Project management 项目管理毕业论文.docx
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Projectmanagement项目管理毕业论文
BSc（Hons）EngineeringManagement
ModuleNumber:
3122F
ModuleTitle:
ProjectManagement
1.ExecutiveSummary
ThisassignmentistoplaneconomicbenefitsandfeasibilitystudyonecoresorttoWRMaswellastostartthecompany’sinvolvementinSingapore’seco-tourismsegment.AnddiscusshowtohandleaprojectandusetheMSprojecttosolvetheproject.
2.IntroductionofProjectandProjectmanagement
2.1Whatprojectitis
AProjectisatemporaryendeavourundertakentocreateauniqueproduct,serviceorresult.（PMBOKGuide,3rdEdition,2004）ProjectManagementBodyofKnowledge（PMBOK）isaprojectmanagementstandarddevelopedbytheProjectManagementInstitute（PMI）.
2.2Whatprojectmanagementitis
ProjectManagementistheapplicationofknowledge,skills,andtechniquestoprojectactivitiesinordertomeetorexceedstakeholderneedsandexpectationsofaproject.Itisaholisticmanagementapproachtoimplementchangeandcreatenewproduct/service/results.Andnecessityofprojectmanagementis
ØExpansionofknowledge
ØDemandfornewproducts
ØWorldwidemarkets
ØCompetition–faster,cheaper,better
ØExpandingsizeofprojects,etc.
ProjectManagementiseffectiveinaccomplishingtaskthatcannot（orverydifficult）bedonebytraditional（product-based）structureandaccomplishingone-offactivitieswithminimumdisruptiontoroutinebusinessandprovidingawayofcontrollingresources.
3.FeasibilityStudyofEcoResortDevelopment
vGreentechnologyusedintheresortandamenitiesneedtobeunderstoodintermsofitschallengesandcostspecificforthisproject.
ØThechallengesandobstaclesinbuildingecoresort
ØBuildingmaterialswillneedtobelookatastherearespecificrequirementsforeco-constructions.
ØEcodesignswillneedtobeincorporatedintooverallresortamenities.
ØConductcostbenefitstudiesontheproject
ØGenerateareportonthefeasibilitystudy
vOperationalreadiness
ØCriteriaandrequirementinstaffhiring
ØTrainingprocedureforstaff
ØWastehandlingprocedureandrecycling
ØReportwriting
vCertificationforGreenAccreditation
ØSelectionofgreenaccreditationbodies
ØLiaisingwithaccreditationbody
ØInformationgatheringonaccreditationprocedure
Finallyamock-upmodeloftheecochaletsneedstobeconstructedforthefinalpresentation.
3.1WorkBreakdownStructure（WBS）
WBSisadeliverable-orientedhierarchicaldecompositionoftheworktobeexecutedbytheprojectteamtoaccomplishtheprojectobjectives.Anditorganizesanddefinesthetotalscopeoftheproject
DecompositionProcessofWBS:
ØSubdividethemajorprojectdeliverablesintosmaller,moremanageablecomponents
ØDecomposeuntileachitemcanbeappropriatelyscheduled&budgeted&assignedtoaspecificorganizationalunit
3.1.1IndentationTypeWBS
1EcoResort
1.1FeasibilityStudiesonEcoResort
1.1.1Challenges
1.1.2ConstructionMaterials
1.1.3EcoResortDesignConcept
1.1.4CostBenefitStudies
1.2OperationalReadiness
1.2.1Requirementforstaffhiring
1.2.2Trainingprocedureforstaff
1.2.3Wastehandlingstudy
1.3CertificationprocessforGreenAccreditation
1.3.1SelectingGreenAccreditationbody
1.3.2Liaisewithaccreditationbody
1.4Mockuppresentation
1.4.1Mockupmodel
1.4.2FinalReport
1.4.3PresentationtoWRMmanagement
3.1.1OrganizationTypeWBS
3.2ProjectOrganization
ØEachprojectteamisaself-containedunitconsistingofmemberswiththerequiredskills
ØMembersreportsolelytoprojectleaders,withnofunctionalresponsibilities
ØObjectivetodevelopbreakthroughinitiative&leaderactslikeentrepreneurstartingupanewbusiness
ØSuitedfordevelopingradicallynewproducts
3.2.1Strengthsandweaknessesofprojectorganization
Strengths
weaknesses
oFullyfocusedonasingleprojectforeachprojectteam
oAbilitytodealwithuncertainty,changingcircumstancesandpotentialproblems
oSuitableinthedevelopmentofadvancedtechnologies
oLessconstrainedbyfunctional/existingbias（everyoneisimportant!
）
oStrongcommunicationschannels.
oProjectsarelinkedweakly;nocross-sharing
oProhibitivecostduetoduplicateeffort,facilities,personnel,insufficientusage,etc.
oTendencytoretainpersonnelaftertheyareneeded
oOrganizationneedstodownsizeifthereisnocontinuationoftechnology
oLackofcareercontinuity&opportunitiesforprojectpersonnel
3.2.2ProjectTeamOrganization
3.3ResponsibilityAssignmentMatrix（RAM）
Definestheprojectorganization,keyindividualsaswellastheirresponsibilities
ØIdentifieswhowillberesponsibleforcompletingeachoftheworkpackagesintheWBS
ØUsuallyonlyonepersonorpartyisassignedtheprimaryresponsibilityandaccountability
WBS
Activity
Project
Manager
Winston
Sudirman
Siew
Bee
Siva
1.1.1
R
P
1.1.2
R
P
P
1.1.3
R
P
1.1.4
R
P
1.1.5
R
P
P
P
P
1.1.6
R
P
P
P
P
1.2.1
R
P
P
P
P
1.2.2
R
P
P
1.2.3
R
P
P
1.2.4
R
P
P
1.3.1
R
P
P
1.3.2
R
P
P
P
1.3.3
R
P
P
P
1.4.1
R
P
P
1.4.2
R
P
P
1.4.3
R
P
P
P
P
Legend
Perform/Responsible
P
Review
R
3.4GanttChart
Agraphicalrepresentationofthedurationoftasksagainsttheprogressionoftime.
ØContainsWorkBreakdownStructure
ØOverallschedule–allowsyoutoassesshowlongaprojectwouldtake
ØDetailedschedule&sequence–Laysouttheorderinwhichtasksneed
becarriedout
ØListresourcesneeded
ØProgressmonitoringtool–canimmediatelyseewhatshouldhavebeen
achievedatapointintime
3.4.1GanttChart（fromMSProject）
3.5SchedulingisCritical
3.5.1Establishprecedencerelationships&Estimateactivityduration
Task
Description
Predecessors
Duration（days）
A
Challenges
3
B
ConstructionMaterials
A
5
C
EcoResortDesignConcept
B
8
D
CostBenefitStudies
B
2
E
Requirementforstaffhiring
A
3
F
Trainingprocedureforstaff
BE
7
G
Wastehandlingstudy
CDF
4
H
SelectingGreenAccreditationbody
G
1
I
Liaisewithaccreditationbody
H
3
J
Mockupmodel
H
8
K
FinalReport
I
3
L
PresentationtoWRMmanagement
KJ
1
3.5.2Activity-on-Node（AON）Diagram
✓Nodesrepresentactivities（unitofworkdefinedatanylevelofWBS）.Anactivityissomethingthatrequirestimeandutilizesresources.
✓Arrowsrepresenteventsandthedirectionestablishesprecedencerelationships
✓Activitiescanbesequentialorparallel
3.5.3CriticalPathMethod（CPM）
CPMwasdevelopedbyDuPontin1957forchemicalplantsanditusesasingletimeestimateforeachactivity.Analysisof:
ØActivities’earliest&lateststarttimes
ØActivities’earliest&latestfinishtimes
ØActivities’slack
ØCriticalpath
3.5.3.1Earliest&lateststarttimes
Beginatstartingevent&performaforwardpass
ESistheearlieststarttime;EFistheearliestfinishtime
ES=0forstartingactivities
EF=ES+Activityduration
ES=MaximumEFofallpredecessorsfornon-startingactivities
3.5.3.2Earliest&latestfinishtimes
Beginatendingevent&performabackwardpass
LFisthelatestfinishtime;LSisthelateststarttime
LF=MaximumEFforendingactivities
LS=LF-Activityduration
LF=MinimumLSofallsuccessorsfornon-endingactivities
NoteLFforendingeventistheprojectcompletiontime
3.5.3.3SlackTime
TotalSlack（or,TotalFloat）
Amountoftimeanactivitycanbedelayedwithoutdelayingprojectcompletiondate,assumingnootherdelaysaretakingplaceintheproject.
TotalSlack=LS-ESorLF-EF
FreeSlack（or,FreeFloat）
Amountoftimeanactivitycanbedelayedwithoutdelayingtheearlystarttimeofanyofitssuccessoractivities（tasksimmediatelyfollowingthisactivity）
FreeSlack=ES（earliestsuccessor）–EF
Task
Duration（days）
ES
EF
LS
LF
TS
FS
Critical?
A
3
0
3
0
3
0
0
Y
B
5
3
8
3
8
0
0
Y
C
8
8
16
8
16
0
0
Y
D
2
8
10
14
16
6
6
N
E
3
3
6
8
11
5
2
N
F
7
8
15
9
16
1
1
N
G
4
16
20
16
20
0
0
Y
H
1
20
21
20
21
0
0
Y
I
3
21
24
24
27
3
0
N
J
8
21
29
21
29
0
0
Y
K
3
24
27
26
29
3
0
N
L
1
29
30
29
30
0
0
Y
3.5.3.3Criticalpath
Setofactivitieswithminimumslack,connectingtheSTARTnodewiththeFINISHnode.
Sumofthecompletiontimesfortheactivitiesonthecriticalpathistheminimalcompletiontimeoftheproject.
Thecriticalpathisalsothelongestpath–therecanbemorethanonecriticalpathfortheproject.
3.5.3.3MSProjectschedule
6.Conclusion
Projectmanagementisobviousfromtheabovediscussionthataprojectmanagerdoeshaveoptionstocontrolaprojectduringitsexecution.Projectmanagersmustbewillingtocontrolminortrade-offsaswellasmajorones.However,theavailabilityofspecificoptionsisafunctionoftheparticularprojectenvironment.Probablythegreatestcontributionaprojectmanagermakestoaprojectteamorganizationisstabilityinadverseconditions.Interpersonalrelationshipshaveagreatdealtodowiththealternativesavailableandtheirprobabilityofsuccesssinceteamperformancewillberequired.Throughacombinationofmanagementskillandsensitivity,projectmanagerscanmakethetrade-offs,encouragetheteammembers,andreassuretheprojectsponsorinordertoproduceasatisfactoryproject.
7.Reference
http:
//en.wikipedia.org/wiki/Project_managementassessedon12Jan2012
assessedon12Jan2012
ErikW.Larson, CliffordF.Gray,（2010）ProjectManagement:
The
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