工程項(xiàng)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(zhǎng)城埃及的金字塔修理水龍頭組織野餐舉辦運(yùn)動(dòng)會(huì)開發(fā)新軟件研制航天飛機(jī)長(zhǎng)江三峽工程由人來實(shí)施的；受制于有限的資源；需要計(jì)劃、實(shí)施和控制Whydoweclassify?Toclassifymeanstogroupsimilarthings.Taxonomy:principlesofclassification.CRITERION!分類的目的：把多個(gè)事物中具有相同或相近屬性的事物歸為一類，有利于對(duì)客觀事物進(jìn)行科學(xué)的管理。

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

項(xiàng)目是用來創(chuàng)建唯一性的產(chǎn)品或服務(wù)的臨時(shí)性努力。Temporarymeansthateveryprojecthasadefinitebeginningandadefiniteend;uniquemeansthattheproductorserviceisdifferentfromallothers.Mostdistinguishingcharacteristics臨時(shí)性是指每一個(gè)項(xiàng)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(diǎn)：一次性(Temporary)

獨(dú)特性(Unique)

目標(biāo)的確定性(Objectives)

活動(dòng)的整體性(Integration)

組織的臨時(shí)性和開放性(TemporaryandOpen)

開發(fā)與實(shí)施的漸進(jìn)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(xiàng)目的成功成功的項(xiàng)目Vs悉尼歌劇院澳大利亞的悉尼歌劇院項(xiàng)目于1959年開工，預(yù)算為700萬美元，原計(jì)劃用4年的時(shí)間完工，但實(shí)際在1973年才竣工，總造價(jià)達(dá)到了1.2億美元。該項(xiàng)目因?yàn)檫^度超工期和預(yù)算，在建設(shè)過程中遭到了人們強(qiáng)烈的反對(duì)，甚至在項(xiàng)目剛完工時(shí)也不被看作是一個(gè)成功的項(xiàng)目。但隨著項(xiàng)目投入到運(yùn)營(yíng)后，人們對(duì)它的評(píng)價(jià)卻完全改變了，人們不再因?yàn)轫?xiàng)目過度超工期和預(yù)算而責(zé)難它，反而給予了很高的評(píng)價(jià)。悉尼歌劇院不久便成為全世界公認(rèn)的藝術(shù)杰作，被納為人類的一筆寶貴財(cái)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(xiàng)目于1959年開工，預(yù)算為700萬澳元，原計(jì)劃用4年的時(shí)間完工，但實(shí)際在1973年才竣工，總造價(jià)達(dá)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(xiàng)目投入到運(yùn)營(yíng)后，人們對(duì)它的評(píng)價(jià)卻完全改變了，悉尼歌劇院不久便成為全世界公認(rèn)的藝術(shù)杰作，被納為人類的一筆寶貴財(cái)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(xiàng)目活動(dòng)Project操作活動(dòng)OperationInformation大More二、項(xiàng)目的廣義性項(xiàng)目已滲入到了社會(huì)的經(jīng)濟(jì)、文化、軍事的各個(gè)領(lǐng)域，社會(huì)的每一層次和每一角落。項(xiàng)目就在人們身邊(Responsetoachangingenvironment)。

通過項(xiàng)目實(shí)現(xiàn)企業(yè)目標(biāo)項(xiàng)目啟動(dòng)型企業(yè)

公共事業(yè)項(xiàng)目科研、社會(huì)、國防項(xiàng)目Whentheuncertaintyofaprojectdropstonearlyzero,andwhentheprojecteffortisrepeatedalargenumberoftimes,thentheworkisusuallynolongerconsideredaproject.Forexample,buildingaskyscraperisdefinitelyaproject,butmassconstructionofprefabricatedhomesmorecloselyresemblesascheduled,repetitivetaskthanaproject.三、工程項(xiàng)目(ConstructionProject,EngineeringProject)1、定義和構(gòu)成定義在我國建設(shè)項(xiàng)目是固定資產(chǎn)投資項(xiàng)目的簡(jiǎn)稱，包括基本建設(shè)項(xiàng)目和更新改造項(xiàng)目。工程項(xiàng)目也稱工程建設(shè)項(xiàng)目或建設(shè)項(xiàng)目，是項(xiàng)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(dòng)，而是指最終成果是一個(gè)“實(shí)體”的工作或活動(dòng)。工程項(xiàng)目是指通過特定的工作勞動(dòng)所建造的某種“工程實(shí)體”。工程項(xiàng)目是投資行為與建設(shè)行為相結(jié)合的投資項(xiàng)目。2、工程項(xiàng)目的分類

按劃分的標(biāo)準(zhǔn)不同，工程項(xiàng)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(xiàng)目更新改造項(xiàng)目按建設(shè)規(guī)模大中小按建設(shè)階段（預(yù)備項(xiàng)目或籌建項(xiàng)目、新開工項(xiàng)目、施工項(xiàng)目、續(xù)建項(xiàng)目、投產(chǎn)項(xiàng)目、收尾項(xiàng)目、停建項(xiàng)目）按投資建設(shè)的用途生產(chǎn)性建設(shè)項(xiàng)目非生產(chǎn)性建設(shè)項(xiàng)目按資金來源（國家預(yù)算撥款項(xiàng)目、銀行貸款項(xiàng)目、企業(yè)聯(lián)合投資項(xiàng)目、企業(yè)自籌項(xiàng)目、利用外資項(xiàng)目、外資項(xiàng)目）項(xiàng)目既然是一次性的社會(huì)經(jīng)濟(jì)活動(dòng)，就不是某一個(gè)固定的目的物。我們不能說已經(jīng)建好的一棟大樓是一個(gè)項(xiàng)目，而只能說建造該大樓的過程或活動(dòng)是一個(gè)項(xiàng)目。所以項(xiàng)目是相對(duì)于特定的管理主體而存在的。對(duì)某一主體構(gòu)成一個(gè)項(xiàng)目的一次性活動(dòng)，對(duì)于另一主體就未必能構(gòu)成一個(gè)項(xiàng)目（如一棟大樓的施工任務(wù)）。項(xiàng)目的相對(duì)獨(dú)立性ProjectVsProductBusinessPlanProductLifeCycleProjectLifeCycleIDEAInitialUpgradeIntermediateFinalDivestmentOperationsProductRelationshipbetweentheproductandtheprojectlifecycles

單項(xiàng)工程：有獨(dú)立設(shè)計(jì)文件，可以獨(dú)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(xiàng)目的單項(xiàng)工程，一般是指能獨(dú)立生產(chǎn)的車間、設(shè)計(jì)規(guī)定的主要產(chǎn)品生產(chǎn)線等；非生產(chǎn)性建設(shè)項(xiàng)目的單項(xiàng)工程，是指工程項(xiàng)目中能夠發(fā)揮設(shè)計(jì)規(guī)定的主要效益的各個(gè)獨(dú)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(dú)立發(fā)揮生產(chǎn)能力，但具有獨(dú)立設(shè)計(jì)圖紙和獨(dú)立施工條件的工程。單位工程是單項(xiàng)工程的組成部分。如某車間是一個(gè)單項(xiàng)工程，則車間的建筑工程（即廠房建筑）就是一個(gè)單位工程。又如該車間的設(shè)備安裝也是一個(gè)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(jìn)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(xiàng)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(xiàng)工程是通過較為簡(jiǎn)單的施工過程就能生產(chǎn)出來，并且可以用適當(dāng)?shù)挠?jì)量單位，計(jì)算工料消耗的最基本構(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(xiàng)工程；鋼筋混凝土工程可劃分為模板、鋼筋、混凝土等分項(xiàng)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(xiàng)工程。3、工程建設(shè)項(xiàng)目的特點(diǎn)建設(shè)項(xiàng)目屬于一個(gè)總體設(shè)計(jì)或初步設(shè)計(jì)范圍內(nèi),由一個(gè)或若干個(gè)相互有內(nèi)在聯(lián)系的單項(xiàng)工程所組成，建設(shè)中實(shí)行統(tǒng)一核算，統(tǒng)一管理的工程項(xiàng)目。

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

建設(shè)項(xiàng)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(xiàng)目按照特定的任務(wù)，具有一次性特點(diǎn)的組織方式。表現(xiàn)為資金的一次性投入、建設(shè)地點(diǎn)的固定性、設(shè)計(jì)任務(wù)的一次性、施工的單件性。具有投資限額標(biāo)準(zhǔn)。只有達(dá)到一定限額投資的才作為建設(shè)項(xiàng)目，不滿限額標(biāo)準(zhǔn)的成為零星固定資產(chǎn)購置。長(zhǎng)遠(yuǎn)計(jì)劃五年計(jì)劃預(yù)備項(xiàng)目計(jì)劃年度投資計(jì)劃項(xiàng)目建議書可行性研究設(shè)計(jì)工作建設(shè)準(zhǔn)備施工安裝生產(chǎn)準(zhǔn)備竣工驗(yàn)收生產(chǎn)經(jīng)營(yíng)項(xiàng)目后評(píng)價(jià)投資估算設(shè)計(jì)概算施工圖預(yù)算竣工決算大中型和限額以上項(xiàng)目基本建設(shè)程序

世界銀行貸款項(xiàng)目的項(xiàng)目周期項(xiàng)目選定(ProjectIdentification)項(xiàng)目準(zhǔn)備(ProjectPreparation)項(xiàng)目評(píng)估(ProjectAppraisal)項(xiàng)目談判(ProjectNegotiation)項(xiàng)目執(zhí)行與監(jiān)督(ProjectExecutionandSupervision)項(xiàng)目的后評(píng)價(jià)(ProjectPost-Evaluation)建設(shè)階段Development時(shí)間設(shè)計(jì)/計(jì)劃Design運(yùn)行階段O&M施工階段Construction實(shí)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(xiàng)目各個(gè)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(biāo)志：

決策階段：這一階段主要進(jìn)行項(xiàng)目的前期工作，包括項(xiàng)目機(jī)會(huì)研究、可行性研究、項(xiàng)目立項(xiàng)、融資、選址等。決策階段以業(yè)主需求的形成為標(biāo)志。設(shè)計(jì)階段：設(shè)計(jì)階段主要是依照業(yè)主提出的要求進(jìn)行建設(shè)項(xiàng)目的設(shè)計(jì)。通常設(shè)計(jì)包括概念設(shè)計(jì)、基本設(shè)計(jì)和詳細(xì)設(shè)計(jì)。設(shè)計(jì)階段以建設(shè)項(xiàng)目設(shè)計(jì)文檔的完成為標(biāo)志。

計(jì)劃階段：計(jì)劃階段指的是編制建設(shè)項(xiàng)目的施工組織計(jì)劃和方案的階段。該階段以施工組織計(jì)劃和方案的形成為標(biāo)志。施工階段：施工階段指的是按設(shè)計(jì)圖紙和施工組織計(jì)劃進(jìn)行具體項(xiàng)目實(shí)施的階段，是建設(shè)項(xiàng)目的物理實(shí)現(xiàn)，形成項(xiàng)目產(chǎn)品的過程。該階段以建設(shè)項(xiàng)目的竣工移交為標(biāo)志。

運(yùn)營(yíng)階段：該階段包括建設(shè)項(xiàng)目從投入使用直至拆除的全過程。建設(shè)項(xiàng)目集成化管理中關(guān)注的主要是項(xiàng)目使用過程中的維護(hù)、維修、擴(kuò)建和改建等要求該階段以項(xiàng)目的物理拆除為標(biāo)志。后評(píng)價(jià)階段：后評(píng)價(jià)通常在建設(shè)項(xiàng)目投入運(yùn)營(yíng)一段時(shí)間后進(jìn)行。建設(shè)項(xiàng)目后評(píng)價(jià)是評(píng)定項(xiàng)目決策時(shí)預(yù)定目標(biāo)的實(shí)現(xiàn)程度，它主要包括項(xiàng)目的目標(biāo)評(píng)價(jià)、項(xiàng)目實(shí)施過程評(píng)價(jià)、項(xiàng)目效益評(píng)價(jià)、項(xiàng)目影響評(píng)價(jià)和項(xiàng)目持續(xù)性評(píng)價(jià)等內(nèi)容。通過后評(píng)價(jià)可以為以后的類似項(xiàng)目的決策和實(shí)施積累經(jīng)驗(yàn)。

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

項(xiàng)目參與方(Participants)

在項(xiàng)目的生命期中，由不同的參與者承擔(dān)不同的工作任務(wù)，這些任務(wù)屬于整個(gè)建設(shè)項(xiàng)目的不同階段。大型復(fù)雜的項(xiàng)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(jì)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(xiàng)目。各參與者的工作任務(wù)都符合項(xiàng)目的定義，各參與者都將自己的工作任務(wù)稱為“項(xiàng)目”，都要進(jìn)行項(xiàng)目管理，都有自己的項(xiàng)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(jì)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(jì)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(gè)人和組織，其利益受項(xiàng)目的影響，同時(shí)他們的行為也會(huì)影響到項(xiàng)目的產(chǎn)出。這類個(gè)人和組織被稱為利益相關(guān)者、利害相關(guān)者或項(xiàng)目干系人(Stakeholders)。除了直接參與項(xiàng)目活動(dòng)的參與者外，項(xiàng)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(chǎng)中潛在的競(jìng)爭(zhēng)對(duì)手和合作伙伴等。

因此，在項(xiàng)目過程中，應(yīng)清楚存在那些項(xiàng)目利益相關(guān)者，他們各自的需求和期望是什么，對(duì)于項(xiàng)目管理者來說非常重要。只有這樣，才能對(duì)利益相關(guān)者的需求和期望進(jìn)行管理并施加影響，調(diào)動(dòng)其積極因素，化解其消極因素，確保項(xiàng)目的成功。運(yùn)行階段前期策劃設(shè)計(jì)/計(jì)劃施工階段建設(shè)單位投資者設(shè)計(jì)單位承包商建設(shè)項(xiàng)目的參與方5、生命期的理解全過程建設(shè)項(xiàng)目的生命期包括建設(shè)期和運(yùn)營(yíng)期，而任何一個(gè)項(xiàng)目帶來收益，或者說其功能的實(shí)現(xiàn)是在運(yùn)營(yíng)期。所以項(xiàng)目的目標(biāo)設(shè)定應(yīng)著眼于運(yùn)營(yíng)期目標(biāo)，努力實(shí)現(xiàn)項(xiàng)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(biāo)的前提下，設(shè)定各階段目標(biāo)。

全員性建設(shè)項(xiàng)目涉及多個(gè)參與方，他們的活動(dòng)和努力共同實(shí)現(xiàn)項(xiàng)目的目標(biāo)。因此在項(xiàng)目過程中，很重要的一點(diǎn)是協(xié)調(diào)各方的角色和關(guān)系，使他們?cè)跐M足各自利益的前提下，對(duì)項(xiàng)目目標(biāo)產(chǎn)生盡可能大的貢獻(xiàn)。

可持續(xù)性此處談及的可持續(xù)性是指項(xiàng)目循環(huán)的可持續(xù)性。雖然項(xiàng)目活動(dòng)是一次性的，但對(duì)于多個(gè)項(xiàng)目循環(huán)來說，項(xiàng)目與項(xiàng)目之間是連續(xù)的。任何一個(gè)項(xiàng)目都會(huì)運(yùn)用以往項(xiàng)目的經(jīng)驗(yàn)，同時(shí)為下一次項(xiàng)目循環(huán)積累知識(shí)。四、工程項(xiàng)目管理1、管理的任務(wù)和職能任務(wù)Managementistheprocessofcoordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople.管理是對(duì)組織的資源進(jìn)行有效整合以達(dá)到組織既定目標(biāo)與責(zé)任的動(dòng)態(tài)創(chuàng)造性活動(dòng)。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(diǎn)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(xiàng)目管理的定義

項(xiàng)目管理是在項(xiàng)目活動(dòng)中運(yùn)用知識(shí)、技能、工具和技術(shù)，以便滿足和超過項(xiàng)目業(yè)主對(duì)項(xiàng)目的需求和期望。滿足和超過項(xiàng)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(shí)間、費(fèi)用和質(zhì)量；有不同要求和期望的項(xiàng)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(xiàng)目啟動(dòng)過程（ProjectInitiating）:初步確定項(xiàng)目組成員、項(xiàng)目量限、項(xiàng)目計(jì)劃等；Initiatingprocesses—recognizingthataprojectorphaseshouldbeginandcommittingtodoso;項(xiàng)目的進(jìn)程管理（動(dòng)態(tài)）項(xiàng)目計(jì)劃過程（ProjectPlanning）:建立WBS（工作分解結(jié)構(gòu)），確認(rèn)項(xiàng)目流程、項(xiàng)目詳細(xì)計(jì)劃，評(píng)審、批準(zhǔn)計(jì)劃；Planningprocesses—devisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectwasundertakentoaddress;項(xiàng)目的進(jìn)程管理（動(dòng)態(tài)）項(xiàng)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(lì)團(tuán)隊(duì)完成工作計(jì)劃；Executingprocesses—coordinatingpeopleandotherresourcestocarryouttheplan;項(xiàng)目的進(jìn)程管理（動(dòng)態(tài)）項(xiàng)目控制過程（ProjectControlling）:制訂項(xiàng)目工作標(biāo)準(zhǔn)、監(jiān)督、糾偏等。Controllingprocesses—ensuringthatprojectobjectivesandmetbymonitoringandmeasuringprogressandtakingcorrectiveactionwhennecessary;項(xiàng)目的進(jìn)程管理（動(dòng)態(tài)）

項(xiàng)目收尾（ProjectClosing）:完成項(xiàng)目移交。

Closingprocesses—formalizingacceptanceoftheprojectorphaseandbringingittoanorderlyend.項(xiàng)目的進(jìn)程管理（動(dòng)態(tài)）InitiatingProcessesPlanningProcessesExecutingProcessesControllingProcessesClosingProcessesLinksamongprocessgroupsinaphaseArrowspresentFlowsofDocumentsandDocumentableItems.Theprocessgroupsarelinkedbytheresultstheyproduce—theresultorOutcomeofonebecomesaninputtoanother.AnunderlyingconceptfortheinteractionamongtheprojectmanagementprocessesisthePDCAcycle(asdefinedbyShewhartandmodifiedbyDeming).PlanDoCheckActionInitiatingprocessesClosingprocessesPlanningprocessesExecutingprocessesMonitoring&controllingprocessesProjectmanagementprocessgroupsmappedtothePDCAcycle項(xiàng)目管理九大知識(shí)領(lǐng)域（靜態(tài)）(1)項(xiàng)目范圍管理（ProjectScopeManagement）是指對(duì)一個(gè)項(xiàng)目從立項(xiàng)到結(jié)束所涉及范圍進(jìn)行的管理和控制；(2)項(xiàng)目時(shí)間管理（ProjectTimeManagement）也就是進(jìn)度管理或工期管理；(3)項(xiàng)目成本管理（ProjectCostManagement）即項(xiàng)目結(jié)算、項(xiàng)目預(yù)算編制和控制等活動(dòng)；(4)項(xiàng)目質(zhì)量管理（ProjectQualityManagement）(5)項(xiàng)目人力資源管理(ProjectHumanResourceManagement)對(duì)人力資源的規(guī)劃、開發(fā)、配置、評(píng)估、激勵(lì)等工作；(6)項(xiàng)目溝通管理（ProjectCommunicationManagement）包括項(xiàng)目?jī)?nèi)外部溝通，信息傳遞方式、內(nèi)容和過程管理，項(xiàng)目團(tuán)體有關(guān)思想感情等活動(dòng)的管理；

(7)項(xiàng)目風(fēng)險(xiǎn)管理（ProjectRiskManagement）包括項(xiàng)目風(fēng)險(xiǎn)識(shí)別、評(píng)價(jià)與控制等過程；

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

(9)項(xiàng)目集成管理（ProjectIntegrationManagement）指項(xiàng)目管理的全局性工作。ProjectManagementBodyofKnowledgePMBOKGuideInterpersonalSkillsApplicationAreaKnowledge,StandardsandRegulationsGeneralManagementKnowledge&SkillsUnderstandingProjectEnvironment4、工程項(xiàng)目管理的類型項(xiàng)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(xiàng)目管理咨詢監(jiān)理方項(xiàng)目管理承包方項(xiàng)目管理BOT項(xiàng)目管理宏觀項(xiàng)