版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
Topic2PROJECTMANAGER+PROJECTORGANIZATIONNov.28,2001I.TheNatureofManmodelabouthumanbehaviorNov.28,2001Understandinghumanbehaviorisfundamentaltounderstandinghoworganizationsfunction,whetherareprofit-makingfirms,non-profitenterprises,orgovernmentagencies.Understandinghumanbehaviorisalsothefundamentaltounderstandinghowpersonact----game.WewillmainlyfocusonREMM.Nov.28,2001REMMResourceful,Evaluative,MaximizingModelPostulates1--4Nov.28,2001Postulate1Everyindividualcares,heorsheisanevaluator.1)Theindividualcaresaboutalmosteverything,knowledge,independent,etc2)REMMisalwayswillingtomaketradeoffsandsubstitutions.3)Individualpreferencesaretransitive.Nov.28,2001Postulate2Eachindividual’swantsareunlimited1)IfwedesignatethosethingsthatREMMvaluespositivelyasGOODS,thenheorsheprefersmoregoodstoless,GOODScanbeanythingfromartobjectstoethicalnorms.2)REMMcannotbesatiated.Heorshealwayswantsmoreofsomethings,materialgoods/intangiblegoodsNov.28,2001Postulate3Eachindividualisamaximizer:Heorsheactssoastoenjoythehighestlevelofvaluepossible.Individualsarealwaysconstrainedinsatisfyingtheirwants--wealth,time,physicallawsofnature,limitsoftheirownknowledgeaboutvariousgoodsandopportunities,etccanbetheconstrains----opportunityset----begivenandexternal.Nov.28,2001Postulate4Theindividualisresourceful:Individualsarecreative.Theyareabletoconceiveofchangeintheirenvironment,foreseetheconsequencesthereof,andrespondbycreatingnewopportunities----thelimitationisisnotimmutable.Humanbeingsarenotonlycapableoflearningnewopportunity,theyalsoengageinresourceful,creativeactivitiesthatexpandtheiropportunitiesinvariousways.Nov.28,2001REMMsatwork:Thinkabouttheeffectsofnewlyimposedconstrainstohumanbehavior.REMMs’responsetoanewconstrainsistobeginsearchingforsubstitutesforwhatisnowconstrained,asearchthatisnotrestrictedtoexistingalternatives.Theywillinventalternativesthatdidnotpreviouslyexist.Examples…...Nov.28,2001REMMmeansthereareno“needs”----individualisalwayswillingtomaketradeoffs,willingtosubstitute---willingtogiveupasufficientsmallamountofanygoodforsufficientlargeamountofothergoods(inhisorherownsense).Therearenoneed,thereonlywants,desires.demands.Ifsomethingismorecostly,lesswillbedemanded,thanifitwerecheaper.----Cost/benefitanalysis.Nov.28,2001Keepinmind:AlmostallthepeopleintheworldactasREMMs,REMMsareeverywhere----GAMEbetweendifferentparties----Trytounderstandwhatdoyourcounter-partyreallywant.Nov.28,2001II.ProjectManager’sRoleNov.28,2001ObjectivesIDENTIFY:WhataprojectmanagerisWhyaprojectmanagerisneededHowtoperformtheroleofaprojectmanagerWhenaprojectmanagerwillplayakeyroleintheprojectNov.28,2001Projectmanager-DefinitionAprojectmanagerisanindividualresponsiblefor:PlanningandorganizingControllinganddirectingtheday-to-dayactivitiesofaproject(s)DeliveringtheprojectobjectivestoSponsorandSteeringCommitteeNov.28,2001A.PlanningandOrganizing1Planning1)Thetechnicalactivitiesoftheprojectthatwillproducetheproject’sobjectives:(1)teammembers’activities;(2)scheduleoftheprojectdeliverables.2)Thefinancialobjectivesoftheprojectisbasedonthebusinesscase:(1)revenuefromdeliverablesdeliveredtotheclient;(2)costofteammembers’labor;(3)costofdeliverablesfromsuppliers;(4)allotherprojectrelatedcostNov.28,20012.Organizing1)Theprojectteam,rolesandresponsibilitiesforallteammembers2)Theprojectdocumentation:(1)contractfile;(2)projectplans;(3)projectprocedures;(4)financialdocumentation:invoicestoclients;invoicesfromsuppliers;(5)correspondenceNov.28,2001B.ControllingManagingtheriskfactorsoftheprojectManagingthechangestotheprojectManagingtheissuesandproblemsduringtheprojectTrackingthetechnicalperformanceoftheproject----schedule,qualityTrackingthefinancialperformanceoftheprojectTrackingthesuppliersperformanceagainsttheircontractTrackingtheclientsatisfactionManagingthemoraleoftheprojectteamNov.28,2001WhyhaveaprojectmanagerProjectmanager’svalue----enhancetheprobabilityofaproject:--withqualityproducts--thatisonschedule--thatcompleteswithinbudget--withasatisfiedclient--thatleadstofollow-onbusinessNov.28,2001Howdoyoudoit1.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject2.IdentifytheSKILLSrequiredforagoodprojectmanager:matchthosewiththeonesyoupossess;developmissingskills3.GAINEXPERIENCE,doitinsmallsteps:gofromasmallprojecttoalargeroneandsoonuntilyouaremanaginglargemulti-yearcomplexprojects.Nov.28,20011.FollowdefinedprocessesthatenableyoutoPLANandMANAGEtheproject1).PlanningProcessesDevelopaWorkBreakdownStructure(WBS)--includeitemstocontainriskDevelopthenetworkEstimatecost&effortCreateascheduleRepeatasnecessaryNov.28,20012)ManagingProcessesRiskmanagementprocessExceptionmanagementprocessConductprojectreview(s)Projecttrackingprocess3)FitstheplanningandmanagingprocessestogetherNov.28,2001Nov.28,20012.SkillsRequirementAverygoodunderstandingandawarenessofthebusinessExperiencemanagingprojectsthroughtheprojectimplementationlifecycleFluentcommunicatorAbilitytomanagepeopleandmotivatethemtodeliveraccordingtorigorous,oftenpunishing,timetablesNov.28,2001AnunderstandingandsolidappreciationofbusinessplanningandstrategytechniquesAbilitytounderstandandimplementchangemanagementprogramsBeITliterateandfullyconversantwiththeadvantagesthatITmightbringtoaplannedprogramofchangeUnderstandconceptsofriskmanagementandbeabletoexecuteitAbilitytomanageclientexpectationswhileretainingalignmentoverevolvingbusinessneedsNov.28,2001CharacteristicsofagoodmanagerCommunicatorOrganizedPlannerTakesresponsibilityManageexpectationProblemanalyzerRecognizedleaderConfidentAggressiveCreativeproblemsolverConsistentFlexibleCheerleaderPsychiatristLeadershipTeambuilderCoordinatorFacilitatorPeopleorientedMotivatorNov.28,2001CharacteristicsofagoodmanagerSenseofhumorUnderstandsuserProventrackrecordSkillsassessorGoalorientedEmpatheticRisktakerRealisticGoodbusinesspersonProfitdrivenNov.28,2001WhendoesitStartWhendoesaprojectmanagergetinvolved?WhenanopportunitytodobusinesswithacustomerisidentifiedThisisduringtheCustomerRelationshipManagement(CRM),SolutionDesignprocessNov.28,2001CRMSolutionDesignThebusinessprocessthatmanagesanopportunitytodobusinesswithacustomerDuringthisprocessasolutionfortheidentifiedopportunityisdevelopedThisprocessstartswhentheopportunityisidentifiedandiscarriedonuntilthecustomersignsacontractorrejectstheproposalforthesolutionNov.28,2001PhasesoftheCMRsolutionDesignThefollowingarethephasesoftheCMRSolutionDesign:ReviewingtheopportunityDefiningthesolutionCreatingaproposalObtainingcustomerapprovalNov.28,2001CMRSolutionDesignProjectDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlaningtheSolutionDesignproject-Organizingtheteamandresourcesfortheproject-Directingandmanagingtheday-to-dayactivities-DeliveringtheprojectobjectivesandproposaltothecustomerThisindividualisaprojectmanagerNov.28,2001SolutionDeliveryProjectOncethecustomersignsthecontracttheSolutionDeliveryprojectwillstartDuringthisprojectthereisaneedforanindividualwhowillberesponsiblefor:-PlanningtheSolutionDeliveryproject-Directingandmanagingtheday-to-dayactivities-Organizingtheteamandresources-DeliveringtheprojectobjectivesandsolutionThisindividualisaprojectmanagerNov.28,2001ProjectManagementStarts?ProjectmanagementstartsatthebeginningandstopsattheendstartupmanageclosecautionstopOnewayNov.28,2001BaselineTheSolutionDesignandSolutionDeliveryhaveoneotherthingincommon----ABaselineABaselineisapositionorstatementfromwhichchangeisidentifiedNov.28,2001Baseline(continue)InSolutionDesignthestartingbaselineistheidentifiedcustomerrequirements--ThisbaselinewillgrowandchangeastherequirementsandsolutionarerefinedInSolutionDeliverythestartingbaselineconsistsofthecontract,proposal,etc.--ThisbaselinewillalsochangeandgrowthroughoutthelifecycleoftheprojectNov.28,2001Baseline:businesscaseOneofthekeydocumentsofthatisabaselineatthestartoftheSolutionDeliveryisabusinesscase:Businesscaseis:adocumentjustifyingtheprojectinfinancialterm;Thedocumentusuallycontainstheprojectedcosts(todevelopandrun),andthebusinessbenefitthatthesponsorisdeliveringtothesponsoringorg.Nov.28,2001SummaryAprojectmanagerisafulltimejobThejobhasmanyresponsibilities:…...WiththemanyresponsibilitiesalsocomesmanyrewardsTheroleofprojectmanageristhekeytothesuccessofaprojectMostprojectsfailnotbecauseoftechnicalreasonsbutbecauseofalackofprojectmanagementNov.28,2001Nov.28,2001III.RolesoftheProjectTeamNov.28,2001ObjectivesDescribetheprojectorganizationIdentifyprojectteammembersandtheirresponsibilitiesIdentifyprojectmanagementresponsibilitiesNov.28,2001Nov.28,2001InformationServices(IS)ManagementOverseetheprogressoftheprojectScheduleCostUsersatisfactionProjectmanagementsupportgroupsNov.28,2001ISManagement-SupportGroupsProjectAssuranceLegalUserorganizationsTechnicalProductSafetyOtherinternalorganizationsOtherexternalorganizationsNov.28,2001UserProjectManagerProvidesinformation,data,,decisionsandapprovalstotheprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectteamMonitorsandreportsonprogresstoupperusermanagementHelpsresolveprojectissuesParticipatesinprojectstatusmeetingsWiththeProjectManager,administerstheprojectchangecontrolprocedureHelpsresolvesdeviationsfromprojectplansNov.28,2001ProjectManagerOverallprojectresponsibilityEstablishesprojectworkplans,estimatesandschedulesEstablishesprojectstaffingrequirementsEstablishesprojecttrainingrequirementsConductsprojectplanningandprojectstatusmeetingsTracksandreportsprojectprogress,includingschedulesandworkproductsTakescorrectiveactionwhenneededNov.28,2001ProjectManagerPreparesanddeliversprojectstatusreportsEstablishesandadministersthechangecontrolprocedurePreparesandmakespresentationsatprojectreviewsInterfaceswiththeUserProjectManagerandobtainsagreementwhennecessaryNov.28,2001SystemArchitectAssiststheProjectManagerindefining,estimatingandplanningtasksCoordinatesdevelopmentofinterfacesbetweenotherteams,applications,systems,etc.ParticipatesindatabasedesignandtechnicalreviewsPreparesprojectproceduresProvidestechnicalguidancetoteammembersNov.28,2001SystemArchitectEstablishesguidelines,standardsandproceduresforformatandcontentofworkproducts(e.g.,reviewsworkproductsproducedbyteammembers)Coordinateswalk-throughanduserreviewmeetingsEvaluatesanddevelopsestimatesforprojectchangerequestsNov.28,2001SystemarchitectParticipatesinstatusmeetingsandprojectreviewsResolvestechnicalissuesParticipatesintechnicaldesignreviewsProvidesinputstotestplanReviewssystemtestcasesforcompletenessandaccuracySelectivelyreviewstestresultstoensurethequalityoftestingNov.28,2001ProjectlibrarianMaintainstheprojectdocumentslibraryandlogsMaintainsthecorrespondencefilesMayassistwiththeentryofweeklyinputintotheprojecttrackingsystemAssistswithclericalsupportKeyparticipantwithinprojectcontroloffice(PCO)Nov.28,2001TestcoordinatorPreparesthetestplan,includingguidelinesforpreparationof:functionlisttestscriptstestcasestestdataEstablishesthesystemtestsoftwareenvironmentandproceduresMonitorstherunningandreviewoftestcasesNov.28,2001TestcoordinatorMonitorsthedevelopmentofthesystemtestfunctionlistforaccuracyandcompletenessCoordinatesandprovidesguidancetotheUserAnalystsinthepreparationof:testscriptstestcasestestdataexpectedtestresultsMaintainsproblemreportsandproblemlogNov.28,2001TestcoordinatorFollowsuponproblemsreportedtoensurethatproblemsarebeingfixedwithintheestablishedtimeperiodCommunicatesmajorproblemsandsolutionstoallprojectteammembersMaintainsthesystemtestprogressreport,tracksandreportsteststatusNov.28,2001Teamleader(1)AssiststheprojectmanagerandsystemarchitectindefiningandestimatingtasksforprojectplanDefines,estimatesandassignstaskstoteammembersPlans,tracksandreportstheteam’’sprogressagainstschedulesProvidestechnicalleadershiptoteammemberParticipatesinuserreviewmeetingsNov.28,2001Teamleader(2)Withthesystemarchitect,evaluatesprojectchangerequestHasprimaryresponsibilityfortheproblemandissuesprocessParticipatesinprojectreviewsActastheprimarycontactwithtechnicalsupportpersonnelReviewstheteammember’sworkproducts,andparticipatesinwalkthroughsNov.28,2001Teammember(1)AssiststheteamleaderindefiningandestimatingtasksDocumentsrequirementsandpreparesassignedpartsoftheRequirements,ExternalandinternaldesignreportsaccordingtoestablishedguidelinesPreparestestcases,scriptsanddataaccordingtothetestplanConductssystemtestaccordingthetestplanNov.28,2001Teammember(2)ReviewssystemtestresultsaccordingtothetestplanPreparesassignedportionsoftheusermanualaccordingtotheUserManualguidelinesPreparesusertrainingmaterialsand““trainingthetrainer””accordingtotheUserTrainingguidelinePlans,schedulesandconductswalkthrusofotherteammembers’workproductsNov.28,2001Teammembers(3)NotifiestheteamleaderofallapparentchangeswhichmightrequirechangecontrolReportsprogressagainsttheplanonaweeklybasis:hoursestimatetocompleteeachtaskotherkeyfactorsthatmayeffectthescheduleCodesofsoftwareproductsInstallssoftwareproductsNov.28,2001Teammember(4)InstallhardwareproductsTestssoftwareandhardwareproductsaccordingtotheestablishedguidelinesNov.28,2001ProjectexecutiveSamegeneralresponsibilitiesasProjectmanager,butatamuchhigherlevelHighlevelbusinessmanagerNov.28,2001UserVPSamegeneralresponsibilitiesastheUserProjectManager,butatamuchhigherlevelInterfacetotheProjectExecutiveNov.28,2001ProjectControlofficeMaintainskeyprojectdocumentationlibraryandlogsEnterstheweeklyinputintotheprojecttrackingsystemAssists/maintainsheoverallprojectplansAssistswithprojectreviewpreparationtracks/controlsalldocumentationnecessaryfortheprojectNov.28,2001Nov.28,2001SummaryDefinetheprojectorganizationduringtheprojectobjectivesdefinitionphaseDocumenttheuserresponsibilitiesduringtheprojectobjectivedefinitionphaseCompleteaPositionDescriptionforeachindividualontheprojectNov.28,2001IV.TeambuildingNov.28,2001TeambuildingHowdoyouselectprojectmembers?Whatdoyoulookforinaprospectiveprojectmember?Hoaprojectteam?Nov.28,2001SelectionofprojectteamSpecificationofskillsrequiredResourcepool:yourdepartment,user,subcontractoravailable?Qualified?AssessmentprocessYourpersonnelUserpersonnelSubcontractorpersonnelNov.28,2001TeamintroductionLeadpositionsTaskassignmentsindividualgroupNov.28,2001UserpersonnelSelectionprocessresponsibilityassistanceTrackingproductivityPerceptionofassignmentUserorganizationdepartmentheadexecutiveNov.28,2001TeambuildingfactorsEducation/orientationtotalteamyourpeopleuserpeopleFacilitiessmoking/non-smokingterminalstelephonestravel/parkingNov.28,2001ProjectpeopleStakeholders:seefig.Nov.28,2001YourteaminterviewsSkillsIndependentSelf-reliantGoalorientedPositiveattitudeNov.28,2001TeamselectionExperienceCapabilityAvailabilityAlso:personalitygroupinteractiondesiresandgoalsNov.28,2001MaintainingmoraleMoraleboosters:luncheons,activitiesMoraleproblemspersonnelconflictstravel/parkingunusualworkingconditionstechnicalincompetencyexpectationNov.28,2001DevelopingskillsFormaleducation----scheduleitO-J-Topportunities----makethem……...Nov.28,2001SummaryAprojectteamconsistsofmanypeopleofvaryingbackgroundwithvaryinggoalswithvaryingskilllevelswithacommongoal/objectiveNov.28,2001YoumustmanageEXPECTATIONbyunderstandingbynegotiatingbyprovidingopportunitiesbycommunicatingfromthebeginningagreementwithallpartiesNov.28,2001V.ProjectInitiation:meeting/orientationNov.28,2001ObjectivesDescribethepurposeoftheprojectKick-offmeetingIdentifytypicalmeetingagendaandparticipantsNov.28,2001ActivitiespriortoProjectKick-offMeetingReviewprojectdocumentationHoldinitialmeetingwithuserprojectmanger----identifykeyissues/areasofconcernEstablishprojectworkplanDevelopstaffingplanandprojectteamorg.Developprojectteam’’sworkenvironmentPrepareteamorientationpackagesNov.28,2001Projectkick-offmeetingPreparedandpresentedbyPMWithin2-3weeksofprojectstartAttendees:executivesponsoroftheprojectuserprojectmanageruserdepartmentheadI/SmanagerprojectteamNov.28,2001Kick-offmeetingobjectivesInitiatecommunicationsDevelopunderstandingGainagreementEstablishyourroleasaprofessionalmanagerandbusinesspersonNov.28,2001TopicscoveredDevelopment/implementationprocesstobeusedSystemtobedevelopedProjectresourcesandscheduleProjectmanagementsystemtobeusedUpcomingdevelopmentactivitiesNov.28,2001DevelopmentprocesstobeusedAphaseapproachmeasurableunitstasksandproductsareplannedindetaildeliverables:conformtostandards,serveasbaseline,basisforestimatingjointdevelopmenteffort:executivemanagement,setobjectives,providedirection,demonstratessupport,participatesinstatusreviewsNov.28,2001Jointdevelopmenteffort(1)Projectteamknowledgeableinapplicationdevelopmentcombinedstaffingfull-timeassignmentsgoals:qualityproduct;deliveredontime;withinbudget;withusersatisfactionNov.28,2001Jointdevelopmenteffort(2)UserknowledgeableinbusinessprocessesandneedsbestsuitedtodecidebusinessissuesI/SmanagementknowledgeableinI/Sstandards&proceduresidentifyanyhardwareandsoftwareconstraintsNov.28,2001SystemtobedevelopedMainobjectivesasidentifiedbytheuseranypriorities,tradeoffissuesclarifyconflictsMajorfunctionswithinscopeoutsidescopedeliverableproductsInterfacesothersystemstobeinterfacedlevelofinterfacesCompletecriteria/MajorassumptionsNov.28,2001Projectresources&scheduleResourcesrequiredProjectteam:staffingschedule;skillsrequired;assumedutilizationproductivityProjectmanager:responsibilities;authorityFacilities:hardwareandsoftware;wordprocessing;trackingsystemProjectschedule:estimatecompletedate;interimmilestones;turnaroundtimeforquestions,reviewsandapprovalsNov.28,2001ProjectmanagementsystemManagementactivitiesReport:verbal/written(monthly)Projectreviews:purpose,frequency,procedureChangecontrol:procedure,trackingsystemDeliverables:samplesofformatandcontent,signoffsrequired,turnaroundtimeforreviewsNov.28,2001UpcomingdevelopmentactivitiesDiscussneartermprojectteamtasksDiscussuserinvolvement/tasksFocuscriticalpathtasks/issuesAnyquestions/anyproblems/anychanges?Nov.28,20019、靜夜四無無鄰,荒居居舊業(yè)貧。。。12月-2212月-22Wednesday,December21,202210、雨中中黃葉葉樹,,燈下下白頭頭人。。。00:56:4500:56:4500:5612/21/202212:56:45AM11、以我我獨(dú)沈沈久,,愧君君相見見頻。。。12月月-2200:56:4500:56Dec-2221-Dec-2212、故故人人江江海海別別,,幾幾度度隔隔山山川川。。。。00:56:4500:56:4500:56Wednesday,December21,202213、乍見見翻疑疑夢,,相悲悲各問問年
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 自媒體短視頻制作(山西財(cái)貿(mào)職業(yè)技術(shù)學(xué)院)知到智慧樹答案
- 財(cái)務(wù)主管的領(lǐng)導(dǎo)能力提升計(jì)劃
- 人造崗石樹脂相關(guān)行業(yè)投資規(guī)劃報(bào)告
- 井下波速測量儀相關(guān)項(xiàng)目投資計(jì)劃書范本
- 秋季教育資源的優(yōu)化配置計(jì)劃
- 高中生素質(zhì)教育方案計(jì)劃
- 幼兒教師培訓(xùn)課件:幼兒素質(zhì)發(fā)展課程-美術(shù)活動中班
- 《小腸梗阻的診斷與治療中國專家共識(2023版)》解讀
- 博才中學(xué)《雨林的毀滅-世界性災(zāi)難》課件
- 《解破學(xué)生殖系統(tǒng)》課件
- 硫化鈉理化特性表
- 消防主機(jī)陸和新LH160調(diào)試
- 工商管理本 組織行為學(xué)作業(yè)4答案
- QC輸電線路新型防鳥害裝置的研制
- FMEA第五版培訓(xùn)(完整版)
- 畢業(yè)設(shè)計(jì)(論文)-履帶式微耕機(jī)的結(jié)構(gòu)設(shè)計(jì)
- 卓越績效評價(jià)準(zhǔn)則實(shí)施指南
- 電廠保潔技術(shù)方案
- 【小課題結(jié)題報(bào)告】《創(chuàng)設(shè)“生活化”情境 激發(fā)初中學(xué)生學(xué)習(xí)生物興趣的研究》結(jié)題報(bào)告
- 風(fēng)水立向與磁偏角的應(yīng)用
- (精選)質(zhì)量合理化建議100條 [水利工程建設(shè)質(zhì)量管理的措施和建議]
評論
0/150
提交評論