Project management 项目管理
Project management•Project management --5 steps:• 1.Plan & define the program 计划和确定项目• 2.Product design and development 产品设计和开发• 3.Process design and development 过程设计和开发• 4.Product and process validation 产品和过程验证反馈，，评估和纠• 5.Feedback, assessment & corrective action 反馈正措施Project management Phases 项目管理阶段Phase 1:Plan & Define Program阶段1：计划和定义流程Where do we want to go? 我们的方向是什么？Phase 2: Product Design & Development Verification阶段2：产品设计和开发鉴定Can we design one? 我们有能力设计吗？Phase 3:Process Design & Development Verification阶段3：工艺设计和开发鉴定Can we produce one? 我们有能力制造吗？Phase 4:Product & Process Validation阶段4：产品和工艺确认Proof of Phases 2 and 3. 阶段2和3的成果验证Phase 5:Feedback Assessment & Corrective Action阶段5：反馈评定和纠正Production, Continuous Improvement, Prevent Recurrence生产，不断改进，防止再次发生摘要））Project management (summary) （摘要Project management PlanningPhase 1 –阶段1-Plan & Define Program -determining customer needs, requirements & expectations using tools计划和定义流程-使用工具决定顾客的需求、要求和期望review the entire project planning process to enable the implementation of a project management program how to define & set the inputs & the outputs.对整个项目计划进行评审，执行项目管理流程，如何定义和输入输出。
Phase 2 –阶段2Product Design & Development -review the inputs & execute the outputs, which include DFMEA, design verification, design reviews, material & engineering specifications.产品设计和开发-评审输入和执行输出，包括DFMEA,设计鉴定，设计审核，材料和工程规格说明。
Phase 3 –阶段3Process Design & Development -addressing features for developing manufacturing systems & related control plans, these tasks are dependent on the successful completion of phases 1 & 2 execute the outputs.工艺设计和开发-指出开发生产系统和相关控制计划的特点，这些任务是建立在成功完成1和2阶段输出执行基础上的。
Phase 4 –阶段4Product & Process Validation -validation of the selected manufacturing process & its control mechanisms through production run evaluation outlining mandatory production conditions & requirements identifying the required outputs.产品和工艺确认-Phase 5 –阶段5Launch, Feedback, Assessment & Corrective Action -focuses on reduced variation & continuous improvement identifying outputs & links to customer expectations & future product program.量产，反馈，评审和纠正-致力于减少变更和不断改进Product & Process Development-1.0 Plan & Define the Program计划和确定项目•Input:Team Introduction / Resource and Staffing Requirements •Program Description•Customer & Key Product Requirements•Technical /Manufacturing feasibility review and analysis •Planned project timing schedule•Financial Analysis•Major Risks Analysis•RFQ( Requirement of quotation)•输入：团队介绍/资源及员工需求; 项目描述; 客户及关键产品要求; 技术/制造可行性评审及分析;计划的项目进度表;财务成本可行性分析; 主要风险分析; 报价等。
Product & Process Development-1.0 Plan & Define the Program计划和确定项目•Output:design goals; reliability goals; quality targets; Preliminary BOM;Preliminary process flow chart; preliminary listing of specialcharacteristics; any government, environmental or safetyregulations.•输出：设计目标;可靠性目标; 质量目标; 初始原材料和分供方清单;初始过程流程图; 初始特殊特性清单; 政府安全、环保法规等。
Product & Process Development-2.0 Product Design & Development产品设计和开发• 1.Begins with DFMEA 始于DFMEA• 2. Design output shall be result of efforts to simplify,optimize, innovate and reduce waste with: DOE,DFMEA, Cost Analysis,feedback from testing, production, and the field) 设计输出• 3.Design verification ( to ensure design output meet planned design input as defined in phase 1) 设计验证• 4. Design reviews (formal document review) 设计评审• 5. Prototype build control plan 样件控制计划• 6. Finalization of 工程文件–Material specifications•7. New equipment, tooling & facilities (included in overall timing plan)新设备、工装和设施•8. Finalization of special characteristics特殊特性•9.Any new inspection, measuring and test equipment device 检测、测量设备Product & Process Development-3.0 Process Design and Development 过程设计与开发• 1.Customer packaging and labeling standards顾客包装和标签要求• 2.finalization of the process flow chart (detect any bottlenecks, such as, material flow problems and manpower). 过程流程图• 3.Floor plan layout with an emphasis on minimizing material travel布局图–acceptability of inspection points, control chart locations, visual aid locations, rework areas and storage areas –emphasis placed on utilizing floor space for VA activities.• pletion of PFMEA 完成PFMEA–preventive actions developed to control potential problems • 5. Completion of pre-launch control plan (additionalproduct/process controls) 试生产控制计划Product & Process Development-3.0 Process Design and Development 过程设计与开发• 6.MSA to encompass all of the inspection measuring and test equipment designated on the control plan. 测量系统分析•7.Process monitoring and work instructions过程监控和操作指导•8.Preventive maintenance预防性维护–procedure describes planned maintenance activities–scheduled maintenance activities–availability of replacement parts for key manufacturing equipment.•9.Preliminary process capability requirements 过程能力要求Product & Process Development-4.0Product & Process Validation 产品和过程验证• 1. Production trial run --results used for : 试运行• 2.Measurement system analysis• 3.Preliminary Process Capability Study 初始过程能力研究• 4.PPAP (Production part approval procedure)• 5.Production validation testing (engineering tests) 验证试验• 6. Packing evaluation and instruction 包装评价及作业文件•7.Finalization of production control plan(dynamic) 控制计划•8. Quality planning sign-off 质量策划认可Product & Process Development-5.0 Feedback, Assessment & Corrective Action反馈、评估和纠正措施•Review the results(feedback) AND investigate corrective actions •Continuously assess & improve 持续评估和改进–variation (SPC or other statistical techniques)–customer satisfaction (product audits, warrantyanalysis,customer complaints, benchmark details, etc.)–delivery and service( 100% on time met ?)Introduction •State purpose of review -what are we going to cover here.•Describe the general status or state of the program.•Describe changes from previous tollgate.•Decisions if any.•Project Leader xxxxxxxx xxxxxxxx •Engineering xxxxxxx xxxxxxxxx •Manufacturing xxxxxx xxxxxxxxxxxxxxx •Quality xxxxx xxxxxxxxxxx •Customer Champ xxxxxxx xxxxxxxxxxxxxxxx •Launch Coord.xxxxxx xxxxxxxxx •Testing / cccc ccccccccc •Customer Service cccccccc cccccccccc •Technical Support cccccccc ccccccccc •Customer Service ccccc cccccccccccccccCore Team Members Extended Team MembersProgram Description•Describe Product strategy or program fit.•State the customer need or market problem this addresses.•Describe the product/application here.Program ScheduleMilestone Date StatusDevelop Timing Schedule Month xx, 2001Identify status. Identify initial timing and revised timing if Initial Concept Review Month xx, 2001applicable. A table can also reflect this. Modify the Proof of Concept TG 1Month xx, 2001milestones as needed to fit the application ( ie. FEA Generic Design Review Month xx, 2001analysis, key pre-production build dates, etc.)Specifications Defined Month xx, 2001Tollgate 2 Month xx, 2001Launch Review•Describe any concerns that occurred with the launch.•Describe any internal changes during or after the launch.•Describe any customer requested changes during or after the launch.Looking Forward Opportunities•Describe potential carryover or new opportunities.•Identify potential post launch activities expected to occur. •Potential VA/VE opportunities.Lessons Learned / Continuing Concerns•How can we apply knowledge gathered to obtaining new business opportunities.•Summarize lessons from each phase as to how others may benefit or identify key contacts for reference / archive use.•Customer perception and source of feedback.Team Recommendations•Closing recommendations or any additional steps that should occur.。
项目管理pmp
项目管理pmp项目管理（Project Management，简称PM）是指通过规划、组织、领导和控制资源，以达成特定目标的临时性工作过程。
它在各个行业和领域得到广泛应用，并成为组织实现其战略目标的关键工具之一。
项目管理专业人士通常通过获得项目管理专业资格认证（Project Management Professional，简称PMP）来证明其在该领域的专业能力。
PMP是由国际项目管理协会（Project Management Institute，简称PMI）所设立的专业认证。
获得PMP认证的项目经理被广泛认可为具备管理和领导项目的专业技能和知识。
PMP认证考试是世界范围内最具权威性的项目管理资格认证之一。
通过PMP认证，可以增加项目管理者的职业竞争力，提升项目管理工作的专业水准。
PMP认证考试主要基于项目管理知识体系，该体系由PMI发布的《项目管理知识体系指南》（Project Management Body of Knowledge，简称PMBOK）进行指导。
PMBOK大纲涵盖了项目管理的五个过程组，十个知识领域和四个项目管理领域。
考生需要了解这些内容，并根据自己的实践经验进行复习。
PMP认证考试难度较高，需要考生具备丰富的项目管理实践经验，并且通过考试来证明自己具备项目管理的专业知识和技能。
考试内容包括项目整合管理、范围管理、时间管理、成本管理、质量管理、资源管理、沟通管理、风险管理、采购管理和相关方人事管理等知识领域。
为了帮助考生更好地备考和应对考试，PMI提供了丰富的培训和准备资源，包括官方教材、模拟试题和培训课程等。
考生可以根据自己的需求选择适合自己的学习方式和资料，提高自己的备考效果。
项目管理作为一门独立的学科和职业，不仅仅在企业中得到广泛应用，也逐渐走入了学术界。
越来越多的大学开始开设项目管理相关的课程和专业，以培养更多的专业人才。
项目管理不仅需要理论知识，还需要实践经验和良好的沟通、领导和决策能力。
pmp 认证 pmbok 总结 Project Management Processes-项目管理过程
监控风险
Monitor and control risks
M
实施风险应对、跟踪以识别风险、监测残余风险、识别新风险、评估风险过程有效性；其他目的：假设条件是否还有效、已评估的风险是否发生变化、风险政策和程序是否得到遵守、是否需要调整进度和成本应急储备；风险应对责任人应定期向项目经理汇报；更新组织过程资产
5.5
控制范围
Control scope
M
监督项目和产品的范围状态，管理范围基准变更的过程；未得到控制的变更成为范围蔓延；
6.1
定义活动
Define activities
P
识别为完成项目可交付成果而需采取的具体行动的过程；分解WBS最底层的可交付成果及工作包；活动是成本估算、编制进度计划以及执行和控制项目工作的基础
10.5
报告绩效
Report performance
M
收集并发表绩效报告的过程（状态报告、进展测量结果、预测情况）；收集、对比分析、沟通和了解、预测
11.1
规划风险管理
Plan risk management
P
定义如何实施风险管理活动；确保风险管理的程度、类型和可见度与风险以及项目对组织的重要性相匹配；为风险管理活动安排资源和时间。并未评估风险奠定一个共同认可的基础；在项目构思阶段开始，规划早期结束
P
质量是一系列内在特性满足要求的程度；质量管理要兼顾项目管理和产品两方面；项目管理和质量管理的共识：客户满意、预防胜于检查、持续改进、管理层的责任；休哈特提出、戴明完善的PDCA是质量改进的基础；质量规划：识别项目和产品的质量要求和标准，并书面记录如何达到质量要求和标准；项目可以直接照搬公司的质量政策
5.1
收集需求
项目管理英语
项目管理基础英语词汇一、项目管理基础术语项目（Project）运营、操作（Operation）一般管理（General Management）项目管理（Project Management）大型项目（Program）子项目（Subproject）项目阶段（Project Phase）项目生命周期（Project Life Cycle）阶段出口或终止点（Phase exit or kill point）项目利益相关者/项目干系人（Stakeholder）过程（Process）控制（Control）PDCA（P—Plan，计划；D—Do，执行；C—Check，检查；A—Act，处理）项目管理知识体系（Project Management Body Of Knowledge，PMBOK）二、项目整体管理变更控制委员会（Change Control Board，CCB）综合变更控制（Integrated Change Control）配置管理（Configuration Management）经验教训（Lessons Learned）三、项目范围管理可交付成果（Deliverable）项目章程（Project Charter）产品描述（Product Description）约束（Constraint）假设（Assumptions）项目范围（Project Scope）范围变更（Scope Change）范围定义（ Scope Definition）范围规划（Scope Planning）范围核实（Scope Verification）范围说明书（Scope Statement）工作分解结构（Work Breakdown Structure，WBS）工作包（Work Package）WBS 字典（WBS Dictionary）三、项目时间管理活动（Activity）虚活动（Activity Description, AD）工期（Duration, DU）项目网络图（Network Diagramming）顺序图法（Precedence Diagramming Method，PDM）箭线图法（Arrow Diagramming Method，ADM）计划评审技术（Program Evaluation and Review Technique，PERT）关键路径法（Critical Path Method，CPM）里程碑（Milestone）最早开始日期（Early Start Date，ES）最早完成日期（Early Finish Date，EF）最晚开始日期（Late Start Date，LS ）最晚完成日期（Late Finish Date，LF ）浮动时间（Float）资源平衡（Resource Leveling）四、项目人力资源管理组织规划（Organizational Planning）项目经理（Project Manager）项目团队（Project Team）项目型组织（Projectized Organization ）项目管理办公室（Project Management Office，PMO）人员招募（Staff Acquisition）团队开发（Team Development）组织分解结构（Organizational Breakdown Structure，OBS）人员管理计划（Staffing Management Plan）权力（Power）责任分配矩阵（Responsibility Assignment Matrix，RAM）存在/相互关系/成长发展（Existence/Relatedness/Growth，ERG）五、项目成本管理净现值（Net Present Value，NPV）净现值率（Net Present Value Ratio，NPVR）资源计划（Resource Planning）成本估算（Cost Estimating）成本预算（Cost Budgets）类比估算（Analogous Estimating）应急储备（Contingency Reserve）S 曲线（S-Curve）挣值（Earned Value, EV）挣值管理（Earned Value Management，EVM）计划工作量的预算成本（Budgeted Cost for Work Scheduled，BCWS）已完成工作量的实际成本（Actual Cost for Work Performed，ACWP）已完工作量的预算成本（Budgeted Cost of Work Performed，BCWP）成本执行指数（Cost Performed Index，CPI）成本偏差（Cost Variance，CV）进度执行指数（Schedule Performed Index，SPI）进度偏差（Schedule Variance，SV）竣工预算（Budget At Completion，BAC）完工尚需估算（Estimate to Completion，ETC）完工时估算（Estimate at Completion，EAC）六、项目采购管理合同（Contract）违约（Breach）终止（Termination）询价（Solicitation）工作说明书（Statement Of Work，SOW）方案邀请书（Request for Proposal，RFP）报价邀请书（request for quotation，RFQ）七、项目质量管理项目质量管理（Project Quality Manager，PQM）质量规划（Quality Planning）质量保障（Quality Assurance）质量控制（Quality Control）返工（Rework）质量功能展开（Quality Function Deployment，QFD）过程决策程序图法（Process Decision Program Chart，PDPC）上控制界限（Upper Control Limit，UCL）下控制界限（Lower Control Limit，LCL）中心线（Central Line，CL）八、项目风险管理风险（Risk）风险识别（Risk Identification）敏感性分析（Sensitivity Analysis）蒙特卡罗分析（Monte Carlo Analysis）应急规划（Contingency Planning）风险回避（Risk Avoidance）风险转移（Risk Transference）竞争优势/竞争劣势/机会/威胁（Strength/Weakness/Opportunity/Threat，SWOT）期望货币值（Expected Money Value，EMV）九、项目沟通管理沟通规划（Communication Planning）信息发布（Information Distribution）绩效报告（Performance Reporting）管理收尾（Administrative Closure）绩效测量基准（Performance Measurement Baseline）沟通障碍（Barriers）请注意，以上列出的仅为部分英文术语，仅供参考。
工程项目管理三控三管一协调内容
工程项目管理三控三管一协调内容1.项目管理的三个控制是范围控制、时间控制和成本控制。
The three controls of project management are scope control, time control, and cost control.2.项目管理的三个管理是质量管理、风险管理和资源管理。
The three managements of project management are quality management, risk management, and resource management.3.项目管理的一项协调工作是团队协调和沟通。
One coordination work in project management is team coordination and communication.4.项目经理需要对项目的范围进行精确的控制。
Project managers need to have precise control over the scope of the project.5.时间控制是确保项目按时完成的关键。
Time control is crucial to ensure that the project is completed on time.6.成本控制需要严格管理项目的预算。
Cost control requires strict management of the project budget.7.质量管理是保证项目交付物符合要求的重要部分。
Quality management is an essential part of ensuring that project deliverables meet requirements.8.风险管理是识别和应对项目中的各种风险。
Risk management involves identifying and addressing various risks in the project.9.资源管理涉及对项目团队和物质资源的有效利用。
Chapter4 Project management
The causes of failed projects 项目失败的原因
Failure to establish upper-management commitment(承诺) to upper承诺) the project 没有得到高层管理人员对项目的承诺
Lack of organization's commitment to the system development organization' methodology 缺少组织对系统开发方法学的承诺
Each task represents a manageable amount of work that can be planned, scheduled, and assigned. 每个开发任务表示了一个可以进行计划, 每个开发任务表示了一个可以进行计划, 调度和分配的可管理的工作量 Such as it can be finished in two weeks or less 周或更短的时间内完成. 周或更短的时间内完成. 例如这些任务可以在两
Project management is a cross life cycle activity 项目管理是一个跨生命周期的活动
Project management tasks that overlap(交迭) 交迭) all the system development phases. 活动贯穿了系统方法学的所有阶段. 活动贯穿了系统方法学的所有阶段. A project management process is essential to achieving CMM Level 2 maturity. 项目管理 是达到能力成熟度模型第2级的必要条件. 是达到能力成熟度模型第2级的必要条件. 项目管理
项目管理培训(ProjectManagement)
针对项目中出现的质量问题，制定相应的改进措 施，防止问题再次发生。
3
跟踪和监控改进效果
对实施改进措施后的效果进行跟踪和监控，确保 改进措施的有效性。
项目风险管理
06
识别潜在风险
全面了解项目
对项目背景、目标、范 围、资源、时间表和干 系人等进行全面分析， 以便发现潜在的风险因 素。
借鉴历史经验
预算审批
提交成本预算给项目干系人审批，确保预算的合 理性和可行性。
控制成本支
成本监控
实时跟踪和监控项目实际成本支出，与预算进行对比分析。
变更管理
对项目过程中出现的变更进行评估和审批，确保变更对成本的影响 得到有效控制。
纠偏措施
当实际成本与预算出现偏差时，及时采取纠偏措施，调整资源分配或 优化工作流程，以确保项目成本控制在预算范围内。
项目管理培训 (projectmanagement)
目录
• 项目管理基础 • 项目策划与启动 • 项目进度管理 • 项目成本管理 • 项目质量管理 • 项目风险管理 • 项目沟通与协作技巧 • 项目收尾与总结反馈
项目管理基础
01
项目定义与特点
项目定义
项目是为创造独特的产品、服务 或成果而进行的临时性工作。
制定进度计划
根据项目任务的优先级和依赖关系， 制定详细的项目进度计划，包括时 间表和里程碑。
关键路径法应用
识别关键任务
分析项目进度计划，识别对项目 整体进度具有关键影响的任务。
确定关键路径
根据关键任务的依赖关系和预计 完成时间，确定项目的关键路径。
监控关键路径
密切关注关键路径上任务的进展 情况，确保项目按计划进行。
项目生命周期
项目管理英语
ProjectLocation项目地点ProjectLog项目日志ProjectLogic项目逻辑关系ProjectLogicDrawing项目逻辑图ProjectMaker项目制造者ProjectManagement("PM")项目管理ProjectManagement项目管理ProjectManagementCompetence项目管理能力ProjectManagementElements项目管理要素ProjectManagementInformationSystem项目管理信息系统ProjectManagementIntegration项目管理整合ProjectManagementManual项目管理手册ProjectManagementOffice("PMO")项目管理办公室ProjectManagementPlan项目管理计划ProjectManagementProcess项目管理过程ProjectManagementProfessional("PMP"?)项目管理专业人员ProjectManagementSoftware项目管理软件ProjectManagementTeam项目管理团队ProjectManager("PM")项目经理ProjectManual项目手册ProjectPolicies/Procedures ProjectMatrix项目矩阵组织ProjectMilestone项目里程碑ProjectMissionStatement项目使命说明书ProjectMonitoring项目监测ProjectNetworkDiagram项目网络图ProjectNetworkTechniques项目网络技术ProjectObjective项目目标ProjectObjectives项目目标ProjectOffice项目办公室ProjectOrganization项目组织ProjectOutput项目输出ProjectPerformance项目绩效ProjectPersonnel项目人员ProjectPhase项目阶段ProjectPlan项目计划ProjectPlanDevelopment项目计划制定ProjectPlanExecution项目计划执行ProjectPlanning项目计划编制ProjectPolicies项目方针ProjectPortfolio项目组合ProjectPortfolioManagement项目组合管理ProjectPortfolioPlan项目组合计划ProjectPre-SelectionMeetings项目初选会议ProjectPriorities项目优先权项目优先次序ProjectPriorityClass项目优先等级ProjectProblem项目问题ProjectProceduresManual项目流程手册ProjectProcesses项目过程ProjectProcurementManagement项目采购管理ProjectProcurementStrategy项目采购策略ProjectProductsList("PPL")项目产品清单ProjectProductsListFactSheets项目产品清单情况说明书ProjectProgressReport项目进展报告ProjectQualityManagement项目质量管理ProjectRecordsManagement项目记录管理ProjectReporting项目报告项目汇报ProjectResourcePlan项目资源计划ProjectResponsibility项目责任ProjectReview项目评审ProjectReviewCalendar项目评审日程表ProjectRisk项目风险ProjectRiskAnalysis项目风险分析ProjectRiskCharacterization项目风险鉴定ProjectRiskManagement项目风险管理ProjectRisks项目风险ProjectSchedule项目进度ProjectSchedules项目进度表ProjectScope项目范围ProjectScopeManagement项目范围管理ProjectSegments项目组成部分ProjectServices项目服务ProjectSponsor项目发起人项目赞助者ProjectSponsor,SponsoringTeam项目发起人发起组ProjectStage项目小阶段子阶段ProjectStakeholder项目干系人项目利益相关者ProjectStakeholders项目干系人ProjectStandard项目标准ProjectStartDate/Schedule项目开始日期/进度ProjectStartup项目启动ProjectStatusReport项目状态报告ProjectStrategy项目策略ProjectStructure项目结构ProjectSuccess项目成功ProjectSuccessCriteria项目成功标准ProjectSuccess/FailureCriteria项目成功/失败标准ProjectSupportOffice项目支持办公室ProjectTaskForce项目特别工作组ProjectTeam项目团队ProjectTeamMembers项目团队成员ProjectTeamwork项目团队协作ProjectTechnicalPlan团队技术计划ProjectTermination项目终止ProjectTimeFrame项目时间框架ProjectTimeManagement项目时间管理ProjectUsers项目用户ProjectVisibility项目可见性ProjectVision项目远景ProjectVisionStatement项目远景说明书ProjectWebSite项目网站Project/ProgramMethodology项目方法论Project-BasedManagement基于项目的管理EnterpriseProjectManagementProjectized项目化ProjectizedOrganization项目型组织Proposal建议书ProposalForm建议书格式ProposalProjectPlan建议书项目计划ProprietaryInformation所有者信息产权信息ProratedCost比例成本Prospectus计划书说明书Protection保护Prototype原型PrototypeModel原型模型Prototype,software软件原型Prototyping原型制作ProvisionalSum补贴总额补助金PRTProductRealizationTeamPSPlannedStartDatePSAProfessionalServicesAgreement PSOProgramSupportOfficePSPProfessionalServicesProvider Public公众PublicRelations公共关系PublicSources公共资源PublicSpeaking公众演讲技巧Publications出版物PublishedModel[MOF]已发布的模型PunchList剩余工作清单PunishmentoftheInnocent无辜受罚Purchase购买采购PurchaseOrder采购订单Purchasing采购PurchasingStrategy采购策略PureRisk纯风险InsurableRiskPurpose意图PriceVariancePVWAPlanned value forWorkAccomplished PVWSPlanned value forWorkScheduled QAQualityAssuranceQCQualityControlQualification合格证明Qualifications:Contractor承包商资格证明QualifiedProduct合格产品QualifiedProductList("OPL")合格产品清单Qualitative定性的QualitativeRiskAnalysis定性风险分析Quality质量QualityAssurance质量保证质量保证部门QualityAssurancePlan质量保证计划QualityAssurancePolicy质量保证方针QualityAssuranceProgram质量保证程序QualityAssuranceRepresentative("OAR")质量保证代表QualityAssurance)("QA")质量保证QualityAudit质量审核QualityConformance质量合格QualityControl("QC")质量控制质量控制部门QualityCriteria质量准则QualityEvaluationMethods质量评估方法QualityFile质量文件QualityFunctionDeployment质量功能部署QualityGrade质量等级QualityGuide质量指南QualityImprovement质量改进QualityImprovementProgram质量改进计划QualityInspection质量检查QualityInspectionProcedures质量检查程序QualityLoop;QualitySpiral质量环质量螺旋线QualityManagement质量管理QualityManagementFunction质量管理职能QualityPlan质量计划QualityPlanning质量计划编制QualityPolicy质量方针QualityProcessReview质量过程评审QualityProgramRequirement质量计划需求QualityReview质量评审QualityStandards质量标准QualitySurveillance质量监督QualitySystem质量体系QualitySystemReview质量体系评审Quantitative定量的QuantityTake-Off工料估算Quantum定额Queue排队等待QuickReactionCapability快速反应能力RAMResponsibility/AccountabilityMatrixResponsibilityAssignmentMatrix RAMPRiskAnalysisandManagementforProjects RandomObservation随机抽样观察RandomSample随机抽样Range范围Rank等级RankedPositionalWeightMethod("RPWM")重要位置排序法Ranking排序RapidImplementation快速实施FastTrackingRationale原理说明RBSResourceBreakdownStructureRDBMSRelationalDataBaseManagementSystem ReadinessAssessment准备情况评估RealProperty地产房地产RealTime实时RealWorld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RecognizedProfession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RecordDrawings图纸记录RecordRetention记录保留RecordingFacts记录事实Records记录RecordsManagement记录管理Recruitment,SelectionandJobPlacement招聘挑选和工作安排RecurringCosts复发性费用RecurringTask复发性任务周期性任务ReducedInspection精简检查ReductioninForce缩编Redundancy冗余多余人员Reengineering重组再设计ReferenceGroup咨询小组ReferentPower威望权力Refinement,ScheduleRefinement改善进度改善RegressionAnalysis回归分析Regulations规则Regulatory调整RegulatoryPersonnel纪检人员ReimbursableExpenditure可退还经费ReinforcementTheory强化理论Rejected被拒绝RejectionNumber遭拒底数RelatedBase关联基Relationship关系RelationshipFloat关系浮动时间Release发布发布版本ReleaseClaims发布声明ReleaseManager发布经理Reliability可靠性ReliabilityAssurance可靠性保证RemainingAvailableResource剩余可用资源RemainingDuration剩余工期RemainingFloat("RF")剩余浮动时间Re-measurement再测量RepetitiveWorkSequence重复工作系列ReplacementTheory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ReportSpecificationFile报告规范文件Reporting报告编写报告ReportingbyResponsibility根据职责汇报Repository储存库Re-profiling重新规划Reprogramming重新计划Reputation名誉RequestforAppropriation("RFA")经费申请CapitalAppropriationRequest RequestforChange("RFC")变更申请RequestforInformation信息申请RequestforProposal建议书邀请函征求建议书RequestforProposals建议书邀请函征求建议书RequestforQuotation报价邀请函RequestforQuotations报价邀请函Requirement需求RequirementAttribute需求特征RequirementSpecification需求规范RequirementType需求类型Requirements需求RequirementsDefinition需求定义RequirementsFlowdown需求分解RequirementsManagement需求管理RequirementsofSociety社会需求RequirementsTraceability需求的可追溯性RequirementsTraceabilityMatrix需求的追溯模型RequirementsTracing需求跟踪RequirementsWorkflow需求工作流Reschedule重定进度Rescheduling重定进度Research研究ResearchandDevelopment研究和开发Reserve储备金ReserveForScopeChanges范围变更储备金ResidentialConstruction民用建筑住宅建设ResidualRisks剩余风险Residual value残值ResidueFile剩余资源文件Resolution解决Resource资源ResourceAccumulation资源累计ResourceAggregation资源总和ResourceAllocation资源分配ResourceAllocationProcess资源分配过程ResourceAnalysis资源分析ResourceAssignment资源分配ResourceAvailability资源可用性ResourceAvailabilityDate资源可用日期ResourceAvailabilityPool资源可用库ResourceBreakdownStructure("RBS")资源分解结构ResourceCalendar资源日历ResourceCategory资源目录ResourceCode资源代码ResourceConstraint资源制约条件(约束) ResourceDe script ion资源描述ResourceDrivenTaskDurations资源驱动的任务工期ResourceEffort资源工作量ResourceGroup资源工作组ResourceHistogram资源柱状图ResourceIdentification资源鉴别ResourceLevel资源水平ResourceLeveling资源平衡ResourceAllocation ResourceLimitedScheduling资源受限的进度规划ResourceLevelingResourceList资源清单ResourceManagement资源管理ResourceNeeds资源需求ResourceOffset资源偏移量资源互补ResourceOptimization资源优化ResourcePeriod资源持续时间ResourcePlan资源计划ResourcePlanning资源计划安排ResourcePlots资源图表ResourcePool资源库ResourceProfile资源量变曲线ResourceScheduling资源进度计划ResourceSmoothing资源平滑ResourceThresholds资源阀值ResourceTotal资源总和ResourceUnit资源单元Resource-BasedDuration基于资源的工期Resource-LimitedPlanning资源受限的计划Resource-LimitedResourceScheduling资源受限的资源进度计划Resources资源ResourcingPlan资源计划ResponsePlanning响应计划编制ResponseSystem响应系统ResponseTime响应时间Responsibility职责ResponsibilityAssignmentMatrix("RAM")责任分配矩阵(RAM) ResponsibilityChart职责表Responsibility/AccountabilityMatrix ResponsibilityCharting职责表制作ResponsibilityMatrix责任矩阵ResponsibilityAssignmentMatrix.Responsibility/AccountabilityMatrix("RAM")责任矩阵(RAM) ResponsibleOrganization责任组织Restraint制约因素Restructuring重组ResubmittedLot再次提交的组(批次)Result结果Results结果Retainage定金Retention保留金ReturnonInvestment("ROI")投资回报Reuse复用Revamp改进Revenue收入RevenueCost收入成本收益成本Review评审Reviewers评审员Revision修订Reward奖赏RewardPower奖赏权力Rework返工RF剩余浮动时间RemainingFloatRFA经费申请RequestforAppropriation RFC变更申请RequestforChangeRFP建议书邀请函RequestforProposalRFQ报价邀请函RequestforQuotationRisk风险Risk&ReadinessAssessment风险和准备情况评估RiskAnalysis风险分析RiskAnalysisandManagementforProjects("RAMP")项目的风险分析和管理(RAMP)RiskAnalyst风险分析员RiskandContingencyManagement风险和应急管理RiskAssessment风险评估RiskAssessmentTables风险评估表RiskAssumption风险假设条件RiskAvoidance风险回避RiskBrainstorming风险头脑风暴RiskCustodian风险监督人RiskDataApplications风险数据应用RiskDeflection风险转移RiskDiary风险日志RiskEvaluation风险评价RiskEvent风险事件RiskEventStatus风险事件状态RiskFactor风险因素RiskIdentification风险识别RiskManagement风险管理RiskManagementBudget("RMB")风险管理预算(RMB) RiskManagementPlan风险管理计划RiskMatrix风险矩阵RiskMitigation风险减轻RiskMitigationStrategy风险减轻战略RiskPrioritizing风险排序RiskProbability风险概率RiskProcessManager风险过程经理RiskQuantification风险量化RiskRanking风险分级RiskReduction风险降低RiskResponse风险响应RiskResponseControl风险响应控制RiskResponseDevelopment风险响应计划制定RiskResponsePlan风险响应计划RiskResponsePlanning风险响应计划编制RiskResponseSystem风险响应系统RiskReview风险评审RiskSharing风险共担RiskTransfer风险转移RiskTreatment风险处理Risk value风险值Risk,close-downreport风险结束报告Risk,processplan风险过程计划Risk,projectrisk风险项目风险Risks风险Role角色workerRoles角色RollUp总成RollingWave滚动计划RollingWaveConcept滚动计划概念RollingWavePlanning滚动计划规划RoughOrderofMagnitudeEstimate("ROM")粗数量级估计(ROM) Royalties特许使用费版税RubberBaselining橡皮基线RuleofThumb经验法则Rules规则RulesofEvidence证据规则RunTime运行时间RunawayProject失控项目SCurveS曲线SCurveTrackingS曲线跟踪Safety安全措施SafetyPlan安全计划SalaryAdministration薪酬管理Sales销售Salvage残值Sample样品SamplePlan,Multiple多次抽样计划SampleSize抽样规模SampleUnit抽样单元Sample,Representative典型抽样Sampling抽样SamplingFrequency("f")抽样频率SamplingPlan抽样计划SamplingPlan,double二次抽样计划SamplingPlan,multi-level多层次抽样计划SamplingPlan,sequential顺序抽样计划SamplingPlan,single单次抽样计划SamplingPlan,single-level单层次抽样计划Sampling,biased有歧视性抽样SARSubsequentApplicationReview Satisfaction满意SCScheduledCostScanning扫描式检查Scenario情景ScenarioPlanning情景规划Schedule进度表进度计划ProjectScheduleNetworkAnalysisScheduleCompression进度压缩DurationCompressionScheduleControl进度控制ScheduleDates进度日期ScheduleDevelopment进度安排ScheduleManagement进度管理SchedulePerformanceIndex("SPI")进度绩效指数ScheduleRefinement进度调整ScheduleRevision进度修正ScheduleStatus进度状态ScopeReportingScheduleUpdate进度更新ScheduleVariance("SV")进度偏差("SV") ScheduleWorkUnit进度工作单元ScheduledCost("SC")计划成本ScheduledCostofWork工作的计划成本BudgetedCostofWorkScheduled ScheduledFinish("SF")计划完成点("SF") ScheduledFinishDate("SF")计划完成日期("SF")ScheduledNetwork时间表/进度网络图ScheduledPerformanceIndicator("SPI")进度绩效指数ScheduledPerformanceRatio("SPR")进度绩效比ScheduledPerformanceIndicatorScheduledStart("SS")计划开始点ScheduledStartDate("SSD")计划开始日期Scheduling进度安排SchedulingTechniques进度安排技巧ScientificWildAnatomicalGuess("SWAG")科学粗略剖析性猜测Scope范围ScopeAllowance范围允许量ScopeBaseline范围基线另BaselineScopeBaselineApproval范围基线核准ScopeBoundaries范围边界ScopeChange范围变更ScopeChangeControl范围变更控制ScopeChanges范围变更ScopeConstraints范围约束ScopeCost范围成本ScopeCreep范围蔓延ScopeCriteria范围标准ScopeDefinition范围定义ScopeDe script ion范围描述ScopeInterfaces范围界面ScopeManagement范围管理ScopeofWork工作范围ScopePerformance/Quality范围性能/质量ScopeQuality范围质量ScopeReporting范围报告ScopeRisk范围风险ScopeRiskLimits范围风险限度ScopeSchedule范围进度ScopeStatement范围说明ScopeVerification范围验证范围确认Score评分ScoringaProject'sContribution项目贡献评分ScoringPlan评分计划SCR系统概念评审SystemConceptReviewScrap废料Screening筛选法ScreeningInspection筛选检查SDL软件开发库SoftwareDevelopmentLibrary SDR系统设计评审SystemDesignReview SDWT自我指导工作团队SelfDirectedWorkTeams SealedBidding封标SecondSource第二货源SecondaryFloat("SF")次要浮动时间SecondaryRisk次级风险SecondaryRisks次级风险SecondmentMatrix借调矩阵型Sector部分扇区Sectors部门Security安全SecurityAcceptanceLetter安全许可证/函SecurityPlan安全计划Segment部分Selection选择SelfDirectedWorkTeams("SDWT")自我指导工作团队Self-Inspection自检Self-Insurance自我保险Seller卖方Seller'sMarket卖方市场Selling销售Semantics语义学Semi-Time-ScaledLogicDrawing半时标逻辑图SeniorTechnical高级技术人员SeniorUser高级用户Sensitivity敏感性SensitivityAnalysis敏感性分析Sequence序列ServiceandSupportPersonnel服务和支持人员ServiceContract服务合同ServiceLiability服务责任ProductLiabilityServices服务Setup安装SFLevelFinish/Schedule ScheduledFinish SecondaryFloat ScheduledFinishDateShall必须Shareholders股东Shipment发货ShopDrawings施工图,制造图ShopInspection出厂检验ShortTerm短期ShortTermPlan短期计划ShortTermSchedule短期进度ShortTermPlanShould-CostEstimate应该成本估算ShowStopper项目障碍物Sign-Off签署同意Simulation模拟ComputerModeling SimultaneousEngineering/Design并行工程/设计ConcurrentEngineeringSite现场SiteInstruction现场指导FieldClarificationSiteLayout现场布局图SitePreparation现场准备SiteWorks现场工作SituationAnalysis形势分析SituationPlanning形势计划制定Situational情形的SizingEstimate分/量级估算EstimateClassCSkill技能SkillGroups技能组Skills专门技术技能SkunkWorks特殊团队QuickReactionCapability Slack时差浮动时间FloatSlackTime时差/浮动时间SlipChart趋势图Slippage偏移SLVAR差异分析报告汇总SummaryLevelVarianceAnalysisReporting Smoothing缓和平滑Social社交的社会的SocialFactors社会因素SocialLoafing懒散地工作Socioeconomic社会经济学的SoftProject软项目SoftSkills软技能Software软件ComputerSoftwareSoftwareArchitecture软件构架SoftwareDevelopment软件开发SoftwareDevelopmentLibrary("SDL")软件开发库SoftwareDevelopmentPlan软件开发计划SoftwareEngineering软件工程SoftwareProductSpecification软件产品规范SoftwareProject软件项目SoftwareQualityAssurance软件质量保证SoftwareSpecificationReview软件规范评审SoleSource唯一供方SoleSourcing唯一供方的采购Solicitation询价SolicitationPlanning询价计划制定SolutionSelection方案选择Solving解决Source来源SourceCode源代码SourceList供方目录SourceSelection供方选择SourceSelection,inprocurement供方选择,在采购过程中Sourcing决定供方SOW工作说明书StatementofWorkSpanActivity。
Project management 项目管理毕业论文
BSc (Hons) Engineering ManagementModule Number: 3122FModule Title: Project ManagementContents1. Executive Summary (2)2. Introduction of Project and Project management (3)2.1 What project it is (3)2.2 What project management it is (3)3. Feasibility Study of Eco Resort Development (4)3.1 Work Breakdown Structure (WBS) (5)3.2 Project Organization (7)3.3 Responsibility Assignment Matrix (RAM) (8)3.4 Gantt Chart (9)3.5 Scheduling is Critical (10)6. Conclusion (18)7. Reference (19)1. Executive SummaryThis assignment is to plan economic benefits and feasibility study on eco resort to WRM as well as to start the company’s involvement in Singapore’s eco-tourism segment. And discuss how to handle a project and use the MS project to solve the project.2. Introduction of Project and Project management2.1 What project it isA Project is a temporary endeavour undertaken to create a unique product, service orresult. (PMBOK Guide, 3rd Edition, 2004) Project Management Body of Knowledge(PMBOK) is a project management standard developed by the Project ManagementInstitute (PMI).2.2 What project management it isProject Management is the application of knowledge, skills, and techniques to projectactivities in order to meet or exceed stakeholder needs and expectations of a project.It is a holistic management approach to implement change and create newproduct/service/results. And necessity of project management is➢ Expansion of knowledge➢ Demand for new products➢ Worldwide markets➢ Competition – faster, cheaper, better➢ Expanding size of projects, etc.Project Management is effective in accomplishing task that cannot (or very difficult)be done by traditional (product-based) structure and accomplishing one-off activitieswith minimum disruption to routine business and providing a way of controllingresources.3. Feasibility Study of Eco Resort Development❖Green technology used in the resort and amenities need to be understood in terms of its challenges and cost specific for this project.➢The challenges and obstacles in building eco resort➢Building materials will need to be look at as there are specific requirements for eco-constructions.➢Eco designs will need to be incorporated into overall resort amenities.➢Conduct cost benefit studies on the project➢Generate a report on the feasibility study❖Operational readiness➢Criteria and requirement in staff hiring➢Training procedure for staff➢Waste handling procedure and recycling➢Report writing❖Certification for Green Accreditation➢Selection of green accreditation bodies➢Liaising with accreditation body➢Information gathering on accreditation procedureFinally a mock-up model of the eco chalets needs to be constructed for the final presentation.3.1 Work Breakdown Structure (WBS)WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives. And it organizes and defines the total scope of the projectDecomposition Process of WBS:➢Subdivide the major project deliverables into smaller, more manageable components➢Decompose until each item can be appropriately scheduled & budgeted & assigned to a specific organizational unit3.1.1 Indentation Type WBS1 Eco Resort1.1 Feasibility Studies on Eco Resort1.1.1 Challenges1.1.2 Construction Materials1.1.3 Eco Resort Design Concept1.1.4 Cost Benefit Studies1.2 Operational Readiness1.2.1 Requirement for staff hiring1.2.2 Training procedure for staff1.2.3 Waste handling study1.3 Certification process for Green Accreditation1.3.1 Selecting Green Accreditation body1.3.2 Liaise with accreditation body1.4 Mock up presentation1.4.1 Mock up model1.4.2 Final Report1.4.3 Presentation to WRM management 3.1.1 Organization Type WBS3.2 Project Organization➢Each project team is a self-contained unit consisting of members with the required skills➢Members report solely to project leaders, with no functional responsibilities ➢Objective to develop breakthrough initiative & leader acts like entrepreneur starting up a new business➢Suited for developing radically new products3.2.1 Strengths and weaknesses of project organization3.2.2 Project Team Organization3.3 Responsibility Assignment Matrix (RAM)Defines the project organization, key individuals as well as their responsibilities ➢Identifies who will be responsible for completing each of the work packages in the WBS➢Usually only one person or party is assigned the primary responsibility and accountability3.4 Gantt ChartA graphical representation of the duration of tasks against the progression of time.➢Contains Work Breakdown Structure➢Overall schedule – allows you to assess how long a project would take ➢Detailed schedule & sequence – Lays out the order in which tasks need be carried out➢List resources needed➢Progress monitoring tool – can immediately see what should have been achieved at a point in time3.4.1 Gantt Chart (from MS Project)3.5 Scheduling is Critical3.5.1 Establish precedence relationships & Estimate activity duration3.5.2 Activity-on-Node (AON) Diagram✓Nodes represent activities (unit of work defined at any level of WBS). An activity is something that requires time and utilizes resources.✓Arrows represent events and the direction establishes precedence relationships✓ Activities can be sequential or parallel3.5.3 Critical Path Method(CPM)CPM was developed by DuPont in 1957 for chemical plants and it uses a single time estimate for each activity.Analysis of:➢Activities’ earliest & latest start times➢Activities’ earliest & latest finish times➢Activities’ slack➢Critical path3.5.3.1 Earliest & latest start timesBegin at starting event & perform a forward passES is the earliest start time; EF is the earliest finish timeES = 0 for starting activitiesEF = ES + Activity durationES = Maximum EF of all predecessors for non-starting activities3.5.3.2 Earliest & latest finish timesBegin at ending event & perform a backward passLF is the latest finish time; LS is the latest start timeLF = Maximum EF for ending activitiesLS = LF - Activity durationLF = Minimum LS of all successors for non-ending activities Note LF for ending event is the project completion timeTotal Slack (or, Total Float)Amount of time an activity can be delayed without delaying project completion date, assuming no other delays are taking place in the project.Total Slack = LS - ES or LF - EFFree Slack (or, Free Float)Amount of time an activity can be delayed without delaying the early start time of any of its successor activities (tasks immediately following this activity)Free Slack = ES (earliest successor) – EFSet of activities with minimum slack, connecting the START node with the FINISH node.Sum of the completion times for the activities on the critical path is the minimal completion time of the project.The critical path is also the longest path – there can be more than one critical path for the project.3.5.3.3 MS Project schedule6. ConclusionProject management is obvious from the above discussion that a project manager does have options to control a project during its execution. Project managers must be willing to control minor trade-offs as well as major ones. However, the availability of specific options is a function of the particular project environment. Probably the greatest contribution a project manager makes to a project team organization is stability in adverse conditions. Interpersonal relationships have a great deal to do with the alternatives available and their probability of success since team performance will be required. Through a combination of management skill and sensitivity, project managers can make the trade-offs, encourage the team members, and reassure the project sponsor in order to produce a satisfactory project.7. Reference/wiki/Project_management assessed on 12 Jan 2012/Pages/WhatisProjectManagement.aspx assessed on 12 Jan 2012Erik W. Larson, Clifford F. Gray, (2010) Project Management: The Managerial ProcessCynthia Snyder Stackpol (2004) PMBOK Guide, 3rd Edition.Mike Field, Laurie S. Keller(1998), Project Management。
工程项目管理模式
工程项目管理模式工程项目管理模式指的是对于工程项目的计划、组织、实施和控制等活动的总称，它是为了实现项目的目标、优化资源利用、确保项目按时、按质、按量完成而采取的具体管理方法和措施。
工程项目管理模式的选择与应用对于项目的成功与否至关重要。
下面将介绍几种常见的工程项目管理模式。
一、传统项目管理模式（Traditional Project Management，TPM）传统项目管理模式是一种经验丰富的、成规模的管理方法，已经广泛应用于各类工程项目中。
在该模式下，项目经理制定项目计划，并通过细化工作分解结构（Work Breakdown Structure，WBS）将项目分解为更小、更易管理的任务。
然后，项目经理通过指定责任和权限，将任务指派给相应的团队成员，并跟踪并监控他们的绩效。
传统项目管理模式通常采用线性的项目执行流程，从需求分析、设计、实施、测试到交付。
二、敏捷项目管理模式（Agile Project Management，APM）敏捷项目管理模式是一种较新的、灵活的管理方法，旨在提高项目的适应性和响应能力。
在该模式下，项目团队采用迭代和增量的方式进行项目计划和执行。
项目经理和团队成员在每个迭代周期内都进行反馈和评估，以便即时调整和优化项目的计划和执行。
敏捷项目管理模式特别适用于需求变更频繁、技术不断更新的工程项目。
三、水平化项目管理模式（Horizontal Project Management，HPM）水平化项目管理模式是一种以团队协作为核心的管理方法，强调团队成员的参与和合作。
在该模式下，项目经理将项目分解为多个子项目，并根据各子项目的复杂性和关联性来确定项目的组织结构。
每个子项目都由一支自主工作的团队负责，并在项目经理的指导下协同工作。
水平化项目管理模式鼓励成员之间的互动和知识共享，有助于快速解决问题和推动项目进展。
四、瀑布项目管理模式（Waterfall Project Management，WPM）瀑布项目管理模式是一种依次顺序进行的管理方法，常用于具有明确的目标和规范的工程项目。
PMP项目管理知识体系速览
PMP项目管理知识体系速览PMP（Project Management Professional，项目管理专业人士）是全球公认的项目管理领域的顶级认证，也是项目管理人员提升自身能力和获取职业机会的重要途径。
PMP项目管理知识体系由项目管理知识领域、项目管理过程组和项目管理知识领域之间的相互关系构成，为项目管理人员提供了指导和参考，帮助他们在项目管理中取得成功。
项目管理知识领域PMP项目管理知识体系包含十个项目管理知识领域，它们分别是：1. 整体项目管理（Project Integration Management）：负责确保项目各个方面的协调与整合，使项目能够有序推进。
2. 项目范围管理（Project Scope Management）：确定项目的范围，明确项目的产品和工作内容。
3. 项目时间管理（Project Time Management）：制定项目进度计划，安排合理的资源分配和工作时间安排。
4. 项目成本管理（Project Cost Management）：估算和控制项目成本，确保项目的经济效益。
5. 项目质量管理（Project Quality Management）：制定项目质量标准，保证项目的质量和产品达到预期要求。
6. 项目人力资源管理（Project Human Resource Management）：合理分配项目团队成员，提供相关的才能和技能。
7. 项目沟通管理（Project Communications Management）：确保项目团队成员之间的有效沟通，以及与相关方的沟通。
8. 项目风险管理（Project Risk Management）：识别和评估项目风险，并制定相应的风险应对策略。
9. 项目采购管理（Project Procurement Management）：制定和实施项目采购计划，确保项目所需资源的供应。
10. 项目相关方管理（Project Stakeholder Management）：识别和管理项目相关方，并确保他们的需求和期望得到满足。