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Ladies and gentlemen, good morning! Today, we will delve into the fascinating field of Construction Project Management. As a crucialaspect of the construction industry, effective project management ensures that projects are completed on time, within budget, and with the desired quality. In this lecture, we will explore the key concepts, processes, and responsibilities associated with construction project management.Firstly, let's define what Construction Project Management is. It is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. The primary goal of project management is to deliver a project that satisfies the needs and expectations of the stakeholders while adhering to the project's scope, schedule, and budget.To begin, we will discuss the project lifecycle. The project lifecycle consists of several stages, each with its unique set of activities and deliverables. These stages include:1. Project Initiation: In this phase, the project's objectives, scope, and feasibility are defined. Stakeholders are identified, and theproject charter is prepared.2. Project Planning: The project plan is developed, which includes the schedule, budget, resources, and risks. This phase ensures that all the necessary components are in place for the project's successful execution.3. Project Execution: During this phase, the project plan is implemented. The project team works together to complete the project activities, and progress is monitored to ensure that the project stays on track.4. Project Monitoring and Controlling: This phase involves tracking the project's progress, comparing it to the plan, and taking corrective actions if necessary. It also includes managing risks and issues that may arise during the project's lifecycle.5. Project Closure: The final phase involves completing all project activities, delivering the final product, and ensuring that all projectobjectives have been met. This phase also includes documenting lessons learned and conducting a project review.Now, let's discuss the key processes involved in construction project management. These processes are:1. Project Integration Management: This process ensures that all the project components work together effectively. It involves coordinating and integrating all the project activities, ensuring that they alignwith the project objectives.2. Project Scope Management: This process involves defining, verifying, and controlling the project scope. It ensures that the project deliverables meet the stakeholders' needs and expectations.3. Project Schedule Management: This process involves developing and managing the project schedule. It ensures that the project is completed on time by planning, scheduling, and controlling the project activities.4. Project Cost Management: This process involves estimating, budgeting, and controlling the project costs. It ensures that the project is completed within the approved budget.5. Project Quality Management: This process involves planning, implementing, and controlling quality activities to meet the project requirements. It ensures that the project deliverables meet the desired quality standards.6. Project Resource Management: This process involves acquiring, developing, and managing the project resources. It ensures that the project has the necessary resources to complete the project activities.7. Project Communication Management: This process involves planning, implementing, and controlling the project communication activities. It ensures that the project information is effectively communicated to the stakeholders.8. Project Risk Management: This process involves identifying, analyzing, and responding to project risks. It ensures that potential risks are minimized and managed effectively.9. Project Procurement Management: This process involves acquiring goods and services from external sources. It ensures that the project requirements are met through effective procurement activities.In conclusion, Construction Project Management is a complex and dynamic field that requires a comprehensive understanding of various processes, skills, and tools. As a project manager, it is essential to have a solid grasp of these concepts to ensure the successful delivery of construction projects. Thank you for your attention, and I hope you find this lecture informative and beneficial.。
第四章项目进度管理学习目标了解项目进度管理包括的工作过程；了解各个工作过程的依据和结果；重点掌握项目进度管理工作过程中的节点法、箭线图、甘特图、关键路径法和计划评审技术等工具。
本章主要内容项目进度管理概述项目活动定义项目活动排序项目活动历时估算制定项目进度计划项目进度控制4.1项目进度管理概述项目进度管理：也称为项目时间管理，是指在项目的进展过程中，为了确保项目能够在规定的时间内实现项目的目标，对项目活动进度及日程安排所进行的管理过程。
对项目开展进度管理就是要在规定的时间内，制定出合理、经济的进度计划，然后在该计划的执行过程中，检察实际进度是否与计划进度相一致，若出现偏差，应及时找出原因，采取必要的补救措施，如有必要，则还要调整原进度计划，从而保证项目按时完成。
项目进度管理的内容：项目活动分解与界定、项目活动排序、项目活动历时估算、项目进度计划制定、项目进度计划控制在项目管理的实践中，他们通常是相互影响和相互制约工作。
4.2项目活动定义项目活动定义：是确定为完成项目目标所需要进行的所有具体活动的一项任务。
项目活动定义的依据：项目工作分解结构、项目范围定义、历史资料、制约因素、假设条件4.3项目活动排序4.3.1项目活动排序的方法单代号网络图法AON（activity-on-node），节点代表活动，箭线代表这些活动之间的逻辑顺序。
（节点法）双代号网络图法AOA (activity-on-arrow)，箭线代表活动，节点用来连接活动，表示一项活动的结束和潜在的下一项活动的开始。
（箭线图法）AON与AOA的比较AON易于理解，使用广泛，一项活动的所有数据都集中在一个节点上。
当有多个活动汇聚或发散时，AON变得难于阅读。
AOA难于使用，需要经过培训，信息分散标注在箭线和节点上。
但某些特殊行业，如建筑业依然在使用，适用于大型复杂项目。
4.3.2项目活动排序的相关概念前置活动：其后的活动启动之前必须完成的活动。
Unit 04 -Project SelectionOctober 2004 | Project Management | Wilhelm F. Neuhäuser©IBM Corporation 2003AgendaUnit 4: Project SelectionObjectivesNonnumeric selection modelsProject selection overviewLife-cost cycleProfitability measuresUsing financial measures to select projects andalternative strategiesKey messages -Unit 4ObjectivesAt the end of this module, you will be able to -Understand project selection and its role in theoverall projectUnderstand processes that drive the projectselection processesDescribe financial analysis approaches used forproject selectionNon-numeric Selection Models Sacred cowOperating necessityCompetitive necessityProduct line extensionsComparative benefit modelJust do it!Numeric Project Selection ModelsPortfolio AnalysisOpportunitiesFuturePerceivedWhy notProfitability measuresReturn on salesReturn on investments and return on assets (ROA)Net present value (NPV)Portfolio Analysis in Project SelectionAnalytical tool to determine investments inproducts, systems, businesses, and servicesResults in -Investment prioritiesAlternative strategiesPerformance improvement initiativesFinancial measurementsTypically used by corporate planning, businesssegments, and portfolio management/marketplanning teamsPortfolio Management -Logical ViewPortfolio ManagementCollect Market Segment Data Assess Capabilitiesby Segment Define Market Segments Priorities InvestmentsSegment Data Define customer market segments Select current and future markets Map current offerings into market segments Identify new market opportunitiesLink vision, mission, and goals to segmentsCollect and rank customer requirements Determine competitive environmentUnderstand market environment and trendsDetermine financial performance of segmentsAssess markets Assess market attractivenessAssess competitive positionAssess financial performancePerform strategic position analysis Perform financial performance analysisEvaluate alternative strategiesOptimize coverage by segment and businessOptimize financials Evaluate linkage to vision, mission, and goalsFinalize customer offerings portfolioCommit to businessLife-Cycle CostTechnique assesses "total cost" of project fromConcept to End-of-LifeNormalizes all risks to measure their effect onbaseline life-cycle cost (LCC)Usually uses computer modelGenerally used for complex projects that arerelatively expensive and multiyear in durationProfitability MeasuresAssess the relative levels of return to anorganization from various alternativesMay be applied to factors having nothing to do withmonetary profit or loss -are a means to evaluatethe relative desirability of a given optionAre selected for use based on the relative length ofan option, the level of investment, and the timing ofinflow and outflowProfitability Measures (continued)In order of increasing complexity, the mostcommon profitability measures are -Present valueReturn on sales (ROS) or simple profitReturn on assets (ROA) or return on investment(ROI)Economic value added (EVA)Using Financial Measures to select Projects and Alternative StrategiesPresent value = PVPayment today is worth more than paymenttomorrowPresent value is the value of a future paymentFor a given future payment t years from now -M tPV =(1 + r)tM t= amount of payment t years from nowr= interest rate (sometimes called "discount rate")Sample Calculation of Net Present Value (NPV)30,83917,9620.513235,00015,00050,000712,86722,5800.564540,00010,00050,0006-9,70327,9410.620945,0005,00050,0005-37,64423,9050.683035,0005,00040,0004-61,54918,7820.751325,0005,00030,0003-80,331-1,2400.8264-1,50015,00013,5002-79,091-29,0910.9091-32,00035,0003,0001-50,000-50,0001.0000-50,00050,0000Net Present Value V t d tDiscounted Cash Flow V t d tDiscount factor d tNet Cash Flow V tYear CostYear Revenue tYearReturn on Sales (ROS)ROS is a simple, non-time-dependent measure ofnet profit or return as a percentage of a project'stotal sales or revenue generatedNet ProfitROS =SalesNegative return on sales indicates a lossROS ExampleComponents of a compute system are purchased for$500,000. Additional systems integration andprogramming work is performed for $200,000.Indirect (overhead) expenses of 50% of labor costsare allocated to the project. Once assembled, thecomputer system is sold for $1 million. Income taxesare 40%.Calculate net profit and return on sales.ROS Example (continued)Sales =$1,000,000Material =500,000Labor =200,000Overhead =100,000Profit =200,000Taxes =80,000Net Profit=120,000Net Profit ROS =Sales=$120,000$1,000,000=12%Profit & Loss Calculation ExampleRevenue -Cost (royalties, warranty, maintenance, base manufacturing cost, goods,...) = Gross profit (GP); % GP (percentage from revenue)-Unique expenses (development expense, direct marketing and services,...)-SG&A (sales, general administration & allocations)= NEBT (net earnings before tax) = Profit contribution % NEBT (percentage from revenue)Return on AssetA relative measure of profitability comparing anorganization's return on an effort with its overallinvestment in assets required to perform the effortSometimes referred to as return on investment(ROI)Net ProfitROA =Total assetsROA ExampleIn the previous example, assume the computerassembly operation required an asset base of $2million to support its operation.Calculate ROA.Net Profit ROA =Total assets =$120,000 $2,000,000=6%Economic Value Added (EVA) andEconomic Value Loss (EVL)Approach that evaluates the return-on-capitalpercentage versus the cost-of-capital percentageCan be calculated using various methodsAssesses the effectiveness of creating value forshareholdersWhat is the Cost of CapitalRepresents the cost of financing an organization'soperationsReflects the minimum rate of return required byinvestorsDebt holders require interest and principle repaymentShareholders require dividends and stock priceappreciationFocusing on the cost of capital enables anorganization to identify development projects thatcreate value for shareholdersEVA Approach and ExampleEVA is used to measure financial value created forshareholdersEVA = net operating profits after taxes minus theweighted average cost of capital (NOPAT -WACC)Using the same information from the ROS and ROA examples,assume the weighted average cost of capital for your companyis determined to be 10%.Calculate EVA.EVA = NOPAT -WACC= $120,000-10% x $2,000,000= $120,000-$200,000= -$80,000Raising EVAThere's nothing fancy or complicated about how to make economic valueadded (EVA) go up. It's a fundamental measure of return on capital, and thereare just three ways to increase it:Earn more profit without using more capitalYou probably spend much of your time thinking of ways to do this; cost cutting is today's favorite method. Nothing wrong with that, but focusing on it often blindscompanies to other ways of raising EVA.Use less capitalIn practice, this is often the method that companies adopting EVA find mosteffective.Coke uses plastic containers for concentrate instead of costlier metal ones. CSX figures out how to operate with 100 locomotives instead of 150. Quakerreschedules production to require fewer warehouses.What to do with the capital saved? Companies can return it to shareholdersthrough higher dividends or stock buybacks, or can ...Invest capital in high-return projectsThis is what growth is all about. Just make sure you expect these projects to earn more than the total cost of the capital they require.From "The Real Key to Creating Wealth", Fortune, September 20, 1993Summary of Profitability Measurement Tools and Techniques Tool ROS Advantages Simplicity of use Simplicity of understanding Flexibility Reflects actual level of investment in effort Reflects time value of investment Easy method is relatively accurateMeasures value created Easy to understand Focuses decision making Disadvantages Does not evaluate relative levels of investment Does not consider length of project or effort Does not reflect time value of returnmeasurement No set formulas Difficult to compute EVA at project levelROA EVAKey MessagesProject success is often driven by the clarity ofproject definitionsPlan globally, think locallyThe individual project manager may or may not beinvolved in the project selection process for aspecific project。
项目管理员教学计划（一）培训目标1.1 总体目标通过本次项目管理基础理论及案例课程的培训，统一受训员工对项目管理的理解，在掌握理论的基础上，掌握项目管理技巧的综合应用。
本次培训的具体目标为：1、掌握项目管理的基本理论及思想2、掌握项目管理的技巧的综合应用3、掌握项目管理管控的综合技巧4、掌握项目有效授权的综合技巧5、掌握项目工作分解的核心6、掌握项目计划编制的核心7、掌握项目综合控制的核心技术8、掌握项目风险管理的核心技术9、掌握项目人员管理的核心技术10、掌握项目经理必备的素质和技巧11、掌握项目沟通和会议的核心技巧12、掌握项目管理系统思考的核心13、掌握项目评价及其考核管理14、掌握项目的流程管理、项目管理、知识管理的核心（二）教学要求1、在内容安排上，适当穿插一些先修课程的知识，保持知识的连贯性，以便于学生学习、掌握有关的基础理论和方法，使学生有一个系统性的项目管理思维模式；2、在教学中应尽可能应用现代化的教学手段，通过图表、案例整合相关知识；同时，还要开展课内教学实践活动，培养和提高学生分析问题和解决问题的能力。
教学计划安排总课时数：90学时理论知识授课：60学时专业实操授课：30学时项目管理员教学大纲一、理论实操总课时为90课时二. 使用教材：《国家职业资格培训教程项目管理师（三级）》中国劳动社会保障出版社出版三. 教学大纲第1章项目范围管理第1节项目范围计划学习单元1 识别项目范围学习单元2 收集整理工作分解结构模板第2节项目范围控制学习单元1 测量和记录项目工作完成情况学习单元2 记录范围变更第2章项目时间管理第1节项目进度计划学习单元1 项目进度计划制订学习单元2 识读进度计划图表第2节项目进度计划执行学习单元1 记录项目进度计划的执行情况学习单元2 测量进度计划执行状况第3节项目进度控制学习单元1 识别项目进度偏差学习单元2 项目进度报告基本知识第3章项目费用管理第1节项目费用计划学习单元1 收集编制费用计划所需资料学习单元2 识读资源数据图表第2节项目费用计划执行学习单元1 记录项目费用计划的执行情况学习单元2 测量费用计划执行状况第3节项目费用控制学习单元1 识别项目费用偏差学习单元2 报告项目费用偏差第4章项目质量管理第1节项目质量计划学习单元1 项目质量管理的基本知识学习单元2 收集编制质量计划所需资料学习单元3 填写质量检查袁第2节项目质量保证第3节项目质量控制学习单元1 项目质量控制的基本概念学习单元2 ISO 9000(GB/T 19000)质量管理标准学习单元3 收集质量信息学习单元4 识别质量偏差学习单元5 报告质量偏差学习单元6 运用随机抽样的基本方法第5章安全、健康与环境管理第1节安全管理基本知识学习单元1 安全事故基本概念学习单元2 安全事故调查第2节环境保护学习单元1 环境保护的内容和要求学习单元2 环境保护宣传第6章项目人力资源管理第1节项目组织结构学习单元1 组织结构图的编制学习单元2 项目团队发展阶段划分第2节项目工作分析学习单元1工作分析的概念学习单元2工作分析的方法第7章项目沟通管理第1节礼仪的基本知识学习单元1 日常交往中的礼仪学习单元2 商务礼仪第2节沟通的基本知识第3节项目信息系统及计算机网络基础知识学习单元 1项目信息管理的基本知识学习单元2 计算机网络基础知识第8章项目采购管理第1节项目采购计划学习单元1 收集采购计划编制的资料学习单元2 发布采购需求信息学习单元3 采购合同第2节项目采购实施学习单元1 市场调查方法学习单元2 询价的基本知识第9章项目收尾及后评价第1节合同收尾学习单元1 收集项目相关合同资料学习单元2 归档项目相关合同资料第2节管理收尾学习单元1 收集项目资料学习单元2 归档项目资料书中内容根据《国家职业标准·项目管理师》要求编写。
