工程項目管理（本科生）課件緒論

緒論

IntroductionExamplesofprojects:Developinganewproductorservice;Effectingachangeinstructure,staffingorstyleofanorganization;Designinganewtransportationvehicle;Designingoracquiringanewormodifiedinformationsystem;Constructinganewbuildingorfacility;Runningacampaignforpoliticaloffice;Implementinganewbusinessprocedureorprocess;Respondingtoacontractsolicitation一次性中國的長城埃及的金字塔修理水龍頭組織野餐舉辦運動會開發(fā)新軟件研制航天飛機長江三峽工程由人來實施的；受制于有限的資源；需要計劃、實施和控制Whydoweclassify?Toclassifymeanstogroupsimilarthings.Taxonomy:principlesofclassification.CRITERION!分類的目的：把多個事物中具有相同或相近屬性的事物歸為一類，有利于對客觀事物進行科學(xué)的管理。

People’sworkingactivitiescanbeclassifiedintotwocategories,oneisoperation,theotherisproject.Anoperationisongoingandrepetitive.由人來實施的；受制于有限的資源；需要計劃、實施和控制什么是項目？ProjectVsOperation一、項目的定義和特點Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,serviceorresult.---AGuidetotheProjectManagementBodyofKnowledge(PMI)

項目是用來創(chuàng)建唯一性的產(chǎn)品或服務(wù)的臨時性努力。Temporarymeansthateveryprojecthasadefinitebeginningandadefiniteend;uniquemeansthattheproductorserviceisdifferentfromallothers.Mostdistinguishingcharacteristics臨時性是指每一個項目都有明確的開始和結(jié)束。唯一性是指任何產(chǎn)品或服務(wù)以一些顯著的方式區(qū)別于其他任何相類似的產(chǎn)品或服務(wù)。TheUKAssociationforProjectManagementdefinesaprojectas‘a(chǎn)discreteundertakingwithdefinedobjectivesoftenincludingtime,costandquality(performance)goals’.TheBritishStandardsInstitute(BS6079)definesaprojectas‘a(chǎn)uniquesetofcoordinatedactivities,withdefinitestartingandfinishingpoints,undertakenbyanindividualororganizationtomeetspecificobjectiveswithdefinedschedule,costandperformanceparameters’特點：一次性(Temporary)

獨特性(Unique)

目標的確定性(Objectives)

活動的整體性(Integration)

組織的臨時性和開放性(TemporaryandOpen)

開發(fā)與實施的漸進性(ProgressiveElaboration)

成果的不可挽回性(Irretrievable)ProjectgoalsTargetCostPerformanceTimeThreedimensionsofprojectgoalsThethreegoalsareinterrelatedandmustbeaddressedsimultaneously;exclusiveemphasisonanyonegoalislikelytodetractfromtheothers.ArgumentonProjectSuccessTraditionally,thebasiccriteriaofcost,timeandquality,theso-called‘‘IronTriangle’’or‘‘GoldenTriangle’’,havebeenwidelyadoptedforalongtime.However,thesecriteriahavebeencriticisedforbeinginadequateformanyreasons.Overtheyears,variousattemptshavebeenmadeinovercomingtheperceivedinadequacies.Theseattemptsmaybegroupedintotwodifferentapproaches:oneistoaddmoredimensionstothebasiccriteriawhiletheothertoabstracttofewerdimensions.

項目的成功成功的項目Vs悉尼歌劇院澳大利亞的悉尼歌劇院項目于1959年開工，預(yù)算為700萬美元，原計劃用4年的時間完工，但實際在1973年才竣工，總造價達到了1.2億美元。該項目因為過度超工期和預(yù)算，在建設(shè)過程中遭到了人們強烈的反對，甚至在項目剛完工時也不被看作是一個成功的項目。但隨著項目投入到運營后，人們對它的評價卻完全改變了，人們不再因為項目過度超工期和預(yù)算而責難它，反而給予了很高的評價。悉尼歌劇院不久便成為全世界公認的藝術(shù)杰作，被納為人類的一筆寶貴財富。悉尼歌劇院SydneyOperaHouse

Thesiteoftheoperahouseissome500yardsfromwherethefirstEuropeancolonistslandedin1788.FortMacquariewasestablishedthereatBennelongPointin1821.Atramdepotcamealongin1902.Tramswerephasedoutinthe1950s,notlongafterSydneySymphonyOrchestraconductorEugeneGoossensbeganactivelyfloatingtheideaofaconcerthall.Agovernmentofficialseizedontheconceptandestablishedanadvisorycommittee,whichselectedthesiteoftheoldtramshedasthenewhomeoftheSydneyOperaHouse.

In1956,thegovernmentannouncedaninternationaldesigncompetition.Utzonwonthenextyearwithhisdistinctive"soaringsails"visionofaharborsidecenter.Hesaidhisideaforthestructurehadcomefromasimplesource:theorange.澳大利亞的悉尼歌劇院項目于1959年開工，預(yù)算為700萬澳元，原計劃用4年的時間完工，但實際在1973年才竣工，總造價達到了1.2億澳元。

Constructionbeganin1959.Itwassupposedtotakefouryearsandcost$7millionAustralian(US$4.7million)--tobepaidfromlotteryrevenues.Thatturnedouttobeanunrealisticfigure.Constructionwasn'tfinisheduntil14yearslaterin1973,witha$100millionAustralian(US$66million)pricetag.但隨著項目投入到運營后，人們對它的評價卻完全改變了，悉尼歌劇院不久便成為全世界公認的藝術(shù)杰作，被納為人類的一筆寶貴財富。SydneyOperaHousemustbeoneofthemostrecognizableimagesofthemodernworld-uptherewiththeEiffelTowerandtheEmpireStateBuilding-andoneofthemostphotographed.Notonlyisitrecognizable,ithascometorepresent'Australia'.Althoughonlyhavingbeenopensince1973,itisasrepresentativeofAustraliaasthepyramidsareofEgyptandtheColosseumofRome.

SydneyOperaHousefactsandfiguresDesignedbyDanisharchitectJ?rn

Utzon.OpenedbyQueenElizabethIIon20October1973.Presented,asitsfirstperformance,TheAustralianOpera'sproductionofWarandPeacebyProkofiev.Cost$AU102,000,000tobuild.Conducts3000eventseachyear.Providesguidedtoursto200,000peopleeachyear.Hasanannualaudienceof2millionforitsperformances.Includes1000rooms.Is185meterslongand120meterswide.Has2194pre-castconcretesectionsasitsroof.Hasroofsectionsweighingupto15tons.Hasroofsectionsheldtogetherby350kmoftensionedsteelcable.Hasover1milliontilesontheroof.Uses6225squaremetersofglassand645kilometersofelectriccable.WHATCHANGEDPEOPLE’SATTITUDETOIT?ThreeGorgesProject

TheideaofbuildingagiganticdamintheThreeGorgesareatoharnesstheYangtzeRiverisnotnew.Morethanseventyyearago,Dr.SunYat-sen,pioneeroftheChinesedemocraticrevolution,firstproposedthataYangtzeThreeGorgesProjectbeconstructed.Later,numerousexpertsconductedinvestigationsonandpreparatoryworkfortheproject.Butbecauseofhistoricreasonsandlackofresources,thedevelopmentoftheprojectremainedonlyadream.SincethefoundingofthePeople’sRepublicofChinain1949,theprojectwasbackontheagenda.Aftermeticulousfeasibilitystudiesbyexperts,itwasfinallyconcludedthatthemeritsoftheprojectfaroverweighitsdemerits.OnApril3,1992,theNationalPeople’sCongressapprovedtheconstructionoftheproject.TheThreeGorgesProjecthasitsmainbenefitsinfloodcontrol,powergenerationandnavigation.

Targetsachieved:Quality:first-classInvestment(Dynamic):190billion<220billion(RMB)Time:completedontimeatallstagesISTHREEGORGESPROJECTANENVIRONMENTALCATASTROPH?ProjectSuccessPMSuccessVsProjectEnterpriseEconomySocietyEnvironmentIMPACTSOFAPROJECTPROJECTSUCCESSACHIEVEMENTOFGOALSPMSUCCESSProgressiveelaborationisacharacteristicthataccompaniestheconceptsoftemporaryandunique.Progressiveelaborationmeansdevelopinginsteps,andcontinuingbyincrements.不確定性(Uncertainty)項目活動Project操作活動OperationInformation大More二、項目的廣義性項目已滲入到了社會的經(jīng)濟、文化、軍事的各個領(lǐng)域，社會的每一層次和每一角落。項目就在人們身邊(Responsetoachangingenvironment)。

通過項目實現(xiàn)企業(yè)目標項目啟動型企業(yè)

公共事業(yè)項目科研、社會、國防項目Whentheuncertaintyofaprojectdropstonearlyzero,andwhentheprojecteffortisrepeatedalargenumberoftimes,thentheworkisusuallynolongerconsideredaproject.Forexample,buildingaskyscraperisdefinitelyaproject,butmassconstructionofprefabricatedhomesmorecloselyresemblesascheduled,repetitivetaskthanaproject.三、工程項目(ConstructionProject,EngineeringProject)1、定義和構(gòu)成定義在我國建設(shè)項目是固定資產(chǎn)投資項目的簡稱，包括基本建設(shè)項目和更新改造項目。工程項目也稱工程建設(shè)項目或建設(shè)項目，是項目中數(shù)量最大的一類。這里的工程不是一般廣義的工作或勞動，而是指最終成果是一個“實體”的工作或活動。工程項目是指通過特定的工作勞動所建造的某種“工程實體”。工程項目是投資行為與建設(shè)行為相結(jié)合的投資項目。2、工程項目的分類

按劃分的標準不同，工程項目有不同的分類方法按投資的再生產(chǎn)性質(zhì)基本建設(shè)項目更新改造項目按建設(shè)規(guī)模大中小按建設(shè)階段（預(yù)備項目或籌建項目、新開工項目、施工項目、續(xù)建項目、投產(chǎn)項目、收尾項目、停建項目）按投資建設(shè)的用途生產(chǎn)性建設(shè)項目非生產(chǎn)性建設(shè)項目按資金來源（國家預(yù)算撥款項目、銀行貸款項目、企業(yè)聯(lián)合投資項目、企業(yè)自籌項目、利用外資項目、外資項目）項目既然是一次性的社會經(jīng)濟活動，就不是某一個固定的目的物。我們不能說已經(jīng)建好的一棟大樓是一個項目，而只能說建造該大樓的過程或活動是一個項目。所以項目是相對于特定的管理主體而存在的。對某一主體構(gòu)成一個項目的一次性活動，對于另一主體就未必能構(gòu)成一個項目（如一棟大樓的施工任務(wù)）。項目的相對獨立性ProjectVsProductBusinessPlanProductLifeCycleProjectLifeCycleIDEAInitialUpgradeIntermediateFinalDivestmentOperationsProductRelationshipbetweentheproductandtheprojectlifecycles

單項工程：有獨立設(shè)計文件，可以獨立施工，建成后可以發(fā)揮生產(chǎn)能力或效益的工程。生產(chǎn)性建設(shè)項目的單項工程，一般是指能獨立生產(chǎn)的車間、設(shè)計規(guī)定的主要產(chǎn)品生產(chǎn)線等；非生產(chǎn)性建設(shè)項目的單項工程，是指工程項目中能夠發(fā)揮設(shè)計規(guī)定的主要效益的各個獨立工程，如辦公樓、住宅、電影院、圖書館、食堂等。構(gòu)成

單位工程：不能獨立發(fā)揮生產(chǎn)能力，但具有獨立設(shè)計圖紙和獨立施工條件的工程。單位工程是單項工程的組成部分。如某車間是一個單項工程，則車間的建筑工程（即廠房建筑）就是一個單位工程。又如該車間的設(shè)備安裝也是一個單位工程。此外還有電器照明工程（包括室內(nèi)外照明設(shè)備安裝、線路鋪設(shè)、變電與配電設(shè)備的安裝工程）、工業(yè)管道工程（如蒸汽、壓縮空氣、煤氣、輸油管道鋪設(shè)工程）等。分部工程：建筑物按單位工程的部位劃分，亦即單位工程的進一步分解。如建筑工程中的一般土建工程，按照不同的部位、工種和不同的材料結(jié)構(gòu)，大致可以分為土石方工程、基礎(chǔ)工程、磚石工程、混凝土及鋼筋混凝土工程、木結(jié)構(gòu)、木裝修工程等，其中的每一部分即為分部工程。分項工程：是分部工程的組成部分，一般是按工種劃分，也是形成建筑產(chǎn)品基本構(gòu)件的施工過程。分項工程是通過較為簡單的施工過程就能生產(chǎn)出來，并且可以用適當?shù)挠嬃繂挝?，計算工料消耗的最基本?gòu)造因素。例如磚石工程按工程部位，劃分為內(nèi)墻、外墻等分項工程；鋼筋混凝土工程可劃分為模板、鋼筋、混凝土等分項工程；一般墻基工程可劃分為開挖基槽、墊層、基礎(chǔ)灌澆混凝土、防潮等分項工程。3、工程建設(shè)項目的特點建設(shè)項目屬于一個總體設(shè)計或初步設(shè)計范圍內(nèi),由一個或若干個相互有內(nèi)在聯(lián)系的單項工程所組成，建設(shè)中實行統(tǒng)一核算，統(tǒng)一管理的工程項目。

在一定約束條件下，以形成固定資產(chǎn)為特定目標。約束條件：時間約束；資源約束(投資總額)；質(zhì)量約束。

建設(shè)項目需要遵循必要的建設(shè)程序和經(jīng)過特定的建設(shè)過程。建設(shè)項目按照特定的任務(wù)，具有一次性特點的組織方式。表現(xiàn)為資金的一次性投入、建設(shè)地點的固定性、設(shè)計任務(wù)的一次性、施工的單件性。具有投資限額標準。只有達到一定限額投資的才作為建設(shè)項目，不滿限額標準的成為零星固定資產(chǎn)購置。長遠計劃五年計劃預(yù)備項目計劃年度投資計劃項目建議書可行性研究設(shè)計工作建設(shè)準備施工安裝生產(chǎn)準備竣工驗收生產(chǎn)經(jīng)營項目后評價投資估算設(shè)計概算施工圖預(yù)算竣工決算大中型和限額以上項目基本建設(shè)程序

世界銀行貸款項目的項目周期項目選定(ProjectIdentification)項目準備(ProjectPreparation)項目評估(ProjectAppraisal)項目談判(ProjectNegotiation)項目執(zhí)行與監(jiān)督(ProjectExecutionandSupervision)項目的后評價(ProjectPost-Evaluation)建設(shè)階段Development時間設(shè)計/計劃Design運行階段O&M施工階段Construction實施階段Execution前期策劃Concept生命期Lifecycle4.生命期的概念ConceptofLifecycle

Becauseprojectsareuniqueundertakings,theyinvolveadegreeofuncertainty,organizationsperformingprojectswillusuallydivideprojectintoseveralprojectphasestoprovidebettermanagementcontrolandappropriatelinkstotheongoingoperationsoftheperformingorganization.Collectively,theprojectphasesareknownastheprojectlifecycle.Eachprojectphaseismarkedbycompletionofoneormoredeliverables.Adeliverableisatangible,verifiableworkproductsuchasafeasibilitystudy,adetaildesign,oraworkingprototype.

建設(shè)項目各個階段都有明確的任務(wù)和工作內(nèi)容，以各種重要可交付性成果(Deliverables)為任務(wù)完成的標志：

決策階段：這一階段主要進行項目的前期工作，包括項目機會研究、可行性研究、項目立項、融資、選址等。決策階段以業(yè)主需求的形成為標志。設(shè)計階段：設(shè)計階段主要是依照業(yè)主提出的要求進行建設(shè)項目的設(shè)計。通常設(shè)計包括概念設(shè)計、基本設(shè)計和詳細設(shè)計。設(shè)計階段以建設(shè)項目設(shè)計文檔的完成為標志。

計劃階段：計劃階段指的是編制建設(shè)項目的施工組織計劃和方案的階段。該階段以施工組織計劃和方案的形成為標志。施工階段：施工階段指的是按設(shè)計圖紙和施工組織計劃進行具體項目實施的階段，是建設(shè)項目的物理實現(xiàn)，形成項目產(chǎn)品的過程。該階段以建設(shè)項目的竣工移交為標志。

運營階段：該階段包括建設(shè)項目從投入使用直至拆除的全過程。建設(shè)項目集成化管理中關(guān)注的主要是項目使用過程中的維護、維修、擴建和改建等要求該階段以項目的物理拆除為標志。后評價階段：后評價通常在建設(shè)項目投入運營一段時間后進行。建設(shè)項目后評價是評定項目決策時預(yù)定目標的實現(xiàn)程度，它主要包括項目的目標評價、項目實施過程評價、項目效益評價、項目影響評價和項目持續(xù)性評價等內(nèi)容。通過后評價可以為以后的類似項目的決策和實施積累經(jīng)驗。

Plan/DesignConceptConstructionO&MInterrelationsOverlap建設(shè)項目階段的相互關(guān)系

項目參與方(Participants)

在項目的生命期中，由不同的參與者承擔不同的工作任務(wù)，這些任務(wù)屬于整個建設(shè)項目的不同階段。大型復(fù)雜的項目往往有多方面的人參與，例如業(yè)主、投資方、貸款方、承包人、供貨商、建筑/設(shè)計師、監(jiān)理工程師、咨詢顧問等。他們往往通過合同和協(xié)議聯(lián)系在一起，共同參與項目。各參與者的工作任務(wù)都符合項目的定義，各參與者都將自己的工作任務(wù)稱為“項目”，都要進行項目管理，都有自己的項目管理組織。

OWNERS

Ownerscanbeindividualsseekingahomefortheirgrowingfamily,alargeorganizationrespondingtoachangeintechnology,amunicipalityseekingtoimproveitsinfrastructure,oradeveloperworkingtomakemoneybyfillingaperceivedmarketneed.Themotivationtobuildisasvariedastheprofileoftheindividualsandcompanies.Whateverthemotivation,however,theowneriswheretheprojectisborn.

PublicOwnersOne-quarteroftheconstructionintheUnitedStatesisdonewithpublicmoney.Themoneycanbefromlocal,state,orfederalsources,butinallcasestheowneristhetaxpayer.

Someoftheseprojectsaredonethroughpublicagenciesthatcommissiontheconstruction.Somepubliclyfundedprojectsaremanagedbyprivateorganizationssuchasuniversitiesorhospitals.

PrivateOwnersMostconstructionisfinancedthroughprivateownership.Thiscategoryincludesboththehomeownerwhobuildsonlyonehouseinalifetimeandthemultinationalcompanythatownsnumerousfacilities.Adeveloperisaspecialtypeofprivateownerwhooftenownstheprojectonlyforthedurationofconstruction.Thegoalistomakemoney,eitherthroughaquicksaleorthroughlong-termrentals.OwnerRepresentativesBecauseownerscanbeanyindividualororganizationthattakesonaconstructionproject,itisdifficulttofindacommonprofile.Facilitymanagersarethemostcommonprofessionalownerrepresentatives,whoareoftenthepeoplewhodeterminewhenconstructionprojectsarenecessary.Organizationswithoutlargein-housedepartmentsoftenhireoutsideconsultantstomanageconstructionprojects.

DESIGNPROFESSIONALS

Architectsandengineersaretheprincipledesignersofconstructionprojects.Onmostbuildingandresidentialsectorprojects,thearchitectistheleaddesigner,layingouttheconceptonpaperwiththeowner.Theengineerisusuallybroughtinafterthebasicconceptisworkedoutbutbeforethedetailsaredeveloped.Theengineerdesignsthebuildingsystems:structuresaswellasmechanical,electrical,andplumbingsystems.Oninfrastructureandindustrialprojects,theleaderdesignerisusuallyanengineer;thearchitectisbroughtintoworkontheaesthetics.Forexample,onarefineryproject,theengineerdesignsthemechanical,electrical,andstructuralsystems,whilethearchitecthandlestheofficespacesandbuildingcolorschemes.

CONSTRUCTIONPROFESSIONALS

Constructors

Constructoristhegeneraltermusedtodefinetheprofessionalresponsibleforallconstructionactivities,whetherheorsheworksasageneralcontractororaconstructionmanager.Ofthethreemajorparticipantsontheprojectteam,theconstructorhaschangedmostintermsoftypeandtrainingofpersonnel.

Inthepast,companyexecutivesrosethroughtheindustry’sranks,ofstartingascarpentersorlaborers.Today,companyheadsaregraduatesofbusinessschoolsorpeoplewithexperienceintherealestateordevelopmentindustries.Theirknowledgeofthedetailsofconstructionissupportedbytheexpertiseofspecialtysubcontractors.

SpecialtyConstructors

Generallyknownassubcontractors,thesespecialtyfirmsincludemechanical,electrical,excavation,anddemolitioncontractors.Theyareusuallyhiredbyandworkdirectlyforageneralcontractor.

TheTrades

Fromthetimethefirstpencilislaidtopaperinthedesignprocesstothecompletionofshopdrawingsandcoordinationdrawings,thegoalistoinstructthepeoplewhoactuallyperformtheworkinthefield:thetrades-people.Thetradesformthecoreoftheconstructionindustry—aconstantthroughoutitshistory.Someofthebasictrades:Piledrivers;Ironworkers;Cementmasons;Sheetmetalworkers;Plasterers;PlumbersandPipefitters;Electricians;Bricklayers;Glaziers;Roofers;Carpenters.

MaterialSuppliers

Aprojectmayhavetalenteddesigners,innovativeconstructors,andwealthy,sophisticatedowners;butwithoutmaterialstobuildwith,theprojectwouldbeonlyadream.Materialsandbuildingcomponentsaremanufactured,fabricated,andsometimesinstalledbysuppliers.

EquipmentSuppliers

Dependingontheproject,equipmentcanplayaverybigroleinconstruction.Highwayjobs,largeexcavations,bridges,tunnels,andtallbuildingsallrelyheavilyontheuseofequipmenttocarryoutthework.Thepeoplewhosupplythisequipmentofferitforsaleorrent.Amajordifferencebetweenequipmentandmaterialisthattheequipmentdoesnotbecomepartoftheprojectattheend.顧主投資方(股東)貸款方(銀行)設(shè)計師咨詢顧問承包商監(jiān)理工程師供應(yīng)商投資協(xié)議貸款協(xié)議設(shè)計合同咨詢合同承包合同監(jiān)理合同供應(yīng)合同

利益相關(guān)者(Stakeholders)

還有一些個人和組織，其利益受項目的影響，同時他們的行為也會影響到項目的產(chǎn)出。這類個人和組織被稱為利益相關(guān)者、利害相關(guān)者或項目干系人(Stakeholders)。除了直接參與項目活動的參與者外，項目利益相關(guān)者還可能包括政府的有關(guān)部門、社區(qū)公眾、新聞媒體、市場中潛在的競爭對手和合作伙伴等。

因此，在項目過程中，應(yīng)清楚存在那些項目利益相關(guān)者，他們各自的需求和期望是什么，對于項目管理者來說非常重要。只有這樣，才能對利益相關(guān)者的需求和期望進行管理并施加影響，調(diào)動其積極因素，化解其消極因素，確保項目的成功。運行階段前期策劃設(shè)計/計劃施工階段建設(shè)單位投資者設(shè)計單位承包商建設(shè)項目的參與方5、生命期的理解全過程建設(shè)項目的生命期包括建設(shè)期和運營期，而任何一個項目帶來收益，或者說其功能的實現(xiàn)是在運營期。所以項目的目標設(shè)定應(yīng)著眼于運營期目標，努力實現(xiàn)項目功能的最優(yōu)化及可持續(xù)發(fā)展能力。然后在滿足全生命期目標的前提下，設(shè)定各階段目標。

全員性建設(shè)項目涉及多個參與方，他們的活動和努力共同實現(xiàn)項目的目標。因此在項目過程中，很重要的一點是協(xié)調(diào)各方的角色和關(guān)系，使他們在滿足各自利益的前提下，對項目目標產(chǎn)生盡可能大的貢獻。

可持續(xù)性此處談及的可持續(xù)性是指項目循環(huán)的可持續(xù)性。雖然項目活動是一次性的，但對于多個項目循環(huán)來說，項目與項目之間是連續(xù)的。任何一個項目都會運用以往項目的經(jīng)驗，同時為下一次項目循環(huán)積累知識。四、工程項目管理1、管理的任務(wù)和職能任務(wù)Managementistheprocessofcoordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople.管理是對組織的資源進行有效整合以達到組織既定目標與責任的動態(tài)創(chuàng)造性活動。職能Planning,Organizing,Commanding,CoordinatingandControllingIntotal,thesefunctionsrepresentthemanagementprocess.Someofthespecificactivitiesinvolvedineachfunctioninclude:Planning.Establishinggoalsandstandards;developingrulesandprocedures;developingplansandforecasting—predictingorprojectingsomefutureoccurrence.Organizing.Givingeachsubordinateaspecifictask;establishingdepartments;delegatingauthoritytosubordinates;establishingchannelsofauthorityandcommunication;coordinatingtheworkofsubordinates.Staffing.Decidingwhattypeofpeopleshouldbehired;recruitingprospectiveemployees;selectingemployees;settingperformancestandards;compensatingemployees;evaluatingperformance;counselingemployees;traininganddevelopingemployees.Leading.Gettingotherstogetthejobdone;maintainingmorale;motivatingsubordinates.Controlling.Settingstandardssuchassalesquotas,qualitystandards,orproductionlevels;checkingtoseehowactualperformancecompareswiththesestandards;takingcorrectiveactionasneeded.PlanningOrganizingLeadershipControlChange(OrganizationalGoals)ThefunctionsofmanagementCopingwith“temporariness”Managershavealwaysbeenconcernedwithchange.What’sdifferentnowadaysisthelengthofbetweenchanges.Inthepast,managingcouldbecharacterizedbylongperiodsofstability,interruptedoccasionallybyshortperiodsofchange.Managingtodaywouldbemoreaccuratelydescribedaslongperiodsofongoingchange,interruptedoccasionallybyshortperiodsofstability.EfficiencyandeffectivenessinmanagementResourceusageGoalattainmentEfficiency(Means)Effectiveness(Ends)LowwasteHighattainmentManagementStrivesfor:Lowresourcewaste(highefficiency)Highgoalattainment(higheffectiveness)2、管理的理論觀點ManagementViewpointsThecurrentviewpointabouthowtomanageorganizationsisbutthelatestinanevolvingseriesofmanagementpropositionsandmethodologies.ClassicalviewpointBehavioralviewpointSystemsviewpointContingencyviewpoint

ClassicalviewpointTheearliest,calledtheclassicalviewpoint,originatedatthestartofthe20thcentury.Thisheldthattherewasonebestwaytomanagewithacorrespondingsetofuniversalbureaucraticandscientificmanagementprinciplesthatappliedtoallsituations.FrederickWinslowTaylor,“PrinciplesofScientificManagement”,“pigironexperiment”FrankandLillianGilbreth,microchronometer,“bricklayingexperiment”HenryFayol,“Principlesofmanagement”MaxWeber,bureaucracyIntheory,theprinciplesareusefulforoutliningthekindsofthingsmanagersshoulddo.Thedrawbackisthattheprinciplespresumemuchmoreorderandrationalitythanactuallyexistsinorganizations,thereforetheyprovidepoorguidanceabouthowmanagersshouldpracticetheseprinciplesindifferentsituations.

BehavioralviewpointThe1930sbroughtthebehavioralviewpointinwhichtheemphasisshiftedfromworkprinciplestothehumanandsocialaspectsoforganizations.Fouroutstandingearlyadvocators:RobertOwen,HugoMunsterberg,MaryParkerFollettandChesterBarnardEltonMayo,“TheHawthornestudies”Thecontributionofthisviewpointisthatithighlightedtheimportanceofleadershipstyle,groupdynamics,andsocialenvironment,conceptsneveracknowledgedbytheclassicaltheorists.Thebehaviorists,however,liketheirclassicalcounterparts,tendedtolookatmanagementrathernarrowly.Humanandorganizationbehavioraremorecomplexthantheypresumed,andmanybehavioristtheoriesconcerningsatisfaction,morale,andproductivityaretoosimplistictobeofpracticaluse.Intheend,managersstillhavetorelyontheirownbestjudgment.ContemporaryTheoriesofMotivation

ERGTheory:Existence;Relatedness;GrowthThree-NeedsTheory:NeedforAchievement;NeedforPower;NeedforAffiliationGoal-SettingTheory:Thepropositionthatspecificgoalsincreaseperformanceandthatdifficultgoals,whenaccepted,resultinhigherperformancethandoeasygoals.ReinforcementTheory:Thetheorythatbehaviorisafunctionofitsconsequences.DesigningMotivatingJobs:Jobenlargement(jobscope);Jobenrichment(jobdepth).Jobcharacteristicsmodel(JCM)EquityTheory:Thetheorythatanemployeecompareshisorherjob’sinputs-outcomesratiowiththatofrelevantothersandthencorrectsanyinequity.ExpectancyTheory:Thetheorythatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.

SystemsviewpointDuringWorldWarIIthethirdviewpoint,calledsystemsapproach,wasintroduced.Whereasthefirsttwoviewpointssoughttosimplifymanagementthroughconceptsthatwouldfitallsituations,thesystemsviewpointacknowledgescomplexityandcausalrelationships.Simplystated,beforethemanagercanprescribeaction,shemustfirstunderstandthesystemanditsrelationshipwiththeenvironment.Theapproachsuggestedwaystounderstandtheelementsanddynamicsofasituation,andmodelstohelpclarifyproblemsandidentifycoursesofaction.Buteventhesemodelswerenotpanacea.Theycouldnotalwaysbereliedupontotellthemanagerwhattodobecausetheycouldnotadequatelyrepresent“nonquantifiables”suchashumanmotivations,emotions,andvalues.Eventhesystemsviewpointmusteventuallybesupplementedbythejudgmentofthemanager.

ContingencyviewpointAllthreeviewpointsrepresentdifferentperspectives,allmakevaluablecontributionstomanagementtheoryandpractice,andallhavelimitations.Thecurrentcontingencyviewpointrecognizesthatnoneofthemalonecanguideamanagerinallaspectsofthejobineverysituation.Thecurrentviewpoint,whichincludesideaslikesituationalleadershipandthecontingencyapproachtomanagement,stressesthatallthreeviewscanbeappliedindependentlyorinsomecombination,dependinguponthesituation.Thecontingencyviewpointsuggeststhatformanagementpracticetobeeffective,itmustbeconsistentwiththerequirementsoftheenvironment,thetaskstobeperformed,andthepeoplewhoperformthem.Amanagershouldbefamiliarwiththeconceptsofthethreeearlierviewpoints,beabletounderstandanddiagnoseeachsituation,andthenchoosethemostappropriatemixofprocedures,leadershipstyles,andmanagementfunctions.Thecontingencyviewpointdoesnotprovidesolutionstowhatworksinallsituations,butdoessuggestwhattendstoworkbestinspecificcases.Projectmanagementistheapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsfromaproject.Meetingorexceedingstakeholderneedsandexpectationsinvariablyinvolvesbalancingcompetingdemandsamong:--scope,time,cost,andquality.--Stakeholderswithdifferingneedsandexpectations.--Identifiedrequirements(needs)andunidentifiedrequirements(expectations).

----AGuidetotheProjectManagementBodyofKnowledge3、項目管理的定義

項目管理是在項目活動中運用知識、技能、工具和技術(shù)，以便滿足和超過項目業(yè)主對項目的需求和期望。滿足和超過項目業(yè)主的需求和期望總是包含在下列各種矛盾的需求之間尋求平衡：范圍、時間、費用和質(zhì)量；有不同要求和期望的項目業(yè)主；已明確的需求和未明確的需求。TheUKAssociationforProjectmanagementdefinesitas‘theplanning,organization,monitoringandcontrolofallaspectsofaprojectandthemotivationofallinvolvedtoachieveprojectobjectivessafelyandwithinagreedtime,costandperformancecriteria’.TheBritishStandardsInstitute(BS6079)definesitas‘theplanning,monitoringandcontrolofallaspectsofaprojectandthemotivationofallthoseinvolvedtoachievetheprojectobjectivesontimeandtocost,qualityandperformance’.項目啟動過程（ProjectInitiating）:初步確定項目組成員、項目量限、項目計劃等；Initiatingprocesses—recognizingthataprojectorphaseshouldbeginandcommittingtodoso;項目的進程管理（動態(tài)）項目計劃過程（ProjectPlanning）:建立WBS（工作分解結(jié)構(gòu)），確認項目流程、項目詳細計劃，評審、批準計劃；Planningprocesses—devisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectwasundertakentoaddress;項目的進程管理（動態(tài)）項目執(zhí)行過程（ProjectExecuting）:組織和協(xié)調(diào)人力資源和其他資源，激勵團隊完成工作計劃；Executingprocesses—coordinatingpeopleandotherresourcestocarryouttheplan;項目的進程管理（動態(tài)）項目控制過程（ProjectControlling）:制訂項目工作標準、監(jiān)督、糾偏等。Controllingprocesses—ensuringthatprojectobjectivesandmetbymonitoringandmeasuringprogressandtakingcorrectiveactionwhennecessary;項目的進程管理（動態(tài)）

項目收尾（ProjectClosing）:完成項目移交。

Closingprocesses—formalizingacceptanceoftheprojectorphaseandbringingittoanorderlyend.項目的進程管理（動態(tài)）InitiatingProcessesPlanningProcessesExecutingProcessesControllingProcessesClosingProcessesLinksamongprocessgroupsinaphaseArrowspresentFlowsofDocumentsandDocumentableItems.Theprocessgroupsarelinkedbytheresultstheyproduce—theresultorOutcomeofonebecomesaninputtoanother.AnunderlyingconceptfortheinteractionamongtheprojectmanagementprocessesisthePDCAcycle(asdefinedbyShewhartandmodifiedbyDeming).PlanDoCheckActionInitiatingprocessesClosingprocessesPlanningprocessesExecutingprocessesMonitoring&controllingprocessesProjectmanagementprocessgroupsmappedtothePDCAcycle項目管理九大知識領(lǐng)域（靜態(tài)）(1)項目范圍管理（ProjectScopeManagement）是指對一個項目從立項到結(jié)束所涉及范圍進行的管理和控制；(2)項目時間管理（ProjectTimeManagement）也就是進度管理或工期管理；(3)項目成本管理（ProjectCostManagement）即項目結(jié)算、項目預(yù)算編制和控制等活動；(4)項目質(zhì)量管理（ProjectQualityManagement）(5)項目人力資源管理(ProjectHumanResourceManagement)對人力資源的規(guī)劃、開發(fā)、配置、評估、激勵等工作；(6)項目溝通管理（ProjectCommunicationManagement）包括項目內(nèi)外部溝通，信息傳遞方式、內(nèi)容和過程管理，項目團體有關(guān)思想感情等活動的管理；

(7)項目風(fēng)險管理（ProjectRiskManagement）包括項目風(fēng)險識別、評價與控制等過程；

(8)項目采購管理（ProjectProcurementManagement）項目組織從外部尋求和采購資源的過程，如招標；

(9)項目集成管理（ProjectIntegrationManagement）指項目管理的全局性工作。ProjectManagementBodyofKnowledgePMBOKGuideInterpersonalSkillsApplicationAreaKnowledge,StandardsandRegulationsGeneralManagementKnowledge&SkillsUnderstandingProjectEnvironment4、工程項目管理的類型項目管理分類按管理主體不同劃分按管理層次劃分按內(nèi)涵和范圍劃分業(yè)主方項目管理咨詢監(jiān)理方項目管理承包方項目管理BOT項目管理宏觀項