the director may have to account for the profits to the company. Where the director has contracted with the company, e.g. the director has sold an asset to the company, the company may be able to avoid the contract if the contract with the company was entered into in breach of the director’s fiduciary obligations to the company. Where a third party has entered into a contract with the company knowing that the directors of the company have acted improperly, the company may also be able to avoid the contract vis-à-vis the third party.SECTION 4 ENFORCEMENT OF CORPORATE RIGHTSThe ‘Proper Plaintiff’Rule16.4.1 As a company has a personality separate from that of its members, a member of the company cannot sue to enforce rights that belong to the company. This is known as the ‘proper plaintiff’rule, namely, that the company is the proper plaintiff in respect of any rights that it has –see Foss v Harbottle (1843) 2 Hare 461; Ng Heng Liat v Kiyue Co Ltd [2003] 4 SLR 218. Where a company has rights to be enforced, or is being sued, the usual body that is empowered to decide whether the company should either bring an action or defend the claim is the board of directors in whom the power of management is usually vested.Derivative Actions16.4.2 Notwithstanding the proper plaintiff rule, there may be occasions where a member of the company is entitled to bring an action on behalf of the company. Where a member does this, the action is referred to as a derivative action as the right is derived from the company. The member is not suing to enforce any rights that belong to him personally. In such actions, the company is included as a nominal defendant so that any decision of the court will bind the company as well.16.4.3 A member may bring a derivative action in respect of a wrong done to the company where the wrongdoer is the person who has control of the company and is in a position, or has used such control, to prevent a proper action from being brought against him. The wrong done may have arisen because the person in control of the company has appropriated the company’s assets for himself, or it may consist of an abuse of the powers vested in the wrongdoers, e.g. where the majority shareholders attempt to use their voting power in an illegitimate manner. In such a situation, the wrongdoers would use their control of the company to prevent a claim from being brought against themselves. Accordingly, a member will be allowed to institute a derivative action against the wrongdoers if the member is bringing the claim bona fide for the benefit of the company in circumstances where there is no other remedy available. If the action is being brought for an ulterior motive or in bad faith, the court is entitled to take that into account in determining if it is in the best interests of the company that the action should proceed.Statutory Derivative Action16.4.4 In addition to the common law derivative action discussed above, sections 216A and 216B of the Act make provision for a statutory derivative action. This action is potentially available to anymember of a company, the Minister of Finance (in certain cases), or any other person who in the discretion of the court is a proper person to make an application under the section. Such persons are potential complainants under sections 216A and 216B.16.4.5 Section 216A(2) of the Act provides that a complainant may apply to the court for leave to bring an action in the name and on behalf of the company or intervene in an action to which the company is a party for the purpose of prosecuting, defending or discontinuing the action on behalf of the company. The court will only grant leave if the court is satisfied under section 216A(3) of the Act that the complainant has given 14 days’notice to the directors of the company of the complainant’s intention to apply for leave; the complainant is acting in good faith; and it appears to be prima facie in the interests of the company that the action be brought, prosecuted, defended or discontinued. One advantage of the statutory derivative action is that if the court authorizes the bringing of the action, it can order the company to pay reasonable legal fees and disbursements incurred by the complainant in connection with the action. Under the common law derivative action, the risk of legal costs falls on the person bringing the action.16.4.6 Section 216B(1) states that an application under section 216A shall not be stayed or dismissed by reason only that it is shown that an alleged breach of a right or duty owed to the company has been or may be approved by the members of the company However, evidence of approval by the members may be taken into account by the court in making an order under section 216A.SECTION 5 SHAREHOLDER REMEDIESThe Oppression Remedy16.5.1 In addition to the ability to bring a common law or statutory derivative action to protect the legitimate interests of the company, there are two other important remedies open to shareholders who feel that their interests are being prejudiced. The first arises under section 216 of the Act. Section 216(1) provides that any member or holder of a debenture of the company, or the Minister of Finance in certain cases, may apply to the court for an order that the affairs of the company are being conducted in a manner oppressive to one or more of the members or holders of debentures, or in disregard of their interests as members, shareholders or holders of debentures of the company. A similar application may be made if an act of the company has been done or is threatened which unfairly discriminates against or is otherwise prejudicial to one or more of the members or holders of debentures. Section 216 is commonly referred to as the ‘oppression remedy’.16.5.2 Where such an application is made, and the court after hearing the evidence is satisfied that the complaint is a valid one, the court may, with a view to bringing an end or remedying the matters complained of, make such order as it thinks fit. Such orders may include directing or prohibiting any act or canceling or varying any transaction or resolution; regulating the conduct of the affairs of the company in future; authorizing civil proceedings to be brought in the name of the company; providing for the purchase of the shares and debentures of the company by other members or holders of debentures or the company itself; or even winding up the company.16.5.3 Section 216 of the Act is intended to provide relief to members or holders of debentures where those in control of the company exhibit conduct that is equivalent to abuse or wrongdoing. The courts are not concerned whether a company is well managed. Business decisions are for the board to make and the courts will not generally second guess business decisions. Nor are the courts concerned that a member or some members are frequently outvoted. It is part and parcel of corporateadministration that decisions are taken by the majority. What the courts are concerned with is whether the affairs of the company are being run by those in control in such a way that there is a visible departure from the standards of fair dealing and a violation of the conditions of fair play which a shareholder is entitled to expect –see Re Kong Thai Sawmill (Miri) Sdn Bhd [1978] 2 MLJ 227. This may arise where key shareholders are excluded from management; where shareholders are deprived of information about the company; where the dominant members are clearly preferring their own interests; and where the patriarch of a family company behaves in an autocratic manner, just to give some common examples.Winding Up on the Just and Equitable Ground16.5.4 Under section 254(1)(i) of the Act, the court may wind up a company where it is just and equitable to do so. This is an important remedy for shareholders as it provides a means for disgruntled shareholders to use the winding up process to disengage from a company.16.5.5 The just and equitable ground for winding up has been used in a number of different circumstances. For example, where the main object of the company cannot be achieved or has been departed from, aggrieved members of the company may petition for the company to be wound up. Similarly, a company may be wound up if it engages in acts that are entirely outside of what can fairly be regarded as having been within the general contemplation and understanding of the members when they became members of the company. Another situation where the just and equitable ground has been used is where the company’s business has been carried on in a fraudulent manner. In addition, where the company is a quasi-partnership, in that the way the business is run resembles how a partnership is managed despite the use of the corporate form, and further, trust and confidenceamong the members has been irretrievably damaged, the court may order the winding up of the company since the members can no longer work with one another.SECTION 6 SHARES16.6.1 A share is the interest of a shareholder in the company measured by a sum of money, for the purpose of liability in the first place, and of interest in the second, but also consisting of a series of mutual covenants entered into by all the shareholders between themselves in accordance with section 39(1) of the Act –see Borland’s Trustee v Steel Brothers & Co Ltd [1901] 1 Ch 279.16.6.2 As mentioned earlier, the liability of a member/shareholder is to contribute to the company only that amount unpaid on the shares taken up by the member/shareholder. This is what is meant by limited liability. A shareholder is entitled to participate in the life of the company on the terms set out in the company’s constitutional documents, namely, the memorandum and articles of association, and to the extent allowed by the Act. The exact rights of the shareholder will depend on the terms of the memorandum and articles. Generally, all shareholders will be entitled to a pro-rata share of any dividends that are declared and paid. Where a company is wound up, again all shareholders are generally entitled to a pro-rata share of any assets remaining after the creditors of a company have been paid. Shareholders are also entitled to appoint and remove the directors of the company.16.6.3 Generally speaking, there are two broad classes of shares –ordinary shares and preference shares. Preference shares, as the name suggests, are shares that confer some preference on the holders of those shares. That preference may be in the form of dividends or return of capital. For example, the terms of a preferential share may provide that the holders of those shares are entitled to a particular rate of dividend before any dividends may be paid to holders of ordinary shares.Maintenance of Capital16.6.4 A company underSingaporelaw is required to maintain its capital in the sense that it cannot, as a general rule, return capital to its members. This general rule is intended to protect creditors. Creditors of a company are said to give credit to the company on the faith that the capital of the company will be applied only for the purposes of the business and therefore have a right to insist that such capital be kept and not returned to the shareholders –see Re Exchange Banking Co (1882) 21 ChD 519.16.6.5 This is not to say that members of a company cannot obtain any return on their investment. Indeed, if a company makes profits in a particular year, the company may pay dividends to its shareholders out of the profits made. The rules relating to capital maintenance also do not mean that members of the company must continue to contribute to the company when trading losses have occurred thereby depleting the company’s capital. A member’s liability to the company is limited only to the amount he has agreed to contribute to the company when the shares are issued to him. The rules relating to capital maintenance simply mean that, absent profits, a company must not take any steps that in effect return capital to its shareholders.16.6.6 Arising from this general principle, the following 5 propositions may be made:(i) a company may not purchase its own shares or those of its parent company –see section 76(1)(b) of the Act;(ii) a company may not lend money on the security of its own shares or those of its parent company - see section 76(1)(c) of the Act;。
社工 项目 管理 金字塔原理
社工项目管理金字塔原理英文回答：Social Work Project Management with the Pyramid Principle.The Pyramid Principle is a communication tool that can be used to structure and organize information in a clear and concise manner. It is based on the idea that all information can be broken down into a hierarchy of related ideas, with the most important idea at the top and the supporting ideas below it.The Pyramid Principle can be used to improve the effectiveness of social work project management by providing a framework for:Defining the project goal: The goal of the project should be stated at the top of the pyramid, and it should be clear, concise, and measurable.Identifying the key stakeholders: The key stakeholders in the project should be identified and listed below the goal. This will help to ensure that their needs are taken into account throughout the project.Developing the project plan: The project plan should be developed based on the goal and the key stakeholders. It should include a timeline, a budget, and a description of the activities that will be carried out.Monitoring and evaluating the project: The project should be monitored and evaluated regularly to ensure that it is on track and meeting its objectives. The results of the monitoring and evaluation should be used to make any necessary adjustments to the project plan.The Pyramid Principle can be a valuable tool for social work project managers by providing a framework for structuring and organizing information, identifying key stakeholders, developing project plans, and monitoring and evaluating projects.中文回答：社会工作项目管理的金字塔原理。
项目管理英语
Project Location 项目地点Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP"?) 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Manual 项目手册Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Oriented 以项目为导向的Project Output 项目输出Project Performance 项目绩效Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures 项目流程Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status 项目状态Project Status Report 项目状态报告Project Strategy 项目策略Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team Members 项目团队成员Project Teamwork 项目团队协作Project Technical Plan 团队技术计划Project Termination 项目终止Project Time Frame 项目时间框架Project Time Management 项目时间管理Project Users 项目用户Project Valuation 项目估价Project Visibility 项目可见性Project Vision 项目远景Project Vision Statement 项目远景说明书Project Web Site 项目网站Project/Program Methodology 项目方法论Project-Based Management 基于项目的管理Enterprise Project ManagementProjectized Organization 项目型组织Proposal 建议书Proposal Form 建议书格式Proposal Project Plan 建议书项目计划Proprietary Information 所有者信息产权信息Prorated Cost 比例成本Prospectus 计划书说明书Protection 保护Prototype 原型Prototype Model 原型模型Prototype, software 软件原型Prototyping 原型制作Provisional Sum 补贴总额补助金PRTProduct Realization TeamPSPlanned Start DatePSAProfessional Services Agreement PSOProgram Support OfficePSPProfessional Services Provider Public 公众Public Relations 公共关系Public Sources 公共资源Public Speaking 公众演讲技巧Publications 出版物Published Model [MOF] 已发布的模型Punch List 剩余工作清单Punishment of the Innocent 无辜受罚Purchase 购买采购Purchase Order 采购订单Purchasing 采购Purchasing Strategy 采购策略Pure Risk 纯风险Insurable RiskPurpose 意图PVPrice VariancePVWAPlanned value for Work Accomplished PVWSPlanned value for Work Scheduled QAQuality AssuranceQCQuality ControlQualification 合格证明Qualifications: Contractor 承包商资格证明Qualified Product 合格产品Qualified Product List ("OPL") 合格产品清单Qualitative 定性的Qualitative Risk Analysis 定性风险分析Quality 质量Quality Assurance 质量保证质量保证部门Quality Assurance Plan 质量保证计划Quality Assurance Policy 质量保证方针Quality Assurance Program 质量保证程序Quality Assurance Representative ("OAR") 质量保证代表Quality Assurance) ("QA") 质量保证Quality Audit 质量审核Quality Conformance 质量合格Quality Control ("QC") 质量控制质量控制部门Quality Criteria 质量准则Quality Evaluation Methods 质量评估方法Quality File 质量文件Quality Function Deployment 质量功能部署Quality Grade 质量等级Quality Guide 质量指南Quality Improvement 质量改进Quality Improvement Program 质量改进计划Quality Inspection 质量检查Quality Inspection Procedures 质量检查程序Quality Loop; Quality Spiral 质量环质量螺旋线Quality Management 质量管理Quality Management Function 质量管理职能Quality Plan 质量计划Quality Planning 质量计划编制Quality Policy 质量方针Quality Process Review 质量过程评审Quality Program Requirement 质量计划需求Quality Review 质量评审Quality Standards 质量标准Quality Surveillance 质量监督Quality System 质量体系Quality System Review 质量体系评审Quantitative 定量的Quantity Take-Off 工料估算Quantum 定额Queue 排队等待Quick Reaction Capability 快速反应能力RAMResponsibility/Accountability MatrixResponsibility Assignment MatrixRAMPRisk Analysis and Management for ProjectsRandom Observation 随机抽样观察Random Sample 随机抽样Range 范围Rank 等级Ranked Positional Weight Method ("RPWM") 重要位置排序法Ranking 排序Rapid Implementation 快速实施Fast TrackingRationale 原理说明Resource Breakdown StructureRDBMSRelational DataBase Management System Readiness Assessment 准备情况评估Real Property 地产房地产Real Time 实时Real World 现实世界Realization 实现Re-baseline 重定基线Rebaselining 重定基线Re_BaseliningRe-baselining 重定基线Recognized Profession 公认职业Recommend 推荐(动词) 建议Recommendation 推荐(名词) 建议Reconditioned 再修复Record 记录Record Drawings 图纸记录Record Retention 记录保留Recording Facts 记录事实Records 记录Records Management 记录管理Recruitment, Selection and Job Placement 招聘挑选和工作安排Recurring Costs 复发性费用Recurring Task 复发性任务周期性任务Reduced Inspection 精简检查Reduction in Force 缩编Redundancy 冗余多余人员Reengineering 重组再设计Reference Group 咨询小组Referent Power 威望权力Refinement, Schedule Refinement 改善进度改善Regression Analysis 回归分析Regulations 规则Regulatory 调整Regulatory Personnel 纪检人员Reimbursable Expenditure 可退还经费Reinforcement Theory 强化理论Rejected 被拒绝Rejection Number 遭拒底数Related Base 关联基Relationship 关系Relationship Float 关系浮动时间Release 发布发布版本Release Claims 发布声明Release Manager 发布经理Reliability 可靠性Reliability Assurance 可靠性保证Remaining Available Resource 剩余可用资源Remaining Duration 剩余工期Remaining Float ("RF") 剩余浮动时间Re-measurement 再测量Repetitive Work Sequence 重复工作系列Replacement Theory 替代理论重置理论Replacement value重置价值Replan 再计划Replanning 再次制定计划Report 汇报报告Report Specification File 报告规范文件Reporting 报告编写报告Reporting by Responsibility 根据职责汇报Repository 储存库Re-profiling 重新规划Reprogramming 重新计划Reputation 名誉Request for Appropriation ("RFA") 经费申请Capital Appropriation RequestRequest for Change ("RFC") 变更申请Request for Information 信息申请Request for Proposal 建议书邀请函征求建议书Request for Proposals 建议书邀请函征求建议书Request for Quotation 报价邀请函Request for Quotations 报价邀请函Requirement 需求Requirement Attribute 需求特征Requirement Specification 需求规范Requirement Type 需求类型Requirements 需求Requirements Definition 需求定义Requirements Flowdown 需求分解Requirements Management 需求管理Requirements of Society 社会需求Requirements Traceability 需求的可追溯性Requirements Traceability Matrix 需求的追溯模型Requirements Tracing 需求跟踪Requirements Workflow 需求工作流Reschedule 重定进度Rescheduling 重定进度Research 研究Research and Development 研究和开发Reserve 储备金Reserve For Scope Changes 范围变更储备金Residential Construction 民用建筑住宅建设Residual Risks 剩余风险Residual value残值Residue File 剩余资源文件Resolution 解决Resource 资源Resource Accumulation 资源累计Resource Aggregation 资源总和Resource Allocation 资源分配Resource Allocation Process 资源分配过程Resource Analysis 资源分析Resource Assignment 资源分配Resource Availability 资源可用性Resource Availability Date 资源可用日期Resource Availability Pool 资源可用库Resource Breakdown Structure ("RBS") 资源分解结构Resource Calendar 资源日历Resource Category 资源目录Resource Code 资源代码Resource Constraint 资源制约条件(约束) Resource De script ion 资源描述Resource Driven Task Durations 资源驱动的任务工期Resource Effort 资源工作量Resource Group 资源工作组Resource Histogram 资源柱状图Resource Identification 资源鉴别Resource Level 资源水平Resource Leveling 资源平衡Resource AllocationResource Limited Scheduling 资源受限的进度规划Resource LevelingResource List 资源清单Resource Management 资源管理Resource Needs 资源需求Resource Offset 资源偏移量资源互补Resource Optimization 资源优化Resource Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM ) Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次)Result 结果Results 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间Remaining FloatRFA 经费申请Request for AppropriationRequest for ChangeRFP 建议书邀请函Request for ProposalRFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 风险评估Risk Assessment Tables 风险评估表Risk Assumption 风险假设条件Risk Avoidance 风险回避Risk Brainstorming 风险头脑风暴Risk Custodian 风险监督人Risk Data Applications 风险数据应用Risk Deflection 风险转移Risk Diary 风险日志Risk Evaluation 风险评价Risk Event 风险事件Risk Event Status 风险事件状态Risk Factor 风险因素Risk Identification 风险识别Risk Management 风险管理Risk Management Budget ("RMB")风险管理预算( RMB )Risk Management Plan 风险管理计划Risk Matrix 风险矩阵Risk Mitigation 风险减轻Risk Mitigation Strategy 风险减轻战略Risk Prioritizing 风险排序Risk Probability 风险概率Risk Process Manager 风险过程经理Risk Quantification 风险量化Risk Ranking 风险分级Risk Reduction 风险降低Risk Response 风险响应Risk Response Control 风险响应控制Risk Response Development 风险响应计划制定Risk Response Plan 风险响应计划Risk Response Planning 风险响应计划编制Risk Response System 风险响应系统Risk Review 风险评审Risk Sharing 风险共担Risk Transfer 风险转移Risk Treatment 风险处理Risk value风险值Risk, close-down report 风险结束报告Risk, process plan 风险过程计划Risk, project risk 风险项目风险Risks 风险Role 角色workerRoles 角色Roll Up 总成Rolling Wave 滚动计划Rolling Wave Concept 滚动计划概念Rolling Wave Planning 滚动计划规划Rough Order of Magnitude Estimate ("ROM") 粗数量级估计( ROM ) Royalties 特许使用费版税Rubber Baselining 橡皮基线Rule of Thumb 经验法则Rules 规则Rules of Evidence 证据规则Run Time 运行时间Runaway Project 失控项目S Curve S 曲线S Curve Tracking S 曲线跟踪Safety 安全措施Safety Plan 安全计划Salary Administration 薪酬管理Sales 销售Salvage 残值Sample 样品Sample Plan, Multiple 多次抽样计划Sample Size 抽样规模Sample Unit 抽样单元Sample, Representative 典型抽样Sampling 抽样Sampling Frequency ("f") 抽样频率Sampling Plan 抽样计划Sampling Plan, double 二次抽样计划Sampling Plan, multi-level 多层次抽样计划Sampling Plan, sequential 顺序抽样计划Sampling Plan, single 单次抽样计划Sampling Plan, single-level 单层次抽样计划Sampling, biased 有歧视性抽样SARSubsequent Application ReviewSatisfaction 满意SCScheduled CostScenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleSchedule Analysis 进度分析Network AnalysisSchedule Compression 进度压缩Duration Compression Schedule Control 进度控制Schedule Development 进度安排Schedule Management 进度管理Schedule Performance Index ("SPI") 进度绩效指数Schedule Refinement 进度调整Schedule Revision 进度修正Schedule Risk 进度风险Schedule Status 进度状态Scope ReportingSchedule Update 进度更新Schedule Variance ("SV") 进度偏差("SV") Schedule Work Unit 进度工作单元Scheduled Cost ("SC") 计划成本Scheduled Cost of Work 工作的计划成本Budgeted Cost of Work ScheduledScheduled Finish ("SF") 计划完成点("SF")Scheduled Finish Date ("SF") 计划完成日期("SF")Scheduled Network 时间表/进度网络图Scheduled Performance Indicator ("SPI") 进度绩效指数Scheduled Performance Ratio ("SPR") 进度绩效比Scheduled Performance IndicatorScheduled Start ("SS") 计划开始点Scheduled Start Date ("SSD") 计划开始日期Scheduling 进度安排Scheduling Techniques 进度安排技巧Scientific Wild Anatomical Guess ("SWAG") 科学粗略剖析性猜测Scope 范围Scope Allowance 范围允许量Scope Baseline 范围基线BaselineScope Baseline Approval 范围基线核准Scope Boundaries 范围边界Scope Change 范围变更Scope Change Control 范围变更控制Scope Changes 范围变更Scope Constraints 范围约束Scope Cost 范围成本Scope Creep 范围蔓延Scope Criteria 范围标准Scope Definition 范围定义Scope De script ion 范围描述Scope Interfaces 范围界面Scope Management 范围管理Scope of Work 工作范围Scope Performance/Quality 范围性能/质量Scope Reporting 范围报告Scope Risk 范围风险Scope Risk Limits 范围风险限度Scope Schedule 范围进度Scope Statement 范围说明Scope Verification 范围验证范围确认Score 评分Scoring a Project's Contribution 项目贡献评分Scoring Plan 评分计划SCR 系统概念评审System Concept ReviewScrap 废料Screening 筛选法Screening Inspection 筛选检查SDL 软件开发库Software Development LibrarySDR 系统设计评审System Design ReviewSDWT 自我指导工作团队Self Directed Work TeamsSealed Bidding 封标Second Source 第二货源Secondary Float ("SF") 次要浮动时间Secondary Risk 次级风险Secondary Risks 次级风险Sectors 部门Security 安全Security Acceptance Letter 安全许可证/函Security Plan 安全计划Segment 部分Selection 选择Self Directed Work Teams ("SDWT") 自我指导工作团队Self-Inspection 自检Self-Insurance 自我保险Seller 卖方Seller's Market 卖方市场Selling 销售Semantics 语义学Semi-Time-Scaled Logic Drawing 半时标逻辑图Senior Technical 高级技术人员Senior User 高级用户Sensitivity 敏感性Service and Support Personnel 服务和支持人员Service Contract 服务合同Service Liability 服务责任Product LiabilityServices 服务Setup 安装SFLevel Finish/ScheduleSecondary FloatScheduled Finish DateShall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Should-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Site Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction CapabilitySlack 时差浮动时间FloatSlack Time 时差/浮动时间Slip Chart 趋势图Slippage 偏移SLVAR 差异分析报告汇总Summary Level Variance Analysis Reporting Smoothing 缓和平滑Social 社交的社会的Social Factors 社会因素Social Loafing 懒散地工作Soft Project 软项目Soft Skills 软技能Software 软件Computer SoftwareSoftware Architecture 软件构架Software Development 软件开发Software Development Library ("SDL") 软件开发库Software Development Plan 软件开发计划Software Engineering 软件工程Software Product Specification 软件产品规范Software Project 软件项目Software Quality Assurance 软件质量保证Software Specification Review 软件规范评审Sole Source 唯一供方Sole Sourcing 唯一供方的采购Solicitation Planning 询价计划制定Solution Selection 方案选择Solving 解决Source 来源Source Code 源代码Source List 供方目录Source Selection 供方选择Source Selection, in procurement 供方选择, 在采购过程中Sourcing 决定供方SOW 工作说明书Statement of WorkSpan ActivitySpecial Conditions 特殊条款Special Requirements 特殊需求Special ConditionsSpecialist 专家Specific 明确的Specification 规范Specification 规范Specification Change Notice 规范变更通知Specification Control 规范控制Specify 详细说明Speed Reading 快速阅读Spending Estimate 支出估算Spending Forecast 支出预测Spending Limit 支出限度Spending Plan 支出计划Spent Cost 已消费成本Actual Cost of Work Performed SPI 进度绩效指数Schedule Performance IndexScheduled Performance Indicator Spiral 螺旋线Split 分割Split Task 分割任务Splittable Activity 可分割的活动Sponsor 发起人赞助者Sponsor, executive sponsor and project sponsor 发起人主管经理发起人和项目发起人SPR 进度绩效比率Scheduled Performance RatioSRR 系统需求评审System Requirements ReviewSS 进度制定的开始See Scheduled StartScheduled Start DateStability 稳定性Stabilization 稳定化Staff 人员Line and StaffStaff Acquisition 人员招募Staff Personnel 辅助人员Staffing 人员配给Staffing Effort 人员工作投入Staffing Effort Limit 人员工作投入限度Stage 阶段Project StageStage Assessment 阶段评估End-Stage Assessment 和 Mid-Stage Assessment Stage File 阶段文件Stage Manager 阶段经理Stage Payment 阶段付款Stage Resource Plan 阶段资源计划Stage Teams 阶段团队Stage Technical Plan 阶段技术计划Stakeholder 项目干系人项目利益相关者Stakeholder Expectations 项目干系人的期望Stakeholder Need 项目干系人的需要Stakeholder Request 项目干系人的请求Stakeholder Requirements 项目干系人的需求。
2019精品国际工程项目管理模式英语
这种项目管理模式在国际上最为通用，世行、 亚行贷款项目和采用国际咨询工程师联合会 (Fidic)工程施工合同条件的项目均采用这种 模式。
天津城建大学 经济与管理学院
31
Design-Bid-Build，DBB
天津城建大学 经济与管理学院
天津城建大学 经济与管理学院
34
Design- Bid-Build , DBB
其主要缺点有：
设计基本完成后，才开始施工招标，对于工期紧的项 目十分不利；
项目周期长，业主管理费较高，前期投入较高； 变更时容易引起较多的索赔，业主在控制造价和工期
开发商（Developer)
天津城建大20学20/5/2经2 济与管理学院
5
5
根据美国建筑师协会AIA文件，在业主和 承包商的协议中，业主被认为是一个法人、 自然人或联合体，业主一词系指业主本人或 其授权代表。所有的业主都拥有一种共同的 东西—那就是需要。如果这种需要要求尽快 付诸行动或收到效益，业主就要聘请建筑师 (咨询工程师)将自己的设想向前推进一步， 或者说请建筑师把自己的设想变成设计概念。
天津城建大20学20/5/2经2 济与管理学院
19
19
六、供应商
供应商（Suppliers)是指为工程实施提 供工程设备、材料和建筑机械的公司或 个人。一般供应商不参与工程的施工， 但是有些设备供应商由于设备安装要求 比较高，往往既承担供货，又承担安装 和调试工作。如电梯、大型发电机组等 。
供应商既可以与业主直接签订供货合同
，也可以直接与承包商或分包商签订供
货合同，视合同类型而定。
天津城建大20学20/5/2经2 济与管理学院
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。
项目管理知识体系(英文)
Input to Performance
Contractual Agreements Appraisals
Organizational Planning
Role/Respons Assignments Staffing Mgmt Plan
Staff Acquisition
Procurement Planning
Cost
Sequencing Estimating
Quality Assurance
Staff Acquisition
Information
Risk
Soliciation
Distribution Quantification Planning
Overall Change Control
Scope Definition
Initiating Process
Planning Process
Executing Process
Controlling Process
Closing Process
Initiating
Project Management Processes Groups
Planning
Executing Controlling Closing
Staff Acction
Information Distribution
Team Development
Quality Assurance
Scope Verification
Contract Administration
Planning
Input to Performance
Contractual Agreements Appraisals
项目管理知识体系概览(英文版)
Cost Estimating
Cost Estimates Supporting Detail Cost Mgmt Plan
Cost Budgeting
Cost Baseline
Executing
Project Plan
Execution
Work Results Change Requests
Inputs to other processes
Inputs to other processes
Risk Quantification
Opportunities to Pursue Threats to Respond to Opportunities to Ignore Threats to Accept
Role/Respons Assignments
Staffing Mgmt Plan
Project staff assigned Procurement Mgmt Plan Project team directory Statement(s) of Work
Procurement Documents
Quality Improvements
Scope
Organization Chart Supporting Detail
Evaluation Criteria Statement(s) of Work Updates
Verification
Cost
Controlling
Revised Cost Estimates
Inputs to other processes
Inputs to other processes
新加坡金字塔公司项目管理模式英文版(2)
SOP-CT- 01 ( Page 1/1 )
WORK TITLE :
Taking –OFF of Quantity
APPROVED BY :
Head, Control Dept
CHECKED BY :
PROJECT MANAGER
REVISION : A
Head, Control Dept
CHECKED BY :
PROJECT MANAGER
REVISION : A
EFFECTIVE DATA : 18.10.97
WORK PROCEDURE
CHECKING METHOD
REMEDIAL MEASURE
RESPONSIBILITY
Project Manager
2..Take off quantities from construction drawings using the formats attached ( Appendix 1 (a) and 1 (b ) or similar formats
3.Project title , month/date of taking off done must be filled up in Appendix 1 (a ) and 1 ( b)
FREQUENCY :
During planning stage and before commencement of project
SPECIAL REQUIREMENTS :
SAFETY & HEALTH REQUIREMENTS
Safety Orientation Course for workers
矿产
矿产资源开发利用方案编写内容要求及审查大纲
矿产资源开发利用方案编写内容要求及《矿产资源开发利用方案》审查大纲一、概述
㈠矿区位置、隶属关系和企业性质。
如为改扩建矿山, 应说明矿山现状、
特点及存在的主要问题。
㈡编制依据
(1简述项目前期工作进展情况及与有关方面对项目的意向性协议情况。
(2 列出开发利用方案编制所依据的主要基础性资料的名称。
如经储量管理部门认定的矿区地质勘探报告、选矿试验报告、加工利用试验报告、工程地质初评资料、矿区水文资料和供水资料等。
对改、扩建矿山应有生产实际资料, 如矿山总平面现状图、矿床开拓系统图、采场现状图和主要采选设备清单等。
二、矿产品需求现状和预测
㈠该矿产在国内需求情况和市场供应情况
1、矿产品现状及加工利用趋向。
2、国内近、远期的需求量及主要销向预测。
㈡产品价格分析
1、国内矿产品价格现状。
2、矿产品价格稳定性及变化趋势。
三、矿产资源概况
㈠矿区总体概况
1、矿区总体规划情况。
2、矿区矿产资源概况。
3、该设计与矿区总体开发的关系。
㈡该设计项目的资源概况
1、矿床地质及构造特征。
2、矿床开采技术条件及水文地质条件。
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FACILITIES /INSPECTION INSTRUMENT :
NA
ENVIRNMENT CONTROLS :
NA
NECESSARY RECORDS :
1.Application Form for Factory Permit
2.Safety Orientation Course Certificate of Workers
CHECKING METHOD
REMEDIAL MEASURE
RESPONSIBILITY
Project Manager
Engineer
Foreman
Assistant Foreman
Trade Worker
Checker
Subcon
Quantity Surveyor
1. Collect relevant form from the Ministry of Labor
2 Collect forms from the Environment Health Dept
3. Seek necessary signatures on the forms and drawings and submit with covering letter to the Head , Environmental Health Dept
4. Call Environmental Health Dept 2 weeks after submission to enquire the status of the application .
Check with Project Manager
NA
NA
NA
NA
NA
NA
NA
Obtain any document or information not present
F
F
F
F
A
P
P
P
P
P
File : PJ -02 DISK: SOP A : APPROVE F : CONFIRM P : PERFORM C: CHECK
PARK HYATTSAIGONHOTEL PROJECT
STANDARD OPERATION PROCEDURE NO :
SOP-PJ-03 ( Page 1/2 )
NA
F
A
F
F
P
P
P
P
File : PJ -01 Disk : SOP A : APPROVE F : CONFIRM P : PERFORM C: CHECK
PARK HYATTSAIGONHOTEL PROJECT
STANDARD OPERATION PROCEDURE NO :
SOP-PJ-02 ( Page 1/1 )
Relevant forms f or application of temporary work
FREQUENCY :
One time per project before site possession
SPECIAL REQUIREMENTS :
NA
SAFETY & HEALTH REQUIREMENTS
WORK TITLE :
Application for Erection of Temporary Structures
APPROVED BY :
Head, Control Dept
CHECKED BY :
PROJECT MANAGER
REVISION : A
EFFECTIVE DATA : 18.10.97
1 Gather information from Project Manger on the capacity of electricity required and the approximate of the distribution board
2 Assign the Licensed Electrical to apply for electricity
NA
NA
Verify that the permit collected is the right one
Ensure that the original is kept in the Head Office ( Administration Section )
NA
NA
If wrong , notify the Ministry of labour immediately
FREQUENCY :
One time per project before site possession
SPECIAL REQUIREMENTS :
NA
SAFETY & HEALTH REQUIREMENTS
Safety Orientation Course for workers
WORK PROCEDURE
CHECKED BY :
PROJECT MANAGER
REVISION : A
EFFECTIVE DATA : 18.10.97
WORKMANSHIP STANDARD : ACCEPTANCE /REJECTION CRITERIA
NA
REFERENCE STANDARDS/ CODES & QUALITY PLAN :
8.Ensure that the cheque is delivered by hand and collect the Factory Permit
9.Make a copy of the Factory Permit and pass it to the project Manager for display at site
STANDRAND OPERATION PROCEDURE NO :
Sop-PJ-01 ( Page 2/2 )
WORK TITLE :
Application for Factory Permit
APPROVED BY :
Head, Constn Dept
CHECKED BY :
Project Manager :
WORK TITLE :
Application for Temporary Electricity
APPROVED BY :
Head, Control Dept
CHECKED BY :
PROJECT MANAGER
REVISION : A
EFFECTIVE DATA : 18.10.97
WORKMANSHIP STANDARD : ACCEPTANCE /REJECTION CRITERIA
Quantity Surveyor
6. Call the Ministry of Labour 2 weeks after submission to enquire about the status
7.Upon receipt of the approval , put up the Requisition for Payment to the Accounting section for preparation of the cheque to pay for the permit
WORKMANSHIP STANDARD : ACCEPTANCE /REJECTION CRITERIA
NA
REFERENCE STANDARDS/ CODES & QUALITY PLAN :
To comply with the Factory Act
FACILITIES /INSPECTION INSTRUMENT :
NA
NA
NA
NA
Obtain any document or information not present
F
F
F
F
A
P
P
P
P
P
File : PJ -01 DISK: SOP A : APPROVE F : CONFIRM P : PERFORM C: CHECK
PARK HYATTSAIGONHOTEL PROJECT
NA
WORK PROCEDURE
CHECKING METHOD
REMEDIAL MEASURE
RESPONSIBILITY
Project Manager
Engineer
Foreman
Assistant Foreman
Trade Worker
Checker
Purchaser
Quantity Surveyor
2..Gather information from Project Manager on the number of workers staying on/off site, name of Safety Office , First Aider and whether the use of tower crane is necessary
NA
REFERENCE STANDARDS/ CODES & QUALITY PLAN :
To comply with the PUB ‘s standard
FACILITIES /INSPECTION INSTRUMENT :
NA
ENVIRNMENT CONTROLS :
NA
NECESSARY RECORDS :
NA
ENVIRNMENT CONTROLS :
NA
NECESSARY RECORDS :
Relevant forms f or application of erection temporary structures