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。
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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.
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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.