國(guó)際工程項(xiàng)目管理教材-在線瀏覽
2025-04-05 12:51本頁(yè)面
【正文】 招投標(biāo)專題報(bào)告 合同管理專題報(bào)告 專題報(bào)告 項(xiàng)目管理報(bào)告系統(tǒng) MR TC1 本月計(jì)劃進(jìn)度與實(shí)際進(jìn)度比較 MR TC 設(shè)計(jì)月計(jì)劃進(jìn)度與實(shí)際進(jìn)度比較 MR TC 設(shè)備材料采購(gòu)及工程發(fā)包月計(jì)劃進(jìn)度與實(shí)際進(jìn)度比較 MR TC 施工月計(jì)劃進(jìn)度與實(shí)際進(jìn)度比較 MR TC 開(kāi)業(yè)準(zhǔn)備月計(jì)劃進(jìn)度與實(shí)際進(jìn)度比較 MR TC2 本月進(jìn)度分析及采取措施 MR TC 3 下月計(jì)劃進(jìn)度 MR TC 設(shè)計(jì)計(jì)劃進(jìn)度 MR TC 設(shè)備材料采購(gòu)及工程發(fā)包計(jì)劃進(jìn)度 MR TC 施工計(jì)劃進(jìn)度 MR TC 開(kāi)業(yè)準(zhǔn)備計(jì)劃進(jìn)度 MRCC1 本月資金使用計(jì)劃值與實(shí)際值比較 MRCC2 累計(jì)資金使 用匯總表 MRCC3 下月資金使用計(jì)劃 MR CC 4 本月投資控制與合同管理匯總表 MRQC1 本月重大技術(shù)、質(zhì)量及安全問(wèn)題處理匯總表 MRQC 本月重大設(shè)計(jì)技術(shù)、質(zhì)量問(wèn)題處理匯總表 MRQC 本月重大施工技術(shù)、質(zhì)量及安全問(wèn)題處理匯總表 MRC A1 本月設(shè)備材料采購(gòu)及工程發(fā)包匯總表 MRGR 業(yè)主方下月工作建議 項(xiàng)目管理副主任： （譚震寰） 項(xiàng)目管理月度報(bào)告 項(xiàng)目信息 圖紙及說(shuō)明 文字資料 照片及圖片 錄音帶 錄象帶 項(xiàng)目信息分類 HFDHHY/XXXX/XXX 項(xiàng)目編碼 信息類 順序號(hào) 信息大類 信息類 信息編碼圖例 40 00 函件 4010 政府部門函 4020 業(yè)主代表函 4021 致政府部門函 4022 致外方設(shè)計(jì)單位函 4023 致中方設(shè)計(jì)單位函 4024 致項(xiàng)目管理方函 4025 致施工監(jiān)理方函 4026 致施工總承包單位函 4030 項(xiàng)目管理主任函 4040 項(xiàng)目管理副主任函 4050 設(shè)計(jì)管理經(jīng)理函 4060 施工管理經(jīng)理函 4065 項(xiàng)目管理內(nèi)部聯(lián)系函 4070 監(jiān)理總工程師函 4080 施工總承包商函 4090 材料、設(shè)備供應(yīng)商來(lái)函 40A0 施工分包商函 信息分類及編碼示意 作業(yè) 公司決定在海邊建一座度假別墅，由你領(lǐng)導(dǎo)這個(gè)項(xiàng)目。 項(xiàng)目管理實(shí)施規(guī)劃 的編制和實(shí)施是一動(dòng)態(tài)過(guò)程，在執(zhí)行過(guò)程中將不斷地進(jìn)行深化和調(diào)整。International Project Management 國(guó)際工程項(xiàng)目管理 青島理工大學(xué)管理學(xué)院 周建亮 博士 Mail: Chapter3 Project Scope Management Create WBS The WBS is a deliverableoriented hierarchical deposition of the work to be executed by the project team, to acplish the project objectives and create the required deliverables. The WBS anizes and defines the total scope of the project. The WBS subdivides the project work into smaller, more manageable pieces of work, with each descending level of the WBS representing an increasingly detailed definition of the project work. The planned work contained within the lowestlevel WBS ponents, which are called work packages, can be scheduled, cost estimated, monitored, and controlled. Create WBS: Tools and Techniques Work Breakdown Structure Templates ? Although each project is unique, a WBS from a previous project can often be used as a template for a new project, since some projects will resemble another prior project to some extent. For example, most projects within a given anization will have the same or similar project life cycles and, therefore, have the same or similar deliverables required from each phase. Many application areas or performing anizations have standard WBS templates. ? The Project Management Institute Practice Standard for Work Breakdown Structures provides guidance for the generation, development, and application of work breakdown structures. This publication contains industryspecific examples of WBS templates that can be tailored to specific projects in a particular application area. A portion of a WBS example, with some branches of the WBS deposed down through the work package level, is shown in Figure of next page. Deposition Deposition is the subdivision of project deliverables into smaller, more manageable ponents until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated. The level of detail for work packages will vary with the size and plexity of the project. Deposition may not be possible for a deliverable or subproject that will be acplished far into the future. The project management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed. This technique is sometimes referred to as rolling wave planning. Deposition Steps Depositio
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