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1、寰球工程项目管理公司 HUANQIU PROJECT MANAGEMENT COMPANY,目录,工程建设项目的生命周期 项目管理 项目管理团队（TEAM）的主要工作内容和职责 TEAM的主要交付物 PMC简介 PMC实例,工程建设项目的生命周期,工程建设项目的生命周期,什么是项目 A project can be defined in terms of its distinctive characteristicsa project is a temporary endeavor undertaken to create a unique product or service. 项目是一个在
2、短期间内创建一特定的产品或服务 Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all other products or services,工程建设项目的生命周期,工程项目的生命周期或阶段 可行性研究 (概念阶段） 初步设计/基础工程设计 （定义阶段） 施工图设计/详细工程设计与采购 施工 （执行阶段） 预试车与
3、试车 开车 性能考核与竣工验收 （收尾阶段） 对上述所有活动进行管理以实现业主项目建设的目标 -质量、进度、费用、安全。 项目管理,项目管理,WHAT IS PROJECT MANAGEMENT? 什么是项目管理 Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the use of the p
4、rocesses such as: initiating, planning, executing,controlling, and closing. 为实现项目的目标，在项目的各项工作中对知识、技术、技巧及工具的应用活动称之为项目管理。 项目管理是通过如下的过程得以实现：启动、计划/策划、实施与控制、检测/评估/结束。 PDCA,项目管理,WHAT IS PROJECT MANAGEMENT? 什么是项目管理 The project team manages the work of the projects, and the work typically involves: 项目团队管理项目
5、的主要工作内容： Competing demands for: scope, time, cost, risk, and quality. 范围、时间、费用、风险、质量 Stakeholders with differing needs and expectations. 项目相关方的不同需求和期望,项目管理,项目管理涉及九大知识领域： 项目综合管理 范围管理 时间管理 费用管理 质量管理 人力资源管理 风险管理 沟通管理 采购管理,项目管理,项目管理,THE PROJECT MANAGEMENT KNOWLEDGE AREAS These are nine knowledge areas,
6、as described below . Project Integration Management, 项目综合管理 describes the processes required to ensure that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution, and integrated change control.,项目管理,项目管理,These are nine knowledge
7、 areas, as described below Project Scope Management, 项目范围管理 describes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, a
8、nd scope change control.,项目管理,项目管理,These are nine knowledge areas, as described below Project Time Management, 项目时间管理 describes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule developme
9、nt, and schedule control.,项目管理,项目管理,These are nine knowledge areas, as described below Project Cost Management, 项目费用管理 describes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost cont
10、rol.,项目管理,项目管理,These are nine knowledge areas, as described below Project Quality Management, 项目质量管理 describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.,项目管理,项目管理,Thes
11、e are nine knowledge areas, as described below Project Human Resource Management, 项目人力资源管理 describes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.,项目管理,项目管理,These are nin
12、e knowledge areas, as described below Project Risk Management, 项目风险管理 describes the processes concerned with identifying, analyzing, and responding to project risk. It consists of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response plan
13、ning, and risk monitoring and control.,项目管理,项目管理,Project Communications Management, 项目沟通管理 describes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. It consists of communications planning, inform
14、ation distribution, performance reporting, and administrative closure.,项目管理,项目管理,These are nine knowledge areas, as described below Project Procurement Management, 项目采购管理 describes the processes required to acquire goods and services from outside the performing organization. It consists of procureme
15、nt planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout.,项目管理,设计，采购，施工的紧密联系 一个工程项目的建设周期（可行性研究除外）大致分为几个阶段，一般包括工程设计（初步设计/基础工程设计BED、施工图设计/详细工程设计DED、采购、施工、开车等，这几个阶段有其内在的联系，不应该被截然地分开，例如：设计工作是一个循序渐进、不断深化、完善的过程。设计工作一般应在机械竣工时才完成.期间要为采购、施工服务。 中国国内传统的
16、设计理念和方法应该国际化。,项目管理,设计，采购，施工的紧密联系 2. 设备采购的初始信息来源于设计；而进入详细设计时，设备供应商提供的设备信息，尤其是安装和配套要求，又成为设计的输入条件； 采购的进度受到设计进度的制约，详细设计进度又反过来受制于 设备采购的进度；同时，施工的进度还受制于设计进度和采购设备和材料的到场时间；,项目管理,项目管理 对工程项目建设基本规律的认识,设计，采购，施工的紧密联系 下图是作为系统工程来管理的设计、采购、施工合理交叉曲线，从中可以看出几个阶段有大量的交叉时间。,项目管理 对工程项目建设基本规律的认识,在我国传统的项目管理方法中，将本来有密切关系的各个阶段割裂开来，使工程建设的总周期拖长，而各个阶段的合理周期得不到保证。同时由于忽视了设计的主导作用，使整个项目的造价和质量难以控制。 总结以往我们国家基本建设管理方面的教训，最突出的表现是： 用行政办法（或指挥部模式）去决定工程建设中的经济问题， 缺乏或能力不足的职业化的、有能力的专门组织对工程的技术、经济责任和全过程负责 忽视了项目建设内
