HR经理项目培训-《项目管理之1》

1、. ：.； Project Management for ConstructionFundamental Concepts for Owners, Engineers, Architects and Builders HYPERLINK 01_the1.htm The_Owners_Perspective HYPERLINK 02_org1.htm Organizing_For_Project_Management HYPERLINK 03_the1.htm The_Design_And_Construction_Process HYPERLINK 04_lab1.htm Labor,_Mat

2、erial,_And_Equipment_Utilization HYPERLINK 05_cos1.htm Cost_Estimation HYPERLINK 06_eco1.htm Economic_Evaluation_of_Facility_Investments HYPERLINK 07_fin1.htm Financing_of_Constructed_Facilities HYPERLINK 08_con1.htm Construction_Pricing_and_Conctracting HYPERLINK 09_con1.htm Construction_Planning H

3、YPERLINK 10_fun1.htm Fundamental_Scheduling_Procedures HYPERLINK 11_adv1.htm Advanced_Scheduling_Techniques HYPERLINK 12_cos1.htm Cost_Control,_Monitoring,_and_Accounting HYPERLINK 13_qua1.htm Quality_Control_and_Safety_During_Construction HYPERLINK 14_org1.htm Organization_and_Use_of_Project_Inform

4、ationby Chris Hendrickson, Department of Civil and Environmental Engineering, Carnegie Mellon University, Pittsburgh, PA l52l3 June 28, 1999 Copyright C. Hendrickson 1998 First Edition originally printed by Prentice Hall, ISBN 0-13-731266-0, 1989 with co-author Tung Au. Second Edition prepared for w

5、orld wide web publication in 2000.Preface This book is provided on the worldwide web as a service to the community of practitioners and students. Reproduction for educational purposes is permitted with appropriate citation. If you find this work helpful or have suggestions for additions or correctio

6、ns, please Chris Hendrickson: cth. A hardcopy Instructors Manual with problem solutions is available for a fee of $ 10 to cover reproduction, mailing and handling. Send a check made out to Carnegie Mellon University to Ms. Patty Langer, Department of Civil and Environmental Engineering, Carnegie Mel

7、lon University, Pittsburgh, PA 15213.This book develops a specific viewpoint in discussing the participants, the processes and the techniques of project management for construction. This viewpoint is that of owners who desire completion of projects in a timely, cost effective fashion. Some profound

8、implications for the objectives and methods of project management result from this perspective: The life cycle of costs and benefits from initial planning through operation and disposal of a facility are relevant to decision making. An owner is concerned with a project from the cradle to the grave.

9、Construction costs represent only one portion of the overall life cycle costs. Optimizing performance at one stage of the process may not be beneficial overall if additional costs or delays occur elsewhere. For example, saving money on the design process will be a false economy if the result is exce

10、ss construction costs. Fragmentation of project management among different specialists may be necessary, but good communication and coordination among the participants is essential to accomplish the overall goals of the project. New information technologies can be instrumental in this process, espec

11、ially the Internet and specialized Extranets. Productivity improvements are always of importance and value. As a result, introducing new materials and automated construction processes is always desirable as long as they are less expensive and are consistent with desired performance. Quality of work

12、and performance are critically important to the success of a project since it is the owner who will have to live with the results. In essence, adopting the viewpoint of the owner focuses attention on the cost effectiveness of facility construction rather than competitive provision of services by the

13、 various participants. While this book is devoted to a particular viewpoint with respect to project management for construction, it is not solely intended for owners and their direct representatives. By understanding the entire process, all participants can respond more effectively to the owners nee

14、ds in their own work, in marketing their services, and in communicating with other participants. In addition, the specific techniques and tools discussed in this book (such as economic evaluation, scheduling, management information systems, etc.) can be readily applied to any portion of the process.

15、 As a result of the focus on the effective management of entire projects, a number of novel organizational approaches and techniques become of interest. First and foremost is the incentive to replace confrontation and adversarial relationships with a spirit of joint endeavor, partnership and accompl

16、ishment. For example, we discuss the appropriate means to evaluate risks and the appropriate participants to assume the unavoidable risks associated with constructed facilities. Scheduling, communication of data, and quality assurance have particular significance from the viewpoint of an owner, but

17、not necessarily for individual participants. The use of computer-based technology and automation also provides opportunities for increased productivity in the process. Presenting such modern management options in a unified fashion is a major objective of this book. The unified viewpoint of the entir

18、e process of project management in this book differs from nearly all other literature on the subject. Most textbooks in the area treat special problems, such as cost estimating, from the viewpoint of particular participants such as construction managers or contractors. This literature reflects the f

19、ragmentation of the construction process among different organizations and professionals. Even within a single profession such as civil engineering, there are quite distinct groups of specialists in planning, design, management, construction and other sub-specialties. Fragmentation of interest and a

20、ttention also exists in nearly all educational programs. While specialty knowledge may be essential to accomplish particular tasks, participants in the process should also understand the context and role of their special tasks. This book is intended primarily as a text for advanced undergraduates, b

21、eginning graduate students or professionals continuing their education in engineering, construction, architecture or facilities management. Examples and discussion are chosen to remind readers that project management is a challenging, dynamic and exciting enterprise and not just a record of past pra

22、ctices. It should also be useful to professionals who wish an up-to-date reference on project management. Chapters 1 to 3 present an overview of the construction management and design process which should be of interest to anyone engaged in project management for construction. One need not have deta

23、iled knowledge about individual tasks or techniques for this part. Individuals can read these chapters and understand the basic philosophy and principles without further elaboration. Chapters 4 through 14 describe specific functions and techniques useful in the process of project management. This pa

24、rt presents techniques and requirements during project planning, including risk assessment, cost estimation, forecasting and economic evaluation. It is during this planning and design phase in which major cost savings may be obtained during the eventual construction and operation phases. It also add

25、resses programming and financing issues, such as contracting and bidding for services, financing, organizing communication and insuring effective use of information. It further discusses techniques for control of time, cost and quality during the construction phase. Beginning courses in engineering

26、economics (including cash flow analysis and discounting), use of computers, probability and statistics would be useful. Furthermore, access to a personal computer with spreadsheet or equation solving software would be helpful for readers attempting some of the problems in Chapters 4 to 14. Numerous

27、software programs could be used for this purpose, including both spreadsheet and equation solving programs. Problems in some chapters could also be done on any number of existing software packages for information management and project scheduling. However, the use of personal computers in this fashi

28、on is not required in following the text material. Each instructor may exercise discretion in omitting some of the material in these chapters if they are redundant with other classes or too advanced for students in his or her own class. It is our hope that students beginning their career in project

29、management for construction will be prepared to adopt the integrated approach emphasized in this book. Furthermore, experienced professionals in various fields may discover in this book some surprises that even they have not anticipated. High level decision makers in owner organizations who are not

30、directly involved in the project management process may find the basic philosophy and principles of interest, especially in Chapters 1 through 3, as owners must invariably pay for constructed facilities, for better or worse. If the book can fulfill even a small part of its promises to influence the

31、future of project management for construction, our efforts will have been amply rewarded. Numerous individuals helped with the preparation of the first and second editions of this book. In particular, we with is to acknowledge William J. Hall, Paul Christiano, Steven Fenves, Daniel Rehak, Debbie Sca

32、ppatura, and Shirley Knapp. Iavor Kostov, Tommy Hendrickson and Curt Yeske were instrumental in developing the web version of this book. This book also reflects the contributions of numerous students and colleagues in industry who have challenged us with problems and shared their own ideas and exper

33、ience over many years. We are grateful to all of these individuals. Some material in this book has been taken from several papers authored by us and published by the American Society of Civil Engineers. Materials taken from other sources are acknowledged in footnotes, tables or figures. We gratefull

34、y acknowledge the permissions given to us by these individuals, publishers and organizations. A series of photographs depicting various stages of construction of the PPG building in Pittsburgh, PA is inserted in sequence between chapters. We wish to thank PPG Industries for its cooperation in provid

35、ing these photographs. Chris Hendrickson and Tung Au 1. The Owners Perspective1.1 IntroductionLike the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, constructing and operating physical facilities has a

36、different perspective on project management for construction. Specialized knowledge can be very beneficial, particularly in large and complicated projects, since experts in various specialties can provide valuable services. However, it is advantageous to understand how the different parts of the pro

37、cess fit together. Waste, excessive cost and delays can result from poor coordination and communication among specialists. It is particularly in the interest of owners to insure that such problems do not occur. And it behooves all participants in the process to heed the interests of owners because,

38、in the end, it is the owners who provide the resources and call the shots. By adopting the viewpoint of the owners, we can focus our attention on the complete process of project management for constructed facilities rather than the historical roles of various specialists such as planners, architects

39、, engineering designers, constructors, fabricators, material suppliers, financial analysts and others. To be sure, each specialty has made important advances in developing new techniques and tools for efficient implementation of construction projects. However, it is through the understanding of the

40、entire process of project management that these specialists can respond more effectively to the owners desires for their services, in marketing their specialties, and in improving the productivity and quality of their work. The introduction of innovative and more effective project management for con

41、struction is not an academic exercise. As reported by the Construction Industry Cost Effectiveness Project of the Business Roundtable: HYPERLINK l 01_The Business Roundtable 1 By common consensus and every available measure, the United States no longer gets its moneys worth in construction, the nati

42、ons largest industry . The creeping erosion of construction efficiency and productivity is bad news for the entire U.S. economy. Construction is a particularly seminal industry. The price of every factory, office building, hotel or power plant that is built affects the price that must be charged for

43、 the goods or services produced in it or by it. And that effect generally persists for decades . Too much of the industry remains tethered to the past, partly by inertia and partly by historic divisions. Improvement of project management not only can aid the construction industry, but may also be th

44、e engine for the national and world economy. However, if we are to make meaningful improvements, we must first understand the construction industry, its operating environment and the institutional constraints affecting its activities as well as the nature of project management. HYPERLINK l top Back

45、to top 1.2 The Project Life CycleThe acquisition of a constructed facility usually represents a major capital investment, whether its owner happens to be an individual, a private corporation or a public agency. Since the commitment of resources for such an investment is motivated by market demands o

46、r perceived needs, the facility is expected to satisfy certain objectives within the constraints specified by the owner and relevant regulations. With the exception of the speculative housing market, where the residential units may be sold as built by the real estate developer, most constructed faci

47、lities are custom made in consultation with the owners. A real estate developer may be regarded as the sponsor of building projects, as much as a government agency may be the sponsor of a public project and turns it over to another government unit upon its completion. From the viewpoint of project m

48、anagement, the terms owner and sponsor are synonymous because both have the ultimate authority to make all important decisions. Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any owner to have a clear understanding of the acquisition pr

49、ocess in order to maintain firm control of the quality, timeliness and cost of the completed facility. From the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure 1-1. Essentially, a project is conceived to meet market demands or nee

50、ds in a timely fashion. Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project. The financing schemes for the proposed alternatives must al

51、so be examined, and the project will be programmed with respect to the timing for its completion and for available cash flows. After the scope of the project is clearly defined, detailed engineering design will provide the blueprint for construction, and the definitive cost estimate will serve as th

52、e baseline for cost control. In the procurement and construction stage, the delivery of materials and the erection of the project on site must be carefully planned and controlled. After the construction is completed, there is usually a brief period of start-up or shake-down of the constructed facili

53、ty when it is first occupied. Finally, the management of the facility is turned over to the owner for full occupancy until the facility lives out its useful life and is designated for demolition or conversion. Figure 1-1: The Project Life Cycle of a Constructed Facility Of course, the stages of deve

54、lopment in Figure 1-1 may not be strictly sequential. Some of the stages require iteration, and others may be carried out in parallel or with overlapping time frames, depending on the nature, size and urgency of the project. Furthermore, an owner may have in-house capacities to handle the work in ev

55、ery stage of the entire process, or it may seek professional advice and services for the work in all stages. Understandably, most owners choose to handle some of the work in-house and to contract outside professional services for other components of the work as needed. By examining the project life

56、cycle from an owners perspective we can focus on the proper roles of various activities and participants in all stages regardless of the contractual arrangements for different types of work. In the United States, for example, the U.S. Army Corps of Engineers has in-house capabilities to deal with pl

57、anning, budgeting, design, construction and operation of waterway and flood control structures. Other public agencies, such as state transportation departments, are also deeply involved in all phases of a construction project. In the private sector, many large firms such as DuPont, Exxon, and IBM ar

58、e adequately staffed to carry out most activities for plant expansion. All these owners, both public and private, use outside agents to a greater or lesser degree when it becomes more advantageous to do so. The project life cycle may be viewed as a process through which a project is implemented from

59、 cradle to grave. This process is often very complex; however, it can be decomposed into several stages as indicated by the general outline in Figure 1-1. The solutions at various stages are then integrated to obtain the final outcome. Although each stage requires different expertise, it usually inc

60、ludes both technical and managerial activities in the knowledge domain of the specialist. The owner may choose to decompose the entire process into more or less stages based on the size and nature of the project, and thus obtain the most efficient result in implementation. Very often, the owner reta