工程项目管理 英文课件 ProjectPlanning

1、Project ManagementProject PlanningJiwei Ma1.Project PlanningConcept of project planningProject phases and project planningPlanning of project objectivesPlanning of project implementationProject scheduling methods and tools2.Project PlanningProject planning is the initial effort and on-going duty of

2、project leaders to answer the following questions:Where to go and when to get there? The targetHow to get there? The roadmapWho should join? The project teamWhat can help? The methods and tools3.Project Phases and Project PlanningImplementationDecision MakingDesign/PlanningExecutionOperationCloseout

3、Decision MakingTIMEProject PlanningProject Control4.100% 95%75%35%10%25%1/43/41/2Influence on Project CostCompletionDesign PreparationPreliminary DesignDesign DevelopmentConstruction Document 1Construction Document 2ConstructionRest of Design JobDesignBidding/TenderingChange OrderThe Importance of P

4、roject Planning in Construction5.Planning of Project ObjectivesFunction/QualityFunctional analysis and quality specificationCostCost estimatingTimeScheduling6.Planning of Project ObjectivesFunctional analysis and quality specificationFunctional analysisOverall quality requirementProject major compon

5、ent quality specificationProject quality manual7.Phase and Planning of Quality ObjectiveImplementationDecision MakingDesign PreparationDesignConstructionStartupWarranteeDecision MakingProject ProposalFeasibility StudyDesign SpecificationPreliminary DesignDesign DevelopmentConstruction DocumentConstr

6、uctionAcceptanceTIMEFunctional AnalysisOverall Quality RequirementMajor Component/System Quality SpecificationQuality Manual8.Planning of Project ObjectivesCostFee structureHard costSoft costOverheadProject structureProject cost structure will be the mixture of fee structure and project structure9.C

7、ost Structure+Project StructureFee StructureCost Structure10.Planning of Project ObjectivesCostProject Cost Plan (fund allocation)Preliminary cost estimatingBased on the rule of thumbDetailed cost estimatingBased on the cost (market price) of labor, material, equipment, etc.The later the cost estima

8、te has been done, the more accurate it will be.11.Project Phases and Project PlanningImplementationDecision MakingDesign/PlanningExecutionOperationCloseoutDecision MakingTIMEProject Cost PlanPreliminary Cost EstimatingDetailed Cost Estimating12.Accuracy of Construction Project Cost EstimatingInitial

9、 Investment IntentionInvestment PlanPreliminary cost estimateCost estimateBidding priceContract priceFinal costAccountingProject cost planDesign PreparationDesignConstructionStartupWarrantee-30%30%25%-25%-15%15%10%-10%-5%5%Decision Making13.Planning of Project ObjectivesSchedulingStart and finish da

10、tesDates of project milestonesDates of project activitiesScheduling methodProject start and finish datesUsually predeterminedMilestonesPredetermined or based on calculationActivitiesDuration quoted, or calculated, or assessedBar chart is the most popular format to present a project schedule14.Planni

11、ng of Project ObjectivesProcedure of schedulingTo prepare a list of activities with expected durationTo sequence the activitiesTo produce the scheduleTo achieve the earliest completion dateTo fit within the predetermined start and finish dates, and adjust the schedule if not meet the requirement15.P

12、lanning of Project ImplementationPlanning of project processPlanning of project organizationPlanning of project contract16.Planning of Project ProcessPlanning of project process Programming principlesFocus on the logic sequence of project activities and its overall impact on project outputConsider t

13、he project participants and their functionalitiesAnalyze the environmental restraints and resource availabilitiesAimed on the efficiency and flexibility of project implementation processA network diagram is often used to illustrate the project processA multi-level network diagram may be needed for a

14、 complex project or multi- project program17.Multi-level Network DiagramACB18.Planning of Project ProcessProcedure of ProgrammingTo collect project information regarding objectives, structure, participants, procedure, etc.To collect project-related information, such as restraints, resource availabil

15、ities, etc.To analyze collected information and identify major factors and critical conditionsTo prepare the list of activities along with their duration and logic sequence informationTo draft the program which takes account of those factors and satisfies the critical conditions19.Planning of Projec

16、t ProcessProcedure of ProgrammingTo optimize the program to level the resource input and minimize the negative impactTo chose the form to present the program20.Planning of Project OrganizationPrinciplesBased on the nature of the projectConsider the project tasks and project participants functionalit

17、iesTake account of the feature of project process and task sequencesBe responsive to environmental situationA project organization chart is often used to illustrate project organization21.Organization StructureAB1B2B3C22C21C23. . . . . . . . .22.Planning of Project OrganizationProcedureTo review the

18、 basic nature of project and identify all the project participantsTo analyze the project process and all the functionalities need to performedTo list project tasks and allocate tasks to project participantsTo examine all possible interrelationships among project participantsTo establish a project or

19、ganization (team) which is suitable to those interrelationshipsTo determine the participants detailed responsibilities and tasks list based on the organization structure23.Planning of Project ContractPrincipleTo reflect the essential relationships of project organizationTo facilitate project owner a

20、nd project manager to best control the projectTo allow all parties within project organization to be responsive and flexible to environmental conditionsTo maintain the balance of rights and obligations among different partiesA contract structure is often used to illustrate such contract-based relati

21、onships24.Pudong Airport Steel Structure Contract StructureShanghai Pudong Int. Airport Co.OwnerECADIPreliminary design, CDShanghai ConstructionManaging ContractorADPConceptual designShanghai Instl.InstallationShanghai Cst. 3Part AShanghai. Mach. C.Steel Str. InstallThree-party contractJiangnanShipy

22、ardMain steel stru. fabricationShanghai. BoilerCorridor steel stru.fabricationShanghai Cst. 7Part B25.Project Scheduling Methods and ToolsTechniquesBar ChartNetwork DiagramArrow Diagram (Activity-on-arrow)Precedence Diagram (Activity-on-node)Linked Bar ChartSoftware productsMS ProjectPrimavera26.Pro

23、ject Scheduling TechniquesBar ChartProject activities are laid out on a time-scaled area, which showsthe duration of the activities,the position on timescale,and the identification of broadly defined work sequence27.Project Scheduling TechniquesBar ChartAdvantagesWidespread applicationSimplicity of

24、presentationQuick and easy to prepareClear illustration of the relationship between activities in terms of time and sequenceBest suited to non-complex projectDisadvantagesIncapable of depicting interrelationship and dependencies between activitiesNo indication of critical activitiesNot suitable for

25、high degree of control for complex project28.Project Scheduling TechniquesNetwork Diagram - Arrow Diagram (Activity-on-arrow)Use arrow to present activitiesActivities begin and end at eventsThe network of these arrows shows all sequential and restraints and relationships between activitiesNot drawn

26、to a time scale16425329.Project Scheduling TechniquesArrow Diagram (Activity-on-arrow)AdvantagesEasy to identify potential problems, eg. sequence delays, and likely effectsEasy to locate critical activities and the critical pathCapable of finding the possibilities and flexibility to optimize the sch

27、eduleDisadvantagesRequires more effort to prepare a network diagramRequires more skill to present to a non-specialistTime information is not well presented30.Project Scheduling TechniquesNetwork Diagram - Precedence Diagram (Activity-on-node)Use boxes to represent activities and all related informat

28、ionLinks between boxes shows all sequential and restraints relationships between activitiesNot drawn to a time scale31.Project Scheduling TechniquesPrecedence Diagram (Activity-on-node)AdvantagesCompare to arrow diagram, its easier to construct and easier to understandStrongly emphasize the activity

29、 sequenceDisadvantagesRequires more skill to prepare a network diagramRequires more skill to present to a non-specialistTime information is not well presented32.Project Scheduling TechniquesLinked Bar ChartShows the activities in timescale with bar chartUse vertical links between bars to show all se

30、quential and restraints relationships between activities33.Project Scheduling TechniquesLinked Bar ChartAdvantagesPossesses the clarity of presentation of bar chartRetains the emphasis on activity duration and position on time scaleIllustrates the logical sequence and constraints of all activitiesDi

31、sadvantagesNeeds to be prepared from a network diagramThe links between activities might be confusing because of the position of linked activities34.Project Scheduling MethodsCritical Path Method - CPMA deterministic method that uses a fixed time estimate for each activityFocus on the activities tha

32、t are critical to project implementation in term of durationSuitable for complex but fairly routine project with minimal uncertainty in the project completion timeProgram Evaluation and Review Technique - PERTConsiders time variations and allows randomness in activity completion timesSuitable for la

33、rge-scale, complex project with uncertainties in most of its activities35.Project Scheduling MethodsCritical Path Method - CPMSpecify the individual activitiesFrom work breakdown structureDetermine the sequence of those activitiesIdentify the immediate predecessors of each activities and form a list

34、Draw a network diagramSeveral drafts may be needed if done manuallyEstimate the completion time for each activityBased on quotation, calculation, or assessment36.Project Scheduling MethodsCritical Path Method - CPMIdentify the critical path (the longest path through the network)Calculate the earlies

35、t/latest start/finish time of each activities (ES, EF, LS, LF)Identify the longest-duration path through the networkActivities on the path can not be delayed without delaying the projectUpdate the CPM diagram as the project progresses37.Critical Path MethodA project network has n+1 nodesThe time of

36、each node event occur will be x1, x2, ., xnMinimizez = xnSubject tox0 = 0 xj xi dij 0 for each activity (i,j)38.Critical Path Scheduling AlgorithmsEvent Numbering AlgorithmsGive the starting event number 0Give the next number to any unnumbered event whose predecessor events are each already numbered

37、Repeat step 2 until all events are numberedEarliest Event Time AlgorithmsLet E (0) = 0For j = 1, 2, 3, , n (where n is the last event), let E(j) = maximum E(i) + DijWhere the maximum is computed over all activities (i,j) that have j as the ending event39.Critical Path Scheduling AlgorithmsLatest Eve

38、nt Time AlgorithmsLet L(n) equal the required completion time of the projectNote: L(n) must equal or exceed E(n)For i = n-1, n-2, , 0, letL(i) = minimum L(j) - DijWhere the minimum is computed over all activities (i,j) that have i as the starting event40.Critical Path Scheduling AlgorithmsThe earlie

39、st start timeES(i,j) = E(i)The earliest finish timeEF(i,j) = E(i) + DijThe latest finish timeLF(i,j) = L(j)The latest start timeLS(i,j) = L(j) - DijAn activity (i,j) is a critical activity if it satisfy all of the following conditionsE(i) = L(i)E(j) = L(j)E(i) + D(i,j) = L(j)41.Critical Path Method

40、ExampleActivityDescriptionPredecessorsDurationASite cleaning-4BRemoval of trees-3CGeneral excavationA8DGrading general areaA7EExcavation for trenchesB,C9FPlacing formwork and reinforcement for concreteB,C12GInstalling sewer linesD,E2HInstalling other utilitiesD,E5IPouring concreteF,G642.Project Netw

41、ork43.Earliest Event Time CalculationStep 1E(0) = 0Step 2j = 1E(1) = MaxE(0) + D01 = Max 0 + 4 = 4j = 2E(2) = MaxE(0) + D02; E(1) + D12 = Max0 + 3; 4 + 8 = 12j = 3E(3) = MaxE(1) + D13; E(2) + D23 = Max4 + 7; 12 + 9 = 21j = 4E(4) = MaxE(2) + D24; E(3) + D34 = Max12 + 12; 21 + 2 = 24j = 5E(5) = MaxE(3

42、) + D35; E(4) + D45 = Max21 + 5; 24 + 6 = 3044.Latest Event Time CalculationStep 1L(5) = E(5) = 30Step 2j = 4L(4) = Min L(5) - D45 = Min 30 - 6 = 24j = 3L(3) = Min L(5) - D35; L(4) - D34 = Min 30 -5; 24 - 2 = 22j = 2L(2) = Min L(4) - D24; L(3) - D23 = Min 24 - 12; 22 - 9 = 12j = 1L(1) = Min L(3) - D

43、13; L(2) - D12 = Min 22 - 7; 12 - 8 = 4j = 0L(0) = Min L(2) - D02; L(1) - D01 = Min 12 - 3; 4 - 4 = 045.Identification of Activities on Critical PathActivityDurationDijEarliest start timeE(i) = ES(i,j)Latest finish timeL(j) = LF(i,j)Latest start timeLS(i,j)A(0,1)40*4*0B(0,2)30129C(1,2)84*12*4D(1,3)7

44、42215E(2,3)9122213F(2,4)1212*24*12G(3,4)2212422H(3,5)5213025I(4,5)624*30*2446.Activity FloatActivity floatThe difference between the earliest start time and latest start timeFree floatThe amount delay that can be assigned to any one activity without delaying subsequent activitiesIndependent floatThe

45、 amount of delay which can be assigned to any one activity without delaying subsequent activities or restricting the scheduling of preceding activitiesTotal floatThe maximum amount of delay which can be assigned to any activity without delaying the entire project47.Activity Float48.Project Scheduling MethodsProgram Evaluation and Review Technique - PERTIdentify the specific activities and milestonesEach activity has two events marking the beginning and endDetermine the proper sequence of the activitiesMay be combined wi