Project management 项目管理毕业论文

BSc (Hons) Engineering ManagementModule Number: 3122FModule Title: Project ManagementContents1. Executive Summary22. Introduction of Project and Project management32.1 What project it is32.2 What project management it is33. Feasibility Study of Eco Resort Development43.1 Work Breakdown Structure (WBS)53.2 Project Organization73.3 Responsibility Assignment Matrix (RAM)83.4 Gantt Chart93.5 Scheduling is Critical106. Conclusion187. Reference191. Executive SummaryThis assignment is to plan economic benefits and feasibility study on eco resort to WRM as well as to start the companys involvement in Singapores 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 management 2.1 What project it is A Project is a temporary endeavour undertaken to create a unique product, service or result. (PMBOK Guide, 3rd Edition, 2004) Project Management Body of Knowledge (PMBOK) is a project management standard developed by the Project Management Institute (PMI). 2.2 What project management it is Project Management is the application of knowledge, skills, and techniques to project activities in order to meet or exceed stakeholder needs and expectations of a project. It is a holistic management approach to implement change and create new product/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 activities with minimum disruption to routine business and providing a way of controlling resources. 3. Feasibility Study of Eco Resort Development v 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 v Operational readiness Criteria and requirement in staff hiring Training procedure for staff Waste handling procedure and recycling Report writing v Certification for Green Accreditation Selection of green accreditation bodies Liaising with accreditation body Information gathering on accreditation procedure Finally 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 project Decomposition 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 unit 3.1.1 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 management3.1.1 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 organizationStrengthsweaknesseso Fully focused on a single project for each project teamo Ability to deal with uncertainty, changing circumstances and potential problemso Suitable in the development of advanced technologieso Less constrained by functional/existing bias (everyone is important!)o Strong communications channels.o Projects are linked weakly; no cross-sharingo Prohibitive cost due to duplicate effort, facilities, personnel, insufficient usage, etc.o Tendency to retain personnel after they are neededo Organization needs to downsize if there is no continuation of technologyo Lack of career continuity & opportunities for project personnel3.2.2 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 accountability WBSActivityProjectManagerWinstonSudirmanSiewBeeSiva1.1.1RP1.1.2RPP1.1.3RP1.1.4RP1.1.5RPPPP1.1.6RPPPP1.2.1RPPPP1.2.2RPP1.2.3RPP1.2.4RPP1.3.1RPP1.3.2RPPP1.3.3RPPP1.4.1RPP1.4.2RPP1.4.3RPPPPLegendPerform/ResponsiblePReviewR3.4 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 beenachieved at a point in time3.4.1 Gantt Chart (from MS Project)3.5 Scheduling is Critical3.5.1 Establish precedence relationships & Estimate activity durationTask DescriptionPredecessorsDuration(days)AChallenges3BConstruction MaterialsA5CEco Resort Design ConceptB8DCost Benefit StudiesB2ERequirement for staff hiringA3FTraining procedure for staffB E7GWaste handling studyC D F4HSelecting Green Accreditation bodyG1ILiaise with accreditation bodyH3JMock up modelH8KFinal ReportI3LPresentation to WRM managementK J13.5.2 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 pass ES is the earliest start time; EF is the earliest finish time ES = 0 for starting activities EF = ES + Activity duration ES = Maximum EF of all predecessors for non-starting activities 3.5.3.2 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 activitiesNote LF for ending event is the project completion time3.5.3.3 Slack 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 - EF Free 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) EFTask Duration(days)ESEFLSLFTSFSCritical?A3030300YB5383800YC881681600YD2810141666NE33681152NF781591611NG41620162000YH12021202100YI32124242730NJ82129212900YK32427262930NL12930293000Y3.5.3.3 Critical pathSet 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 majo