Project management 项目管理毕业论文.docx

1、Project management 项目管理毕业论文BSc (Hons) Engineering ManagementModule Number: 3122FModule Title: Project Management1. Executive SummaryThis assignment is to plan economic benefits and feasibility study on eco resort to WRM as well as to start the companys involvement in Singapores eco-tourism segment.

2、And discuss how to handle a project and use the MS project to solve the project.2. Introduction of Project and Project management 2.1 What project it is A Project is a temporary endeavour undertaken to create a unique product, service or result. (PMBOK Guide, 3rd Edition, 2004) Project Management Bo

3、dy of Knowledge (PMBOK) is a project management standard developed by the Project Management Institute (PMI). 2.2 What project management it is Project Management is the application of knowledge, skills, and techniques to project activities in order to meet or exceed stakeholder needs and expectatio

4、ns of a project. It is a holistic management approach to implement change and create new product/service/results. And necessity of project management is Expansion of knowledge Demand for new products Worldwide markets Competition faster, cheaper, better Expanding size of projects, etc. Project Manag

5、ement is effective in accomplishing task that cannot (or very difficult) be done by traditional (product-based) structure and accomplishing one-off activities with minimum disruption to routine business and providing a way of controlling resources. 3. Feasibility Study of Eco Resort Development vGre

6、en technology used in the resort and amenities need to be understood in terms of its challenges and cost specific for this project. The challenges and obstacles in building eco resort Building materials will need to be look at as there are specific requirements for eco-constructions. Eco designs wil

7、l need to be incorporated into overall resort amenities. Conduct cost benefit studies on the project Generate a report on the feasibility study vOperational readiness Criteria and requirement in staff hiring Training procedure for staff Waste handling procedure and recycling Report writing vCertific

8、ation for Green Accreditation Selection of green accreditation bodies Liaising with accreditation body Information gathering on accreditation procedure Finally a mock-up model of the eco chalets needs to be constructed for the final presentation.3.1 Work Breakdown Structure (WBS)WBS is a deliverable

9、-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives. And it organizes and defines the total scope of the project Decomposition Process of WBS: Subdivide the major project deliverables into smaller, more manageable components Decomp

10、ose until each item can be appropriately scheduled & budgeted & assigned to a specific organizational unit 3.1.1 Indentation Type WBS1 Eco Resort1.1 Feasibility Studies on Eco Resort1.1.1 Challenges1.1.2 Construction Materials1.1.3 Eco Resort Design Concept1.1.4 Cost Benefit Studies1.2 Operational R

11、eadiness1.2.1 Requirement for staff hiring1.2.2 Training procedure for staff1.2.3 Waste handling study1.3 Certification process for Green Accreditation1.3.1 Selecting Green Accreditation body1.3.2 Liaise with accreditation body1.4 Mock up presentation1.4.1 Mock up model1.4.2 Final Report1.4.3 Presen

12、tation to WRM management3.1.1 Organization Type WBS3.2 Project OrganizationEach project team is a self-contained unit consisting of members with the required skillsMembers report solely to project leaders, with no functional responsibilitiesObjective to develop breakthrough initiative & leader acts

13、like entrepreneur starting up a new businessSuited for developing radically new products3.2.1 Strengths and weaknesses of project organizationStrengthsweaknessesoFully focused on a single project for each project teamoAbility to deal with uncertainty, changing circumstances and potential problemsoSu

14、itable in the development of advanced technologiesoLess constrained by functional/existing bias (everyone is important!)oStrong communications channels.oProjects are linked weakly; no cross-sharingoProhibitive cost due to duplicate effort, facilities, personnel, insufficient usage, etc.oTendency to

15、retain personnel after they are neededoOrganization needs to downsize if there is no continuation of technologyoLack of career continuity & opportunities for project personnel3.2.2 Project Team Organization3.3 Responsibility Assignment Matrix (RAM)Defines the project organization, key individuals as

16、 well as their responsibilities Identifies who will be responsible for completing each of the work packages in the WBS Usually only one person or party is assigned the primary responsibility and accountability WBSActivityProjectManagerWinstonSudirmanSiewBeeSiva1.1.1RP1.1.2RPP1.1.3RP1.1.4RP1.1.5RPPPP

17、1.1.6RPPPP1.2.1RPPPP1.2.2RPP1.2.3RPP1.2.4RPP1.3.1RPP1.3.2RPPP1.3.3RPPP1.4.1RPP1.4.2RPP1.4.3RPPPPLegendPerform/ResponsiblePReviewR3.4 Gantt ChartA graphical representation of the duration of tasks against the progression of time. Contains Work Breakdown Structure Overall schedule allows you to assess

18、 how long a project would take Detailed schedule & sequence Lays out the order in which tasks need be carried out List resources needed Progress monitoring tool can immediately see what should have beenachieved at a point in time3.4.1 Gantt Chart (from MS Project)3.5 Scheduling is Critical3.5.1 Esta

19、blish precedence relationships & Estimate activity durationTask DescriptionPredecessorsDuration(days)AChallenges3BConstruction MaterialsA5CEco Resort Design ConceptB8DCost Benefit StudiesB2ERequirement for staff hiringA3FTraining procedure for staffB E7GWaste handling studyC D F4HSelecting Green Acc

20、reditation bodyG1ILiaise with accreditation bodyH3JMock up modelH8KFinal ReportI3LPresentation to WRM managementK J13.5.2 Activity-on-Node (AON) Diagram Nodes represent activities (unit of work defined at any level of WBS). An activity is something that requires time and utilizes resources. Arrows r

21、epresent events and the direction establishes precedence relationships Activities can be sequential or parallel3.5.3 Critical Path Method(CPM)CPM was developed by DuPont in 1957 for chemical plants and it uses a single time estimate for each activity. Analysis of:Activities earliest & latest start t

22、imesActivities earliest & latest finish timesActivities slackCritical path3.5.3.1 Earliest & latest start timesBegin at starting event & perform a forward pass ES is the earliest start time; EF is the earliest finish time ES = 0 for starting activities EF = ES + Activity duration ES = Maximum EF of

23、all predecessors for non-starting activities 3.5.3.2 Earliest & latest finish timesBegin at ending event & perform a backward passLF is the latest finish time; LS is the latest start timeLF = Maximum EF for ending activitiesLS = LF - Activity durationLF = Minimum LS of all successors for non-ending

24、activitiesNote LF for ending event is the project completion time3.5.3.3 Slack TimeTotal Slack (or, Total Float) Amount of time an activity can be delayed without delaying project completion date, assuming no other delays are taking place in the project. Total Slack = LS - ES or LF - EF Free Slack (

25、or, Free Float) Amount of time an activity can be delayed without delaying the early start time of any of its successor activities (tasks immediately following this activity) Free Slack = ES (earliest successor) EFTask Duration(days)ESEFLSLFTSFSCritical?A3030300YB5383800YC881681600YD2810141666NE3368

26、1152NF781591611NG41620162000YH12021202100YI32124242730NJ82129212900YK32427262930NL12930293000Y3.5.3.3 Critical pathSet of activities with minimum slack, connecting the START node with the FINISH node.Sum of the completion times for the activities on the critical path is the minimal completion time o

27、f the project.The critical path is also the longest path there can be more than one critical path for the project.3.5.3.3 MS Project schedule6. ConclusionProject management is obvious from the above discussion that a project manager does have options to control a project during its execution. Projec

28、t managers must be willing to control minor trade-offs as well as major ones. However, the availability of specific options is a function of the particular project environment. Probably the greatest contribution a project manager makes to a project team organization is stability in adverse condition

29、s. Interpersonal relationships have a great deal to do with the alternatives available and their probability of success since team performance will be required. Through a combination of management skill and sensitivity, project managers can make the trade-offs, encourage the team members, and reassure the project sponsor in order to produce a satisfactory project.7. Reference http:/en.wikipedia.org/wiki/Project_management assessed on 12 Jan 2012 assessed on 12 Jan 2012Erik W. Larson,Clifford F. Gray, (2010) Project Management:The