國(guó)際工程承包項(xiàng)目管理案例分析(編輯修改稿)
2024-10-13 12:47 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 original in order to assemble a site of sufficient size to carry out the new development. The Brief The client, Armoire plc, was a furniture pany looking to redevelop its existing retail site to provide more efficient and larger retail premises for its business. The scheme was to include a speculative office development, the sale/letting of which was to help finance the whole scheme. This was the pany s first venture into property development. Figure : Case Study 2: A UK Speculative Commercial Development Project Organisation Structure Client / Armoire PLC Client Agent / Representative * Architects Quantity Surveyors Structural Engineers Main Contractor Subcontractors/Work package contractors (*Also the client’s interior designers / fit out contractors) Case Study 3: A Luxury Residential Development in France 法國(guó)某高級(jí)住宅項(xiàng)目 The Development The design and construction of a multimillion French franc luxury residence in France for a wealthy foreign national. The Brief The residence to be provided with extensive family and servant quarters, conference and leisure facilities, with particular emphasis on security and munications installations. The residence to be pletely independent in terms of power, water and sewage installations. Figure : Case Study 3: A Luxury Residential Development in France Case Study 4: A German International Trade Centre 德國(guó)國(guó)貿(mào)中心項(xiàng)目 The Development The construction of a multimillion Deutschmark regional trade centre built in docklands. A multifaceted project incorporating a trade centre, offices, shops and leisure areas. The Brief The site was designated by local government, and tenders were invited on the basis of a petition for the best scheme to develop the site, those bidding had to have financial backing to make their proposals viable. The trade centre concept won through. Figure : The Traditional German Project Organisation Structure CLIENT ARCHITECT / ENGINEER BAULEITER Trade Contractor Trade Contractor Trade Contractor Trade Contractor Design of building work and services (Part of architect’s staff or independent technologist / manager) schedules, bills of quantities, cost control, construction coordination and planning Figure : Case Study 4: A German International Trade Centre Project Organisation Structure 第四章 項(xiàng)目管理中的授權(quán)與分包 教學(xué)內(nèi)容 一、項(xiàng)目授權(quán) 二、項(xiàng)目分包 一、項(xiàng)目授權(quán) 為什么要授權(quán)？ 一放就亂， 一收就死！ 一、項(xiàng)目授權(quán) 什么是授權(quán)？ 是指企業(yè)內(nèi)部由上而下分配任務(wù)，并讓下屬對(duì)所分配任務(wù)產(chǎn)生清晰感、責(zé)任感的過(guò)程。 所分配的任務(wù)包括： 執(zhí)行決策 授權(quán) 制定決策 分權(quán) 一、項(xiàng)目授權(quán) 項(xiàng)目授權(quán)中的失誤 管理者角色錯(cuò)位 授權(quán)關(guān)系不明 授權(quán)原則不清 授權(quán)方法不當(dāng) 授權(quán)基礎(chǔ)不牢 授權(quán)控制不足 授權(quán)實(shí)施不到位 一、項(xiàng)目授權(quán) 正確的授權(quán)之道 做領(lǐng)導(dǎo) 者而不是管理者 因地制宜調(diào)整授權(quán)體系 組織管理大于個(gè)人管理 績(jī)效管理 +有效溝通 建立監(jiān)控與應(yīng)急機(jī)制 一、項(xiàng)目授權(quán) 防止反授權(quán) 著名的“猴子”理論 一、項(xiàng)目授權(quán) 反授權(quán)的形式 請(qǐng)示型反授權(quán) 問(wèn)題型反授權(quán) 選擇型反授權(quán) 事實(shí)型反授權(quán) 逃避型反授權(quán) 二、項(xiàng)目分包 定義 分包（ Subcontracting） 是指主承包商將部分工程交由他人實(shí)施和完成的行為。 二、項(xiàng)目分包 分包的法律性質(zhì) 分包是附條件的民事法律行為 分包是從屬性民事法 律行為 分包是“第三人代為履行”或“受托履約” 分包不是“并存?zhèn)鶆?wù)轉(zhuǎn)移”的關(guān)系 二、項(xiàng)目分包 分包的特征： 分包是主承包商雇傭的、并與之簽訂分包合同的行為 分包是分包商承攬一部分工程，而不是全部工程的行為 分包并沒有改變和轉(zhuǎn)移主承包商與業(yè)主之間的責(zé)權(quán)關(guān)系。 二、項(xiàng)目分包 分包與轉(zhuǎn)包 “轉(zhuǎn)包是指承包商承包工程后，不履行合同約定的責(zé)任及義務(wù)，未獲得發(fā)包方同意，以贏利為目的，將其承包的全部工程轉(zhuǎn)給他人，或者將所承包的工程肢解后以分包名義轉(zhuǎn)給其他單位，并且不對(duì)所承包工程的技術(shù)、管理、質(zhì)量和經(jīng)濟(jì)承擔(dān)責(zé) 任的行為?！? 第五章 項(xiàng)目進(jìn)度管理 項(xiàng)目進(jìn)度管理 工作分解結(jié)構(gòu)（ WBS） 甘特圖（ GATT Chart） 網(wǎng)絡(luò)計(jì)劃技術(shù) 關(guān)鍵路徑法（ CPM） 工作分解結(jié)構(gòu)（ WBS） 甘特圖 帶有時(shí)差的甘特圖 具有邏輯關(guān)系的甘特圖 網(wǎng)絡(luò)計(jì)劃技術(shù) CPM （ 1）基本原理 網(wǎng)絡(luò)計(jì)劃技術(shù)是一種類似流程圖的箭線圖，描繪出工作或項(xiàng)目包含的各種活動(dòng)的先后順序及相互關(guān)系，標(biāo)明每項(xiàng)活動(dòng)的時(shí)間和成本。促進(jìn)以最少的資源最快的速度完成任務(wù)。 關(guān)鍵路徑法是美國(guó)人詹姆斯克
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