項目規(guī)劃組織及施工控制

Chapter16

Planning,SchedulingandConstructionManagement第16章

項目規(guī)劃、組織及施工控制1/81Chapter16Planning,SchedulingandConstructionManagement

項目規(guī)劃、組織及施工控制Theconstructionindustryplaysasignificantroleinthedevelopmentofnationaleconomy.Almosthalfofthetotaloutlayinanyfiveyearplanisutilizedforconstructionactivitieswhichconstituteanintegralpartofalldevelopmentprojects.Duringthelastfourdecades,theconstructionindustryinChinahasundergonelargescalemechanizationwithrapidchangesandadvancementinconstructionpracticesaswellasinthemanagementofconstructionworks.Theterm“Construction”isnolongerlimitedonlytothephysicalactivitiesinvolvingmen,materialsandmachinerybutcoverstheentiregamutofactivitiesfromconceptiontorealizationofaconstructionproject.2/81Chapter16Planning,SchedulingandConstructionManagement

項目規(guī)劃、組織及施工控制建筑行業(yè)對國民經(jīng)濟(jì)發(fā)展起著至關(guān)主要作用。在任何一種五年計劃總支出中，近二分之一額度用于建筑行業(yè)，而建筑行業(yè)是所有規(guī)劃項目系統(tǒng)內(nèi)不可或缺一種部分。在過去40年里，中國建筑業(yè)經(jīng)歷了大規(guī)模機械化實踐，在建設(shè)工程領(lǐng)域取得了迅速、長足發(fā)展?！笆┕ぁ辈辉偈侵话ㄈ肆?、材料及機械活動，而是涵蓋從構(gòu)思到實現(xiàn)整個項目標(biāo)全過程。3/81Chapter16Planning,SchedulingandConstructionManagement

項目規(guī)劃、組織及施工控制16.1ConstructionManagement施工管理16.2OrganizingforProjectManagement項目管理組織16.3DefiningWorkTasks要求工作任務(wù)4/8116.1ConstructionManagement施工管理Managementisthescienceandartofplanning,organizing,leadingandcontrollingtheworkoforganizationmembersandofusingallavailableorganizationresourcestoreachstatedorganizationalgoals.施工管理是一門涵蓋對項目各個部門統(tǒng)一規(guī)劃、組織、領(lǐng)導(dǎo)和管理，利用一切可利用資源實現(xiàn)預(yù)先設(shè)定目標(biāo)科學(xué)和藝術(shù)。5/8116.1ConstructionManagement施工管理ConstructionManagementincludesreviewofcontracts,ordermaterials,hireandschedulesub-contractors,resourceplanningandtoprovidequalitycontrolandinsurethattheconstructionprojectiscompletedontimeandwithallocatedbudget.Planningandschedulingofactivitiesinvolvedintheconstructionprocessisextremelyimportanttosuccessfullyachievethegoalsofaconstructionproject.Asuccessfulconstructionmanagershouldhavegoodleadershipskills,effectivecommunicationskillsandsoundorganizationskillswithknowledgeofdisputeresolutiontechniques.Heshouldbeabletomotivatetheconstructionteam.Goodknowledgeofaccountingandfinanceandquantitysurveyisalsorequired.6/8116.1ConstructionManagement施工管理建設(shè)管理包括協(xié)議審查、材料訂購、確定分包商、資源規(guī)劃以及確定工程質(zhì)量并按時完工且不超預(yù)算所應(yīng)采取措施。在施工過程中包括分項工程規(guī)劃及有效組織對確保建設(shè)項目目標(biāo)如期完成是極其主要。一種優(yōu)秀建筑施工責(zé)任人應(yīng)具有良好領(lǐng)導(dǎo)能力、有效溝通能力及組織能力來處理問題。他應(yīng)當(dāng)能夠鼓勵施工團(tuán)體，精通財務(wù)及質(zhì)量管理能力也是必需。7/8116.1ConstructionManagement施工管理Constructionmanagementdealswitheconomicalconsumptionoftheresourcesavailableintheleastpossibletimeforsuccessfulcompletionofconstructionproject.“Men”,“materials”,“machinery”and“money”aretermedasresourcesinconstructionmanagement.良好施工管理能夠?qū)嵞壳白疃虝r間內(nèi)、利用最小程度資源消耗來圓滿完成建設(shè)項目?！皠趧恿Α薄安牧稀薄皺C械”和“資金”被稱作施工管理過程中資源。8/8116.1ConstructionManagement施工管理1.

ObjectivesofConstructionManagement項目管理目標(biāo)Themainobjectivesofconstructionmanagementare:Completingtheworkwithinestimatedbudgetandspecifiedtime;Maintainingareputationforhighqualityworkmanship;Takingsounddecisionsanddelegationofauthority;Developinganorganizationthatworksasateam.項目管理主要目標(biāo)是：根據(jù)預(yù)算和所需時間完成工作；依靠優(yōu)秀質(zhì)量保持名譽；根據(jù)權(quán)威指導(dǎo)做出正確決定；將組織發(fā)展成一種團(tuán)體。9/8116.1ConstructionManagement施工管理2.

FunctionsofConstructionManagement項目管理作用Thefunctionsofconstructionmanagementare：管理作用是：(1)

Planning:Itistheprocessofselectingaparticularmethodandtheorderofworktobeadoptedforaprojectfromallthepossiblewaysandsequencesinwhichitcouldbedone.Itessentiallycoverstheaspectsof“Whattodo”and“Howtodoit”,asshowninFigure16.1.規(guī)劃：所謂項目規(guī)劃是通過從眾多也許辦法中選出一種可行辦法及施工進(jìn)程來完成項目標(biāo)實行。包括“做什么”和“如何做”等方面，如圖16.1所示。10/8116.1ConstructionManagement施工管理Figure16.1ProjectPlanning

圖16.1項目管理11/8116.1ConstructionManagement施工管理Importanceofplanning:規(guī)劃主要性：①Planninghelpstominimizethecostbyoptimumutilizationofavailableresources.規(guī)劃最有效可用資源，減少工程造價。②Planningreducesirrationalapproaches,duplicationofworksandinterdepartmentalconflicts.規(guī)劃可減少不恰當(dāng)辦法使用、大量反復(fù)工作及跨部門間沖突。③Planningencouragesinnovationandcreativityamongtheconstructionmanagers.規(guī)劃可激發(fā)施工管理人員創(chuàng)新和發(fā)明能力。④Planningimpartscompetitivestrengthtotheenterprise.規(guī)劃可賦予公司競爭實力。12/8116.1ConstructionManagement施工管理(2)

Scheduling:Schedulingisthefittingofthefinalworkplantoatime?scale.Itshowsthedurationandorderofvariousconstructionactivities.Itdealswiththeaspectof“whentodoit”.VisualrepresentationofthescheduleisshowninFigure16.2.調(diào)度：調(diào)度是將施工進(jìn)程與時間聯(lián)系起來。它表白各階段建設(shè)活動連續(xù)時間和施工次序，處理“什么時候做什么”問題。調(diào)度圖表顯示如圖16.2所示。Importanceofscheduling:Schedulingoftheprogramming,planningandconstructionprocessisavitaltoolinboththedailymanagementandreportingoftheprojectprogress.調(diào)度主要性：項目標(biāo)規(guī)劃、計劃和建設(shè)過程調(diào)度對日常管理和項目進(jìn)展至關(guān)主要。13/8116.1ConstructionManagement施工管理Figure16.2VisualRepresentationoftheSchedule

圖16.2調(diào)度圖表顯示14/8116.1ConstructionManagement施工管理(3)

Organizing:Organizingisconcernedwithdecisionofthetotalconstructionworkintomanageabledepartments/sectionsandsystematicallymanagingvariousoperationsbydelegatingspecifictaskstoindividuals.組織：組織通過將特定任務(wù)分派給不一樣部門，將所有工作決定傳達(dá)至管理部門并進(jìn)行系統(tǒng)管理。(4)

Staffing:Staffingistheprovisionofrightpeopletoeachsection/departmentcreatedforsuccessfulcompletionofaconstructionproject.人員編制：指進(jìn)行合理人員安排，使一種建設(shè)項目得以順利地完成。15/8116.1ConstructionManagement施工管理(5)

Directing:Itisconcernedwithtrainingsubordinatestocarryoutassignedtasks,supervisingtheirworkandguidingtheirefforts.Italsoinvolvesmotivatingstafftoachievedesiredresults.指導(dǎo)：一般是訓(xùn)練員工來完成既定工作、監(jiān)督實行效果并給予指導(dǎo)，也包括通過鼓勵員工達(dá)成預(yù)期成果。(6)

Controlling:Itinvolvesaconstantreviewoftheworkplantocheckonactualachievementsandtodiscoverandrectifydeviationthroughappropriatecorrectivemeasures.控制管理：指不停地回憶工作計劃來檢查實際運行效果，通過合適補救措施來發(fā)覺并糾正工作方向。16/8116.1ConstructionManagement施工管理(7)

Coordinating:Itinvolvesbringingtogetherandcoordinatingtheworkofvariousdepartmentsandsectionssoastohavegoodcommunication.Itisnecessaryforeachsectiontoawareofitsroleandtheassistancetobeexpectedfromothers.協(xié)調(diào)：它包括召集和協(xié)調(diào)各部門和部分工作，方便有良好溝通。每個部門需要意識到自己角色及盼望從其他部門所取得幫助。17/8116.1ConstructionManagement施工管理3.

ImportanceofConstructionManagement施工管理主要性(1)

Propermanagementpracticesinvariablyleadto“maximumproductionatleastcost”.Agoodconstructionmanagement,resultsincompletionofaconstructionprojectwithinthestipulatedbudget.合適管理措施，總是能夠達(dá)成“以最少成本取得最大效益”效果。一種好施工管理，可使項目在預(yù)算中得以較好地完成。18/8116.1ConstructionManagement施工管理(2)

Constructionmanagementprovidesimportanceforoptimumutilizationofresources.Inotherwords,itresultsincompletionofaconstructionprojectwithjudicioususeofavailableresources.良好施工管理可確保資源最佳利用。換言之，可明智地利用現(xiàn)有資源來完成建設(shè)項目。(3)

Constructionmanagementprovidesnecessaryleadership,motivatesemployeestocompletethedifficulttaskswellintimeandextractspotentialtalentsofitsemployees.良好施工管理可提升領(lǐng)導(dǎo)能力、鼓勵員工及時高效地完成高難度任務(wù)，并從中發(fā)掘有潛力人才。19/8116.1ConstructionManagement施工管理(4)

Constructionmanagementisbeneficialtosocietyastheeffectiveandefficientmanagementofconstructionprojectswillavoid,escalationofcosts,timeoverrun,wastageofresources,unlawfulexploitationoflaborandpollutionofenvironment.良好施工管理有益于社會，由于高效項目管理能夠避免超出預(yù)算、工期延長，資源揮霍、非法剝削勞工和環(huán)境污染。20/8116.2OrganizingforProjectManagement項目管理組織1.

Projectmanagement項目管理Themanagementofconstructionprojectsrequiresknowledgeofmodernmanagementaswellasanunderstandingofthedesignandconstructionprocess.Constructionprojectshaveaspecificsetofobjectivesandconstraintssuchasarequiredtimeframeforcompletion.Whiletherelevanttechnology,institutionalarrangementsorprocesseswilldiffer,themanagementofsuchprojectshasmuchincommonwiththemanagementofsimilartypesofprojectsinotherspecialtyortechnologydomainssuchasaerospace,pharmaceuticalandenergydevelopments.21/8116.2OrganizingforProjectManagement項目管理組織建設(shè)項目標(biāo)管理需要當(dāng)代化管理知識以及對設(shè)計和施工過程有深入理解。建設(shè)項目一般都有一定目標(biāo)和限制，例如說在要求工期內(nèi)完成。雖然有關(guān)技術(shù)、機構(gòu)設(shè)置或過程會有所不一樣，不過此類項目標(biāo)管理與其他相同類型專業(yè)或技術(shù)領(lǐng)域有很多共同點，如航空航天、制藥和能源發(fā)展項目標(biāo)管理。22/8116.2OrganizingforProjectManagement項目管理組織Generally,projectmanagementisdistinguishedfromthegeneralmanagementofcorporationsbythemission-orientednatureofaproject.Aprojectorganizationwillgenerallybeterminatedwhenthemissionisaccomplished.AccordingtotheProjectManagementInstitute,thedisciplineofprojectmanagementcanbedefinedasfollows:一般來說，項目管理有別于發(fā)號命令式公司管理模式。一種項目標(biāo)組織一般會在任務(wù)完成時終止。根據(jù)項目管理協(xié)會要求，項目管理能夠定義如下：23/8116.2OrganizingforProjectManagement項目管理組織Projectmanagementistheartofdirectingandcoordinatinghumanandmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscope,cost,time,qualityandparticipationsatisfaction.項目管理是藝術(shù)，通過當(dāng)代管理技術(shù)，指導(dǎo)和協(xié)調(diào)整個項目生命周期中人力和物力，實現(xiàn)預(yù)定目標(biāo)、范圍、成本、時間、質(zhì)量和參與滿意度。24/8116.2OrganizingforProjectManagement項目管理組織Bycontrast,thegeneralmanagementofbusinessandindustrialcorporationsassumesabroaderoutlookwithgreatercontinuityofoperations.Nevertheless,therearesufficientsimilaritiesaswellasdifferencesbetweenthetwosothatmodernmanagementtechniquesdevelopedforgeneralmanagementmaybeadaptedforprojectmanagement.與之對比，一般商業(yè)和工業(yè)公司綜合管理應(yīng)具有可連續(xù)性運行更廣闊前景規(guī)劃。盡管二者間有差異，但也有足夠相同性，因此用于一般商業(yè)管理當(dāng)代管??理技術(shù)也可用于項目管理。25/8116.2OrganizingforProjectManagement項目管理組織ThebasicingredientsforaprojectmanagementframeworkmayberepresentedschematicallyinFigure16.3.Aworkingknowledgeofgeneralmanagementandfamiliaritywiththespecialknowledgedomainrelatedtotheprojectareindispensable.Supportingdisciplinessuchascomputerscienceanddecisionsciencemayalsoplayanimportantrole.Infact,modernmanagementpracticesandvariousspecialknowledgedomainshaveabsorbedvarioustechniquesortoolswhichwereonceidentifiedonlywiththesupportingdisciplines.Forexample,computer-basedinformationsystemsanddecisionsupportsystemsarenowcommon-placetoolsforgeneralmanagement.Similarly,manyoperationsresearchtechniquessuchaslinearprogrammingandnetworkanalysisarenowwidelyusedinmanyknowledgeorapplicationdomains.Hence,therepresentationinFigure16.3reflectsonlythesourcesfromwhichtheprojectmanagementframeworkevolves.26/8116.2OrganizingforProjectManagement項目管理組織項目管理框架基本組成如圖16.3所示。對一般性管理伎倆與項目有關(guān)特殊領(lǐng)域理解是不可或缺。支撐學(xué)科，如計算機科學(xué)和決策科學(xué)，會發(fā)揮主要作用。事實上，在當(dāng)代管理實踐和多種專業(yè)知識領(lǐng)域已經(jīng)融合了多種曾被支撐學(xué)科識別技術(shù)或伎倆。例如，以計算機為基礎(chǔ)信息系統(tǒng)和決策支持系統(tǒng)用于一般性管理是非常普遍。同樣，許多操作運行技術(shù)，如線性規(guī)劃和網(wǎng)絡(luò)分析研究目前被廣泛地應(yīng)用于許多知識或應(yīng)用領(lǐng)域。因此，圖16.3僅展現(xiàn)了項目管理框架演變起源。Figure16.3BasicIngredientsinProjectManagement

圖16.3項目管理中基本要素27/8116.2OrganizingforProjectManagement項目管理組織Specifically,projectmanagementinconstructionencompassesasetofobjectiveswhichmaybeaccomplishedbyimplementingaseriesofoperationssubjecttoresourceconstraints.Therearepotentialconflictsbetweenthestatedobjectiveswithregardtoscope,cost,timeandquality,andtheconstraintsimposedonhumanmaterialandfinancialresources.Theseconflictsshouldberesolvedattheonsetofaprojectbymakingthenecessarytradeoffsorcreatingnewalternatives.Subsequently,thefunctionsofprojectmanagementforconstructiongenerallyincludethefollowing:28/8116.2OrganizingforProjectManagement項目管理組織詳細(xì)來說，項目建設(shè)管理涵蓋一系列通過實行一系列受到資源限制詳細(xì)運行工作來完成既定目標(biāo)。在既定目標(biāo)與項目規(guī)模、工期及質(zhì)量控制、人力物力和財力限制之間存在潛在沖突。在項目開始時應(yīng)當(dāng)通過必要權(quán)衡或提出新辦法伎倆來處理這些沖突。建設(shè)項目管理功能一般包括下列內(nèi)容：29/8116.2OrganizingforProjectManagement項目管理組織(1)

Specificationofprojectobjectivesandplansincludingdelineationofscope,budgeting,scheduling,settingperformancerequirements,andselectingprojectparticipants.項目標(biāo)施工目標(biāo)要求及包括規(guī)模、預(yù)算、調(diào)度、性能要求以及選擇項目參與者規(guī)劃。(2)

Maximizationofefficientresourceutilizationthroughprocurementoflabor,materialsandequipmentaccordingtotheprescribedscheduleandplan.根據(jù)既定期間表和計劃，通過雇傭勞動力、采購材料和設(shè)備，使資源消耗最小化。30/8116.2OrganizingforProjectManagement項目管理組織(3)

Implementationofvariousoperationsthroughpropercoordinationandcontrolofplanning,design,estimating,contractingandconstructionintheentireprocess.通過全程中合適協(xié)調(diào)和規(guī)劃設(shè)計、評定、承包來落實執(zhí)行多種工序。(4)

Developmentofeffectivecommunicationsandmechanismsforresolvingconflictsamongthevariousparticipants.31/8116.2OrganizingforProjectManagement項目管理組織建立有效溝通和處理糾紛機制來處理各個參與者之間沖突。TheProjectManagementInstitutefocusesonninedistinctareasrequiringprojectmanagerknowledgeandattention:項目管理需要項目責(zé)任人重視九個方面內(nèi)容：(1)

Projectintegrationmanagementtoensurethatthevariousprojectelementsareeffectivelycoordinated.項目整合管理，以確保各個分項工作有序協(xié)作。(2)

Projectscopemanagementtoensurethatalltheworkrequired(andonlytherequiredwork)isincluded.項目全局管理，以確保涵蓋所有工作各個方面。32/8116.2OrganizingforProjectManagement項目管理組織(3)

Projecttimemanagementtoprovideaneffectiveprojectschedule.項目時間管理，確保項目有序進(jìn)行。(4)

Projectcostmanagementtoidentifyneededresourcesandmaintainbudgetcontrol.項目成本管理，確定必需投入及維護(hù)部分正常運行。(5)

Projectqualitymanagementtoensurefunctionalrequirementsaremet.項目質(zhì)量管理，確保完成所需功能要求。(6)

Projecthumanresourcemanagementtodevelopmentandeffectivelyemployprojectpersonnel.項目人力資源管理，確保發(fā)展及有效地使用項目人員。33/8116.2OrganizingforProjectManagement項目管理組織(7)

Projectcommunicationsmanagementtoensureeffectiveinternalandexternalcommunications.項目信息管理，以確保有效內(nèi)部和外部溝通。(8)

Projectriskmanagementtoanalyzeandmitigatepotentialrisks.項目風(fēng)險管理，實現(xiàn)分析和化解潛在風(fēng)險。(9)

Projectprocurementmanagementtoobtainnecessaryresourcesfromexternalsources.項目采購管理，確保所需材料、資源供應(yīng)。34/8116.2OrganizingforProjectManagement項目管理組織2.

TrendsinModernManagement當(dāng)代管理發(fā)展趨勢Inrecentyears,majordevelopmentsinmanagementreflecttheacceptancetovariousdegreesofthefollowingelements:近年來，項目管理科學(xué)發(fā)展涵蓋了下列幾方面內(nèi)容：35/8116.2OrganizingforProjectManagement項目管理組織1)

TheManagementProcessApproach管理過程控制措施Themanagementprocessapproachemphasizesthesystematicstudyofmanagementbyidentifyingmanagementfunctionsinanorganizationandthenexaminingeachindetail.Thereisgeneralagreementregardingthefunctionsofplanning,organizingandcontrolling.Amajortenetisthatbyanalyzingmanagementalongfunctionallines,aframeworkcanbeconstructedintowhichallnewmanagementactivitiescanbeplaced.Thus,themanager’sjobisregardedascoordinatingaprocessofinterrelatedfunctions,whichareneithertotallyrandomnorrigidlypredetermined,butaredynamicastheprocessevolves.Anothertenetisthatmanagementprinciplescanbederivedfromanintellectualanalysisofmanagementfunctions.Bydividingthemanager’sjobintofunctionalcomponents,principlesbaseduponeachfunctioncanbeextracted.36/8116.2OrganizingforProjectManagement項目管理組織管理過程控制辦法是通過對一種項目組織過程中管理識別功能檢查管理每個細(xì)節(jié)，強調(diào)系統(tǒng)性科學(xué)管理。這是對項目規(guī)劃、組織和控制過程所達(dá)成普遍共識。一種主要宗旨是，通過職能分析管理，可形成能夠隨時植入新管理行為一種框架。因此，管理者工作職責(zé)可視為協(xié)調(diào)內(nèi)部各功能間互相關(guān)系，這既不是完全隨機，也非事先硬性要求，而是包括控制管理動態(tài)特點。另一種宗旨是，管理標(biāo)準(zhǔn)能夠通過對管理職能從理性分析來取得?？蓪⒐芾碚吖ぷ鞣譃楣δ苣K及基于每個功能取得管理理論模塊。37/8116.2OrganizingforProjectManagement項目管理組織Hence,managementfunctionscanbeorganizedintoahierarchicalstructuredesignedtoimproveoperationalefficiency,suchastheexampleoftheorganizationforamanufacturingcompanyshowninFigure16.4.Thebasicmanagementfunctionsareperformedbyallmanagers,regardlessofenterprise,activityorhierarchicallevels.Finally,thedevelopmentofamanagementphilosophyresultsinhelpingthemanagertoestablishrelationshipsbetweenhumanandmaterialresources.Theoutcomeoffollowinganestablishedphilosophyofoperationhelpsthemanagerwinthesupportofthesubordinatesinachievingorganizationalobjectives.38/8116.2OrganizingforProjectManagement項目管理組織因此，管理功能可概括為一種意在提升運行效率等級構(gòu)造。如圖16.4所示，一家制造公司組織?；竟芾砺毮苡伤泄芾碚邎?zhí)行，與公司、活動或?qū)哟嗡綗o關(guān)。最后，管理理念發(fā)展成為可幫助管理者建立人力和物力之間關(guān)系一門科學(xué)。如下所建立管理理念成果有助于實現(xiàn)組織目標(biāo)，贏得客戶支持。39/8116.2OrganizingforProjectManagement項目管理組織Figure16.4IllustrativeHierarchicalStructureofManagementFunctions

圖16.4管理功能分層構(gòu)造圖40/8116.2OrganizingforProjectManagement項目管理組織2)

TheManagementScienceandDecisionSupportApproach

管理科學(xué)和決策支持辦法Themanagementscienceanddecisionsupportapproachcontributestothedevelopmentofabodyofquantitativemethodsdesignedtoaidmanagersinmakingcomplexdecisionsrelatedtooperationsandproduction.Indecisionsupportsystems,emphasisisplacedonprovidingmanagerswithrelevantinformation.Inmanagementscience,agreatdealofattentionisgiventodefiningobjectivesandconstraints,andtoconstructingmathematicalanalysismodelsinsolvingcomplexproblemsofinventory,materialsandproductioncontrol,amongothers.Atopicofmajorinterestinmanagementscienceisthemaximizationofprofit,orintheabsenceofaworkablemodelfortheoperationoftheentiresystem,thesuboptimizationoftheoperationsofitscomponents.41/8116.2OrganizingforProjectManagement項目管理組織管理科學(xué)與決策支持辦法有助于幫助管理者對有關(guān)運行及生產(chǎn)活動作出復(fù)雜決策定量辦法發(fā)展。決策支持系統(tǒng)重點在于為管理人員提供有關(guān)信息。在管理科學(xué)中，應(yīng)投入大量精力來決定目標(biāo)和限制條件、構(gòu)建數(shù)據(jù)模型處理有關(guān)庫存、材料、生產(chǎn)控制復(fù)雜問題。管理科學(xué)中重大研究課題是確保利潤最大化，以及整個系統(tǒng)運行不具有可行性時各部分運作。42/8116.2OrganizingforProjectManagement項目管理組織Theoptimizationorsuboptimizationisoftenachievedbytheuseofoperationsresearchtechniques,suchaslinearprogramming,quadraticprogramming,graphtheory,queuingtheoryandMonteCarlosimulation.Inadditiontotheincreasinguseofcomputersaccompaniedbythedevelopmentofsophisticatedmathematicalmodelsandinformationsystems,managementscienceanddecisionsupportsystemshaveplayedanimportantrolebylookingmorecarefullyatprobleminputsandrelationshipsandbypromotinggoalformulationandmeasurementofperformance.Artificialintelligencehasalsobeguntobeappliedtoprovidedecisionsupportsystemsforsolvingill-structuredproblemsinmanagement.43/8116.2OrganizingforProjectManagement項目管理組織優(yōu)化過程一般使用運籌學(xué)技術(shù)，如線性規(guī)劃、二次規(guī)劃、圖論、隊論和蒙特卡羅模擬法等。另外，伴伴隨復(fù)雜數(shù)學(xué)分析辦法與信息系統(tǒng)發(fā)展計算機技術(shù)不停應(yīng)用，通過系統(tǒng)分析輸入問題及其關(guān)系，管理科學(xué)及決策支持系統(tǒng)發(fā)揮了很大作用。人工智能伎倆也已開始被應(yīng)用到?jīng)Q策支持系統(tǒng)中來處理構(gòu)造不良管理問題。44/8116.2OrganizingforProjectManagement項目管理組織3)

TheBehavioralScienceApproachforHumanResourceDevelopment

人力資源行為科學(xué)辦法Thebehavioralscienceapproachforhumanresourcedevelopmentisimportantbecausemanagemententailsgettingthingsdonethroughtheactionsofpeople.Aneffectivemanagermustunderstandtheimportanceofhumanfactorssuchasneeds,drives,motivation,leadership,personality,behavior,andworkgroups.Withinthiscontext,someplacemoreemphasisoninterpersonalbehaviorwhichfocusesontheindividualandhis/hermotivationsasasocio-psychologicalbeing;othersemphasizemoregroupbehaviorinrecognitionoftheorganizedenterpriseasasocialorganism,subjecttoalltheattitudes,habits,pressuresandconflictsoftheculturalenvironmentofpeople.Themajorcontributionsmadebythebehavioralscientiststothefieldofmanagementinclude:45/8116.2OrganizingforProjectManagement項目管理組織與人力資源有關(guān)行為科學(xué)辦法非常主要，由于管理必須通過人參與來完成任務(wù)。高效管理者必須理解人力資源主要性，如需求、動機、領(lǐng)導(dǎo)才能、人格、行為、團(tuán)體合作等。在此背景下，需更重視基于個體性及動機人際關(guān)系；作為社會有機體，對秩序井然公司認(rèn)知更強調(diào)群體行為，包括受到多種態(tài)度、習(xí)慣、壓力和文化沖突人。行為管理領(lǐng)域科學(xué)家所做重大奉獻(xiàn)包括：46/8116.2OrganizingforProjectManagement項目管理組織(1)

Theformulationofconceptsandexplanationsaboutindividualandgroupbehaviorintheorganization.制定組織中個人和群體行為概念和解釋(2)

Theempiricaltestingoftheseconceptsmethodicallyinmanydifferentexperimentalandfieldsettings.在許多不一樣試驗中和現(xiàn)場等處有條不紊地證明檢查這些概念。47/8116.2OrganizingforProjectManagement項目管理組織(3)

Theestablishmentofactualmanagerialpoliciesanddecisionsforoperationbasedontheconceptualandmethodicalframeworks.在有關(guān)概念和辦法框架基礎(chǔ)上操作中，給出實際管理工作政策和決定。(4)

SustainableCompetitiveAdvantage可連續(xù)競爭優(yōu)勢Thesefourapproachescomplementeachotherincurrentpractice,andprovideausefulgroundworkforprojectmanagement.這四種辦法在目前實踐中相得益彰，并為項目管理提供了有益基礎(chǔ)。48/8116.2OrganizingforProjectManagement項目管理組織Sustainablecompetitiveadvantagestemsprimarilyfromgoodmanagementstrategy.Projectmanagersshouldbeawareofthestrategicpositionoftheirownorganizationandtheotherorganizationsinvolvedintheproject.Theprojectmanagerfacesthedifficulttaskoftryingtoalignthegoalsandstrategiesofthesevariousorganizationstoaccomplishtheprojectgoals.Forexample,theownerofanindustrialprojectmaydefineastrategicgoalasbeingfirsttomarketwithnewproducts.Inthiscase,facilitiesdevelopmentmustbeorientedtofast-track,rapidconstruction.Asanotherexample,acontractingfirmmayseetheirstrategicadvantageinnewtechnologiesandemphasizeprofitopportunitiesfromvalueengineering.49/8116.2OrganizingforProjectManagement項目管理組織可連續(xù)競爭優(yōu)勢主要來自良好管理策略。項目管理者應(yīng)當(dāng)意識到其對本部門和參與項目標(biāo)其他組織戰(zhàn)略作用。項目經(jīng)理面臨艱巨任務(wù)是協(xié)調(diào)要求完成不一樣目標(biāo)和戰(zhàn)略作用各部門關(guān)系達(dá)成總體項目目標(biāo)實現(xiàn)。例如，一種工業(yè)項目標(biāo)最高管理者做出一種搶先利用新產(chǎn)品來占領(lǐng)市場戰(zhàn)略定位。在這種情況下，生產(chǎn)設(shè)備必須加快發(fā)展、加快施工。另有一例，一種承包公司看到其在新技術(shù)戰(zhàn)略優(yōu)勢，根據(jù)項目可行性研究來強化工程收益。50/8116.2OrganizingforProjectManagement項目管理組織3.

ChoiceofTechnologyandConstructionMethod技術(shù)及施工辦法選擇Asinthedevelopmentofappropriatealternativesforfacilitydesign,choicesofappropriatetechnologyandmethodsforconstructionareoftenill-structuredyetcriticalingredientsinthesuccessoftheproject.Forexample,adecisionwhethertopumportotransportconcreteinbucketswilldirectlyaffectthecostanddurationoftasksinvolvedinbuildingconstruction.Adecisionbetweenthesetwoalternativesshouldconsidertherelativecosts,reliabilities,andavailabilityofequipmentforthetwotransportmethods.Unfortunately,theexactimplicationsofdifferentmethodsdependuponnumerousconsiderationsforwhichinformationmaybesketchyduringtheplanningphase,suchastheexperienceandexpertiseofworkersortheparticularundergroundconditionatasite.51/8116.2OrganizingforProjectManagement項目管理組織對工業(yè)設(shè)計、技術(shù)伎倆及施工辦法替代產(chǎn)品研發(fā)過程往往是構(gòu)造不良但又至關(guān)主要。例如，決定是采取泵送還是桶運輸混凝土將直接影響到施工建設(shè)成本和工期。兩個方案需考慮相對成本、可靠性和設(shè)備可用性。不過，不一樣辦法確實切實行取決于眾多原因，計劃階段要對實行過程中多種信息進(jìn)行研判，如在施工現(xiàn)場特定條件下工人經(jīng)驗和專業(yè)知識水平等。52/8116.2OrganizingforProjectManagement項目管理組織Inselectingamongalternativemethodsandtechnologies,itmaybenecessarytoformulateanumberofconstructionplansbasedonalternativemethodsorassumptions.Oncethefullplanisavailable,thenthecost,timeandreliabilityimpactsofthealternativeapproachescanbereviewed.Thisexaminationofseveralalternativesisoftenmadeexplicitinbiddingcompetitionsinwhichseveralalternativedesignsmaybeproposedorvalueengineeringforalternativeconstructionmethodsmaybepermitted.Inthiscase,potentialconstructorsmaywishtoprepareplansforeachalternativedesignusingthesuggestedconstructionmethodaswellastoprepareplansforalternativeconstructionmethodswhichwouldbeproposedaspartofthevalueengineeringprocess.53/8116.2OrganizingforProjectManagement項目管理組織在選擇可替代辦法和技術(shù)時，也許需要制定一定數(shù)量基于替代辦法或假設(shè)施工計劃。一旦完整計劃是可行，那么就能夠?qū)Τ杀尽r間和可靠性影響替代辦法進(jìn)行對應(yīng)審查。對幾個備選方案進(jìn)行驗證在投標(biāo)競爭中是明確，可行設(shè)計方案及可選施工辦法均可得到驗證。在這種情況下，詳細(xì)施工人員可對每一備選方案采取推薦施工辦法進(jìn)行準(zhǔn)備；反之，也可采取作為工程評價體系一種部分施工辦法來進(jìn)行計劃準(zhǔn)備。54/8116.2OrganizingforProjectManagement項目管理組織Informingaconstructionplan,ausefulapproachistosimulatetheconstructionprocesseitherintheimaginationoftheplannerorwithaformalcomputerbasedsimulationtechnique.Byobservingtheresult,comparisonsamongdifferentplansorproblemswiththeexistingplancanbeidentified.Forexample,adecisiontouseaparticularpieceofequipmentforanoperationimmediatelyleadstothequestionofwhetherornotthereissufficientaccessspacefortheequipment.Threedimensionalgeometricmodelsinacomputeraideddesign(CAD)systemmaybehelpfulinsimulatingspacerequirementsforoperationsandforidentifyinganyinterferences.Similarly,problemsinresourceavailabilityidentifiedduringthesimulationoftheconstructionprocessmightbeeffectivelyforestalledbyprovidingadditionalresourcesaspartoftheconstructionplan.55/8116.2OrganizingforProjectManagement項目管理組織要形成一種施工計劃，一種行之有效辦法就是根據(jù)項目實行者構(gòu)想或采取常規(guī)計算機模擬技術(shù)來模擬施工過程。通過成果分析，能夠辨別得出可選擇實行方案與采取方案實行效果。例如，使用一種特定設(shè)備進(jìn)行操作可造成一種問題，即是否有足夠設(shè)備操作空間？在計算機輔助設(shè)計(CAD)系統(tǒng)中三維幾何模型有助于分析運行過程操作空間、干擾識別。類似，在施工模擬過程中，對資源分析時產(chǎn)生問題能夠通過采取其他符合施工方案辦法而有效地加以處理。56/8116.2OrganizingforProjectManagement項目管理組織Example1:Aroadwayrehabilitation示例1：巷道修復(fù)AnexamplefromaroadwayrehabilitationprojectinPittsburgh,canservetoillustratetheimportanceofgoodconstructionplanningandtheeffectoftechnologychoice.Inthisproject,thedecksonoverpassbridgesaswellasthepavementonthehighwayitselfweretobereplaced.Theinitialconstructionplanwastoworkoutwardfromeachendoftheoverpassbridgeswhilethehighwaysurfacewasreplacedbelowthebridges.Asaresult,accessofequipmentandconcretetruckstotheoverpassbridgeswasaconsiderableproblem.However,thehighwayworkcouldbestagedsothateachoverpassbridgewasaccessiblefrombelowatprescribedtimes.Bypumpingconcreteuptotheoverpassbridgedeckfromthehighwaybelow,costswerereducedandtheworkwasaccomplishedmuchmorequickly.57/8116.2OrganizingforProjectManagement項目管理組織賓夕法尼亞州匹茲堡一種巷道修復(fù)項目能夠用來說明良好建設(shè)規(guī)劃和技術(shù)選擇主要性。在這個項目中，天橋橋面構(gòu)造以及高速路面鋪裝將被取代。最初計劃是從兩端天橋向外建設(shè)，因此低于橋梁馬路表面被替代。由此，設(shè)備和混凝土卡車如何到天橋成為一種大問題。然而，高速馬路施工是分期完成，每個立交橋下面在要求時期可被利用。通過從馬路下面到天橋橋面泵送混凝土，能夠減少工作成本，更加快捷地完成工作任務(wù)。58/8116.3DefiningWorkTasks要求工作任務(wù)Atthesametimethatthechoiceoftechnologyandgeneralmethodareconsidered,aparallelstepintheplanningprocessistodefinethevariousworktasksthatmustbeaccomplished.Theseworktasksrepresentthenecessaryframeworktopermitschedulingofconstructionactivities,alongwithestimatingtheresourcesrequiredbytheindividualworktasks,andanynecessaryprecedenceorrequiredsequenceamongthetasks.Thetermswork“tasks”or“activities”areoftenusedinterchangeablyinconstructionplanstorefertospecific,defineditemsofwork.59/8116.3DefiningWorkTasks要求工作任務(wù)在選擇技術(shù)和采取辦法同步，在計劃過程中與其并行、需完成工作就是確定在該過程中必須完成大量工作任務(wù)。連同單項工程所需材料預(yù)算及任何工序提前或滯后等，這些工作任務(wù)代表了整個框架任務(wù)來確保施工進(jìn)程?！叭蝿?wù)”或“活動”一般能夠在詳細(xì)參照定義項目標(biāo)施工計劃中交換使用。60/8116.3DefiningWorkTasks要求工作任務(wù)Injobshopormanufacturingterminol