項(xiàng)目規(guī)劃組織及施工控制

Chapter16

Planning,SchedulingandConstructionManagement第16章

項(xiàng)目規(guī)劃、組織及施工控制1/81Chapter16Planning,SchedulingandConstructionManagement

項(xiàng)目規(guī)劃、組織及施工控制Theconstructionindustryplaysasignificantroleinthedevelopmentofnationaleconomy.Almosthalfofthetotaloutlayinanyfiveyearplanisutilizedforconstructionactivitieswhichconstituteanintegralpartofalldevelopmentprojects.Duringthelastfourdecades,theconstructionindustryinChinahasundergonelargescalemechanizationwithrapidchangesandadvancementinconstructionpracticesaswellasinthemanagementofconstructionworks.Theterm“Construction”isnolongerlimitedonlytothephysicalactivitiesinvolvingmen,materialsandmachinerybutcoverstheentiregamutofactivitiesfromconceptiontorealizationofaconstructionproject.2/81Chapter16Planning,SchedulingandConstructionManagement

項(xiàng)目規(guī)劃、組織及施工控制建筑行業(yè)對(duì)國(guó)民經(jīng)濟(jì)發(fā)展起著至關(guān)主要作用。在任何一種五年計(jì)劃總支出中，近二分之一額度用于建筑行業(yè)，而建筑行業(yè)是所有規(guī)劃項(xiàng)目系統(tǒng)內(nèi)不可或缺一種部分。在過(guò)去40年里，中國(guó)建筑業(yè)經(jīng)歷了大規(guī)模機(jī)械化實(shí)踐，在建設(shè)工程領(lǐng)域取得了迅速、長(zhǎng)足發(fā)展?！笆┕ぁ辈辉偈侵话ㄈ肆Α⒉牧霞皺C(jī)械活動(dòng)，而是涵蓋從構(gòu)思到實(shí)現(xiàn)整個(gè)項(xiàng)目標(biāo)全過(guò)程。3/81Chapter16Planning,SchedulingandConstructionManagement

項(xiàng)目規(guī)劃、組織及施工控制16.1ConstructionManagement施工管理16.2OrganizingforProjectManagement項(xiàng)目管理組織16.3DefiningWorkTasks要求工作任務(wù)4/8116.1ConstructionManagement施工管理Managementisthescienceandartofplanning,organizing,leadingandcontrollingtheworkoforganizationmembersandofusingallavailableorganizationresourcestoreachstatedorganizationalgoals.施工管理是一門(mén)涵蓋對(duì)項(xiàng)目各個(gè)部門(mén)統(tǒng)一規(guī)劃、組織、領(lǐng)導(dǎo)和管理，利用一切可利用資源實(shí)現(xiàn)預(yù)先設(shè)定目標(biāo)科學(xué)和藝術(shù)。5/8116.1ConstructionManagement施工管理ConstructionManagementincludesreviewofcontracts,ordermaterials,hireandschedulesub-contractors,resourceplanningandtoprovidequalitycontrolandinsurethattheconstructionprojectiscompletedontimeandwithallocatedbudget.Planningandschedulingofactivitiesinvolvedintheconstructionprocessisextremelyimportanttosuccessfullyachievethegoalsofaconstructionproject.Asuccessfulconstructionmanagershouldhavegoodleadershipskills,effectivecommunicationskillsandsoundorganizationskillswithknowledgeofdisputeresolutiontechniques.Heshouldbeabletomotivatetheconstructionteam.Goodknowledgeofaccountingandfinanceandquantitysurveyisalsorequired.6/8116.1ConstructionManagement施工管理建設(shè)管理包括協(xié)議審查、材料訂購(gòu)、確定分包商、資源規(guī)劃以及確定工程質(zhì)量并按時(shí)完工且不超預(yù)算所應(yīng)采取措施。在施工過(guò)程中包括分項(xiàng)工程規(guī)劃及有效組織對(duì)確保建設(shè)項(xiàng)目目標(biāo)如期完成是極其主要。一種優(yōu)秀建筑施工責(zé)任人應(yīng)具有良好領(lǐng)導(dǎo)能力、有效溝通能力及組織能力來(lái)處理問(wèn)題。他應(yīng)當(dāng)能夠鼓勵(lì)施工團(tuán)體，精通財(cái)務(wù)及質(zhì)量管理能力也是必需。7/8116.1ConstructionManagement施工管理Constructionmanagementdealswitheconomicalconsumptionoftheresourcesavailableintheleastpossibletimeforsuccessfulcompletionofconstructionproject.“Men”,“materials”,“machinery”and“money”aretermedasresourcesinconstructionmanagement.良好施工管理能夠?qū)嵞壳白疃虝r(shí)間內(nèi)、利用最小程度資源消耗來(lái)圓滿完成建設(shè)項(xiàng)目?！皠趧?dòng)力”“材料”“機(jī)械”和“資金”被稱(chēng)作施工管理過(guò)程中資源。8/8116.1ConstructionManagement施工管理1.

ObjectivesofConstructionManagement項(xiàng)目管理目標(biāo)Themainobjectivesofconstructionmanagementare:Completingtheworkwithinestimatedbudgetandspecifiedtime;Maintainingareputationforhighqualityworkmanship;Takingsounddecisionsanddelegationofauthority;Developinganorganizationthatworksasateam.項(xiàng)目管理主要目標(biāo)是：根據(jù)預(yù)算和所需時(shí)間完成工作；依靠?jī)?yōu)秀質(zhì)量保持名譽(yù)；根據(jù)權(quán)威指導(dǎo)做出正確決定；將組織發(fā)展成一種團(tuán)體。9/8116.1ConstructionManagement施工管理2.

FunctionsofConstructionManagement項(xiàng)目管理作用Thefunctionsofconstructionmanagementare：管理作用是：(1)

Planning:Itistheprocessofselectingaparticularmethodandtheorderofworktobeadoptedforaprojectfromallthepossiblewaysandsequencesinwhichitcouldbedone.Itessentiallycoverstheaspectsof“Whattodo”and“Howtodoit”,asshowninFigure16.1.規(guī)劃：所謂項(xiàng)目規(guī)劃是通過(guò)從眾多也許辦法中選出一種可行辦法及施工進(jìn)程來(lái)完成項(xiàng)目標(biāo)實(shí)行。包括“做什么”和“如何做”等方面，如圖16.1所示。10/8116.1ConstructionManagement施工管理Figure16.1ProjectPlanning

圖16.1項(xiàng)目管理11/8116.1ConstructionManagement施工管理Importanceofplanning:規(guī)劃主要性：①Planninghelpstominimizethecostbyoptimumutilizationofavailableresources.規(guī)劃最有效可用資源，減少工程造價(jià)。②Planningreducesirrationalapproaches,duplicationofworksandinterdepartmentalconflicts.規(guī)劃可減少不恰當(dāng)辦法使用、大量反復(fù)工作及跨部門(mén)間沖突。③Planningencouragesinnovationandcreativityamongtheconstructionmanagers.規(guī)劃可激發(fā)施工管理人員創(chuàng)新和發(fā)明能力。④Planningimpartscompetitivestrengthtotheenterprise.規(guī)劃可賦予公司競(jìng)爭(zhēng)實(shí)力。12/8116.1ConstructionManagement施工管理(2)

Scheduling:Schedulingisthefittingofthefinalworkplantoatime?scale.Itshowsthedurationandorderofvariousconstructionactivities.Itdealswiththeaspectof“whentodoit”.VisualrepresentationofthescheduleisshowninFigure16.2.調(diào)度：調(diào)度是將施工進(jìn)程與時(shí)間聯(lián)系起來(lái)。它表白各階段建設(shè)活動(dòng)連續(xù)時(shí)間和施工次序，處理“什么時(shí)候做什么”問(wèn)題。調(diào)度圖表顯示如圖16.2所示。Importanceofscheduling:Schedulingoftheprogramming,planningandconstructionprocessisavitaltoolinboththedailymanagementandreportingoftheprojectprogress.調(diào)度主要性：項(xiàng)目標(biāo)規(guī)劃、計(jì)劃和建設(shè)過(guò)程調(diào)度對(duì)日常管理和項(xiàng)目進(jìn)展至關(guān)主要。13/8116.1ConstructionManagement施工管理Figure16.2VisualRepresentationoftheSchedule

圖16.2調(diào)度圖表顯示14/8116.1ConstructionManagement施工管理(3)

Organizing:Organizingisconcernedwithdecisionofthetotalconstructionworkintomanageabledepartments/sectionsandsystematicallymanagingvariousoperationsbydelegatingspecifictaskstoindividuals.組織：組織通過(guò)將特定任務(wù)分派給不一樣部門(mén)，將所有工作決定傳達(dá)至管理部門(mén)并進(jìn)行系統(tǒng)管理。(4)

Staffing:Staffingistheprovisionofrightpeopletoeachsection/departmentcreatedforsuccessfulcompletionofaconstructionproject.人員編制：指進(jìn)行合理人員安排，使一種建設(shè)項(xiàng)目得以順利地完成。15/8116.1ConstructionManagement施工管理(5)

Directing:Itisconcernedwithtrainingsubordinatestocarryoutassignedtasks,supervisingtheirworkandguidingtheirefforts.Italsoinvolvesmotivatingstafftoachievedesiredresults.指導(dǎo)：一般是訓(xùn)練員工來(lái)完成既定工作、監(jiān)督實(shí)行效果并給予指導(dǎo)，也包括通過(guò)鼓勵(lì)員工達(dá)成預(yù)期成果。(6)

Controlling:Itinvolvesaconstantreviewoftheworkplantocheckonactualachievementsandtodiscoverandrectifydeviationthroughappropriatecorrectivemeasures.控制管理：指不停地回憶工作計(jì)劃來(lái)檢查實(shí)際運(yùn)行效果，通過(guò)合適補(bǔ)救措施來(lái)發(fā)覺(jué)并糾正工作方向。16/8116.1ConstructionManagement施工管理(7)

Coordinating:Itinvolvesbringingtogetherandcoordinatingtheworkofvariousdepartmentsandsectionssoastohavegoodcommunication.Itisnecessaryforeachsectiontoawareofitsroleandtheassistancetobeexpectedfromothers.協(xié)調(diào)：它包括召集和協(xié)調(diào)各部門(mén)和部分工作，方便有良好溝通。每個(gè)部門(mén)需要意識(shí)到自己角色及盼望從其他部門(mén)所取得幫助。17/8116.1ConstructionManagement施工管理3.

ImportanceofConstructionManagement施工管理主要性(1)

Propermanagementpracticesinvariablyleadto“maximumproductionatleastcost”.Agoodconstructionmanagement,resultsincompletionofaconstructionprojectwithinthestipulatedbudget.合適管理措施，總是能夠達(dá)成“以最少成本取得最大效益”效果。一種好施工管理，可使項(xiàng)目在預(yù)算中得以較好地完成。18/8116.1ConstructionManagement施工管理(2)

Constructionmanagementprovidesimportanceforoptimumutilizationofresources.Inotherwords,itresultsincompletionofaconstructionprojectwithjudicioususeofavailableresources.良好施工管理可確保資源最佳利用。換言之，可明智地利用現(xiàn)有資源來(lái)完成建設(shè)項(xiàng)目。(3)

Constructionmanagementprovidesnecessaryleadership,motivatesemployeestocompletethedifficulttaskswellintimeandextractspotentialtalentsofitsemployees.良好施工管理可提升領(lǐng)導(dǎo)能力、鼓勵(lì)員工及時(shí)高效地完成高難度任務(wù)，并從中發(fā)掘有潛力人才。19/8116.1ConstructionManagement施工管理(4)

Constructionmanagementisbeneficialtosocietyastheeffectiveandefficientmanagementofconstructionprojectswillavoid,escalationofcosts,timeoverrun,wastageofresources,unlawfulexploitationoflaborandpollutionofenvironment.良好施工管理有益于社會(huì)，由于高效項(xiàng)目管理能夠避免超出預(yù)算、工期延長(zhǎng)，資源揮霍、非法剝削勞工和環(huán)境污染。20/8116.2OrganizingforProjectManagement項(xiàng)目管理組織1.

Projectmanagement項(xiàng)目管理Themanagementofconstructionprojectsrequiresknowledgeofmodernmanagementaswellasanunderstandingofthedesignandconstructionprocess.Constructionprojectshaveaspecificsetofobjectivesandconstraintssuchasarequiredtimeframeforcompletion.Whiletherelevanttechnology,institutionalarrangementsorprocesseswilldiffer,themanagementofsuchprojectshasmuchincommonwiththemanagementofsimilartypesofprojectsinotherspecialtyortechnologydomainssuchasaerospace,pharmaceuticalandenergydevelopments.21/8116.2OrganizingforProjectManagement項(xiàng)目管理組織建設(shè)項(xiàng)目標(biāo)管理需要當(dāng)代化管理知識(shí)以及對(duì)設(shè)計(jì)和施工過(guò)程有深入理解。建設(shè)項(xiàng)目一般都有一定目標(biāo)和限制，例如說(shuō)在要求工期內(nèi)完成。雖然有關(guān)技術(shù)、機(jī)構(gòu)設(shè)置或過(guò)程會(huì)有所不一樣，不過(guò)此類(lèi)項(xiàng)目標(biāo)管理與其他相同類(lèi)型專(zhuān)業(yè)或技術(shù)領(lǐng)域有很多共同點(diǎn)，如航空航天、制藥和能源發(fā)展項(xiàng)目標(biāo)管理。22/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Generally,projectmanagementisdistinguishedfromthegeneralmanagementofcorporationsbythemission-orientednatureofaproject.Aprojectorganizationwillgenerallybeterminatedwhenthemissionisaccomplished.AccordingtotheProjectManagementInstitute,thedisciplineofprojectmanagementcanbedefinedasfollows:一般來(lái)說(shuō)，項(xiàng)目管理有別于發(fā)號(hào)命令式公司管理模式。一種項(xiàng)目標(biāo)組織一般會(huì)在任務(wù)完成時(shí)終止。根據(jù)項(xiàng)目管理協(xié)會(huì)要求，項(xiàng)目管理能夠定義如下：23/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Projectmanagementistheartofdirectingandcoordinatinghumanandmaterialresourcesthroughoutthelifeofaprojectbyusingmodernmanagementtechniquestoachievepredeterminedobjectivesofscope,cost,time,qualityandparticipationsatisfaction.項(xiàng)目管理是藝術(shù)，通過(guò)當(dāng)代管理技術(shù)，指導(dǎo)和協(xié)調(diào)整個(gè)項(xiàng)目生命周期中人力和物力，實(shí)現(xiàn)預(yù)定目標(biāo)、范圍、成本、時(shí)間、質(zhì)量和參與滿意度。24/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Bycontrast,thegeneralmanagementofbusinessandindustrialcorporationsassumesabroaderoutlookwithgreatercontinuityofoperations.Nevertheless,therearesufficientsimilaritiesaswellasdifferencesbetweenthetwosothatmodernmanagementtechniquesdevelopedforgeneralmanagementmaybeadaptedforprojectmanagement.與之對(duì)比，一般商業(yè)和工業(yè)公司綜合管理應(yīng)具有可連續(xù)性運(yùn)行更廣闊前景規(guī)劃。盡管二者間有差異，但也有足夠相同性，因此用于一般商業(yè)管理當(dāng)代管??理技術(shù)也可用于項(xiàng)目管理。25/8116.2OrganizingforProjectManagement項(xiàng)目管理組織ThebasicingredientsforaprojectmanagementframeworkmayberepresentedschematicallyinFigure16.3.Aworkingknowledgeofgeneralmanagementandfamiliaritywiththespecialknowledgedomainrelatedtotheprojectareindispensable.Supportingdisciplinessuchascomputerscienceanddecisionsciencemayalsoplayanimportantrole.Infact,modernmanagementpracticesandvariousspecialknowledgedomainshaveabsorbedvarioustechniquesortoolswhichwereonceidentifiedonlywiththesupportingdisciplines.Forexample,computer-basedinformationsystemsanddecisionsupportsystemsarenowcommon-placetoolsforgeneralmanagement.Similarly,manyoperationsresearchtechniquessuchaslinearprogrammingandnetworkanalysisarenowwidelyusedinmanyknowledgeorapplicationdomains.Hence,therepresentationinFigure16.3reflectsonlythesourcesfromwhichtheprojectmanagementframeworkevolves.26/8116.2OrganizingforProjectManagement項(xiàng)目管理組織項(xiàng)目管理框架基本組成如圖16.3所示。對(duì)一般性管理伎倆與項(xiàng)目有關(guān)特殊領(lǐng)域理解是不可或缺。支撐學(xué)科，如計(jì)算機(jī)科學(xué)和決策科學(xué)，會(huì)發(fā)揮主要作用。事實(shí)上，在當(dāng)代管理實(shí)踐和多種專(zhuān)業(yè)知識(shí)領(lǐng)域已經(jīng)融合了多種曾被支撐學(xué)科識(shí)別技術(shù)或伎倆。例如，以計(jì)算機(jī)為基礎(chǔ)信息系統(tǒng)和決策支持系統(tǒng)用于一般性管理是非常普遍。同樣，許多操作運(yùn)行技術(shù)，如線性規(guī)劃和網(wǎng)絡(luò)分析研究目前被廣泛地應(yīng)用于許多知識(shí)或應(yīng)用領(lǐng)域。因此，圖16.3僅展現(xiàn)了項(xiàng)目管理框架演變起源。Figure16.3BasicIngredientsinProjectManagement

圖16.3項(xiàng)目管理中基本要素27/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Specifically,projectmanagementinconstructionencompassesasetofobjectiveswhichmaybeaccomplishedbyimplementingaseriesofoperationssubjecttoresourceconstraints.Therearepotentialconflictsbetweenthestatedobjectiveswithregardtoscope,cost,timeandquality,andtheconstraintsimposedonhumanmaterialandfinancialresources.Theseconflictsshouldberesolvedattheonsetofaprojectbymakingthenecessarytradeoffsorcreatingnewalternatives.Subsequently,thefunctionsofprojectmanagementforconstructiongenerallyincludethefollowing:28/8116.2OrganizingforProjectManagement項(xiàng)目管理組織詳細(xì)來(lái)說(shuō)，項(xiàng)目建設(shè)管理涵蓋一系列通過(guò)實(shí)行一系列受到資源限制詳細(xì)運(yùn)行工作來(lái)完成既定目標(biāo)。在既定目標(biāo)與項(xiàng)目規(guī)模、工期及質(zhì)量控制、人力物力和財(cái)力限制之間存在潛在沖突。在項(xiàng)目開(kāi)始時(shí)應(yīng)當(dāng)通過(guò)必要權(quán)衡或提出新辦法伎倆來(lái)處理這些沖突。建設(shè)項(xiàng)目管理功能一般包括下列內(nèi)容：29/8116.2OrganizingforProjectManagement項(xiàng)目管理組織(1)

Specificationofprojectobjectivesandplansincludingdelineationofscope,budgeting,scheduling,settingperformancerequirements,andselectingprojectparticipants.項(xiàng)目標(biāo)施工目標(biāo)要求及包括規(guī)模、預(yù)算、調(diào)度、性能要求以及選擇項(xiàng)目參與者規(guī)劃。(2)

Maximizationofefficientresourceutilizationthroughprocurementoflabor,materialsandequipmentaccordingtotheprescribedscheduleandplan.根據(jù)既定期間表和計(jì)劃，通過(guò)雇傭勞動(dòng)力、采購(gòu)材料和設(shè)備，使資源消耗最小化。30/8116.2OrganizingforProjectManagement項(xiàng)目管理組織(3)

Implementationofvariousoperationsthroughpropercoordinationandcontrolofplanning,design,estimating,contractingandconstructionintheentireprocess.通過(guò)全程中合適協(xié)調(diào)和規(guī)劃設(shè)計(jì)、評(píng)定、承包來(lái)落實(shí)執(zhí)行多種工序。(4)

Developmentofeffectivecommunicationsandmechanismsforresolvingconflictsamongthevariousparticipants.31/8116.2OrganizingforProjectManagement項(xiàng)目管理組織建立有效溝通和處理糾紛機(jī)制來(lái)處理各個(gè)參與者之間沖突。TheProjectManagementInstitutefocusesonninedistinctareasrequiringprojectmanagerknowledgeandattention:項(xiàng)目管理需要項(xiàng)目責(zé)任人重視九個(gè)方面內(nèi)容：(1)

Projectintegrationmanagementtoensurethatthevariousprojectelementsareeffectivelycoordinated.項(xiàng)目整合管理，以確保各個(gè)分項(xiàng)工作有序協(xié)作。(2)

Projectscopemanagementtoensurethatalltheworkrequired(andonlytherequiredwork)isincluded.項(xiàng)目全局管理，以確保涵蓋所有工作各個(gè)方面。32/8116.2OrganizingforProjectManagement項(xiàng)目管理組織(3)

Projecttimemanagementtoprovideaneffectiveprojectschedule.項(xiàng)目時(shí)間管理，確保項(xiàng)目有序進(jìn)行。(4)

Projectcostmanagementtoidentifyneededresourcesandmaintainbudgetcontrol.項(xiàng)目成本管理，確定必需投入及維護(hù)部分正常運(yùn)行。(5)

Projectqualitymanagementtoensurefunctionalrequirementsaremet.項(xiàng)目質(zhì)量管理，確保完成所需功能要求。(6)

Projecthumanresourcemanagementtodevelopmentandeffectivelyemployprojectpersonnel.項(xiàng)目人力資源管理，確保發(fā)展及有效地使用項(xiàng)目人員。33/8116.2OrganizingforProjectManagement項(xiàng)目管理組織(7)

Projectcommunicationsmanagementtoensureeffectiveinternalandexternalcommunications.項(xiàng)目信息管理，以確保有效內(nèi)部和外部溝通。(8)

Projectriskmanagementtoanalyzeandmitigatepotentialrisks.項(xiàng)目風(fēng)險(xiǎn)管理，實(shí)現(xiàn)分析和化解潛在風(fēng)險(xiǎn)。(9)

Projectprocurementmanagementtoobtainnecessaryresourcesfromexternalsources.項(xiàng)目采購(gòu)管理，確保所需材料、資源供應(yīng)。34/8116.2OrganizingforProjectManagement項(xiàng)目管理組織2.

TrendsinModernManagement當(dāng)代管理發(fā)展趨勢(shì)Inrecentyears,majordevelopmentsinmanagementreflecttheacceptancetovariousdegreesofthefollowingelements:近年來(lái)，項(xiàng)目管理科學(xué)發(fā)展涵蓋了下列幾方面內(nèi)容：35/8116.2OrganizingforProjectManagement項(xiàng)目管理組織1)

TheManagementProcessApproach管理過(guò)程控制措施Themanagementprocessapproachemphasizesthesystematicstudyofmanagementbyidentifyingmanagementfunctionsinanorganizationandthenexaminingeachindetail.Thereisgeneralagreementregardingthefunctionsofplanning,organizingandcontrolling.Amajortenetisthatbyanalyzingmanagementalongfunctionallines,aframeworkcanbeconstructedintowhichallnewmanagementactivitiescanbeplaced.Thus,themanager’sjobisregardedascoordinatingaprocessofinterrelatedfunctions,whichareneithertotallyrandomnorrigidlypredetermined,butaredynamicastheprocessevolves.Anothertenetisthatmanagementprinciplescanbederivedfromanintellectualanalysisofmanagementfunctions.Bydividingthemanager’sjobintofunctionalcomponents,principlesbaseduponeachfunctioncanbeextracted.36/8116.2OrganizingforProjectManagement項(xiàng)目管理組織管理過(guò)程控制辦法是通過(guò)對(duì)一種項(xiàng)目組織過(guò)程中管理識(shí)別功能檢查管理每個(gè)細(xì)節(jié)，強(qiáng)調(diào)系統(tǒng)性科學(xué)管理。這是對(duì)項(xiàng)目規(guī)劃、組織和控制過(guò)程所達(dá)成普遍共識(shí)。一種主要宗旨是，通過(guò)職能分析管理，可形成能夠隨時(shí)植入新管理行為一種框架。因此，管理者工作職責(zé)可視為協(xié)調(diào)內(nèi)部各功能間互相關(guān)系，這既不是完全隨機(jī)，也非事先硬性要求，而是包括控制管理動(dòng)態(tài)特點(diǎn)。另一種宗旨是，管理標(biāo)準(zhǔn)能夠通過(guò)對(duì)管理職能從理性分析來(lái)取得?？蓪⒐芾碚吖ぷ鞣譃楣δ苣K及基于每個(gè)功能取得管理理論模塊。37/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Hence,managementfunctionscanbeorganizedintoahierarchicalstructuredesignedtoimproveoperationalefficiency,suchastheexampleoftheorganizationforamanufacturingcompanyshowninFigure16.4.Thebasicmanagementfunctionsareperformedbyallmanagers,regardlessofenterprise,activityorhierarchicallevels.Finally,thedevelopmentofamanagementphilosophyresultsinhelpingthemanagertoestablishrelationshipsbetweenhumanandmaterialresources.Theoutcomeoffollowinganestablishedphilosophyofoperationhelpsthemanagerwinthesupportofthesubordinatesinachievingorganizationalobjectives.38/8116.2OrganizingforProjectManagement項(xiàng)目管理組織因此，管理功能可概括為一種意在提升運(yùn)行效率等級(jí)構(gòu)造。如圖16.4所示，一家制造公司組織?；竟芾砺毮苡伤泄芾碚邎?zhí)行，與公司、活動(dòng)或?qū)哟嗡綗o(wú)關(guān)。最后，管理理念發(fā)展成為可幫助管理者建立人力和物力之間關(guān)系一門(mén)科學(xué)。如下所建立管理理念成果有助于實(shí)現(xiàn)組織目標(biāo)，贏得客戶支持。39/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Figure16.4IllustrativeHierarchicalStructureofManagementFunctions

圖16.4管理功能分層構(gòu)造圖40/8116.2OrganizingforProjectManagement項(xiàng)目管理組織2)

TheManagementScienceandDecisionSupportApproach

管理科學(xué)和決策支持辦法Themanagementscienceanddecisionsupportapproachcontributestothedevelopmentofabodyofquantitativemethodsdesignedtoaidmanagersinmakingcomplexdecisionsrelatedtooperationsandproduction.Indecisionsupportsystems,emphasisisplacedonprovidingmanagerswithrelevantinformation.Inmanagementscience,agreatdealofattentionisgiventodefiningobjectivesandconstraints,andtoconstructingmathematicalanalysismodelsinsolvingcomplexproblemsofinventory,materialsandproductioncontrol,amongothers.Atopicofmajorinterestinmanagementscienceisthemaximizationofprofit,orintheabsenceofaworkablemodelfortheoperationoftheentiresystem,thesuboptimizationoftheoperationsofitscomponents.41/8116.2OrganizingforProjectManagement項(xiàng)目管理組織管理科學(xué)與決策支持辦法有助于幫助管理者對(duì)有關(guān)運(yùn)行及生產(chǎn)活動(dòng)作出復(fù)雜決策定量辦法發(fā)展。決策支持系統(tǒng)重點(diǎn)在于為管理人員提供有關(guān)信息。在管理科學(xué)中，應(yīng)投入大量精力來(lái)決定目標(biāo)和限制條件、構(gòu)建數(shù)據(jù)模型處理有關(guān)庫(kù)存、材料、生產(chǎn)控制復(fù)雜問(wèn)題。管理科學(xué)中重大研究課題是確保利潤(rùn)最大化，以及整個(gè)系統(tǒng)運(yùn)行不具有可行性時(shí)各部分運(yùn)作。42/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Theoptimizationorsuboptimizationisoftenachievedbytheuseofoperationsresearchtechniques,suchaslinearprogramming,quadraticprogramming,graphtheory,queuingtheoryandMonteCarlosimulation.Inadditiontotheincreasinguseofcomputersaccompaniedbythedevelopmentofsophisticatedmathematicalmodelsandinformationsystems,managementscienceanddecisionsupportsystemshaveplayedanimportantrolebylookingmorecarefullyatprobleminputsandrelationshipsandbypromotinggoalformulationandmeasurementofperformance.Artificialintelligencehasalsobeguntobeappliedtoprovidedecisionsupportsystemsforsolvingill-structuredproblemsinmanagement.43/8116.2OrganizingforProjectManagement項(xiàng)目管理組織優(yōu)化過(guò)程一般使用運(yùn)籌學(xué)技術(shù)，如線性規(guī)劃、二次規(guī)劃、圖論、隊(duì)論和蒙特卡羅模擬法等。另外，伴伴隨復(fù)雜數(shù)學(xué)分析辦法與信息系統(tǒng)發(fā)展計(jì)算機(jī)技術(shù)不停應(yīng)用，通過(guò)系統(tǒng)分析輸入問(wèn)題及其關(guān)系，管理科學(xué)及決策支持系統(tǒng)發(fā)揮了很大作用。人工智能伎倆也已開(kāi)始被應(yīng)用到?jīng)Q策支持系統(tǒng)中來(lái)處理構(gòu)造不良管理問(wèn)題。44/8116.2OrganizingforProjectManagement項(xiàng)目管理組織3)

TheBehavioralScienceApproachforHumanResourceDevelopment

人力資源行為科學(xué)辦法Thebehavioralscienceapproachforhumanresourcedevelopmentisimportantbecausemanagemententailsgettingthingsdonethroughtheactionsofpeople.Aneffectivemanagermustunderstandtheimportanceofhumanfactorssuchasneeds,drives,motivation,leadership,personality,behavior,andworkgroups.Withinthiscontext,someplacemoreemphasisoninterpersonalbehaviorwhichfocusesontheindividualandhis/hermotivationsasasocio-psychologicalbeing;othersemphasizemoregroupbehaviorinrecognitionoftheorganizedenterpriseasasocialorganism,subjecttoalltheattitudes,habits,pressuresandconflictsoftheculturalenvironmentofpeople.Themajorcontributionsmadebythebehavioralscientiststothefieldofmanagementinclude:45/8116.2OrganizingforProjectManagement項(xiàng)目管理組織與人力資源有關(guān)行為科學(xué)辦法非常主要，由于管理必須通過(guò)人參與來(lái)完成任務(wù)。高效管理者必須理解人力資源主要性，如需求、動(dòng)機(jī)、領(lǐng)導(dǎo)才能、人格、行為、團(tuán)體合作等。在此背景下，需更重視基于個(gè)體性及動(dòng)機(jī)人際關(guān)系；作為社會(huì)有機(jī)體，對(duì)秩序井然公司認(rèn)知更強(qiáng)調(diào)群體行為，包括受到多種態(tài)度、習(xí)慣、壓力和文化沖突人。行為管理領(lǐng)域科學(xué)家所做重大奉獻(xiàn)包括：46/8116.2OrganizingforProjectManagement項(xiàng)目管理組織(1)

Theformulationofconceptsandexplanationsaboutindividualandgroupbehaviorintheorganization.制定組織中個(gè)人和群體行為概念和解釋(2)

Theempiricaltestingoftheseconceptsmethodicallyinmanydifferentexperimentalandfieldsettings.在許多不一樣試驗(yàn)中和現(xiàn)場(chǎng)等處有條不紊地證明檢查這些概念。47/8116.2OrganizingforProjectManagement項(xiàng)目管理組織(3)

Theestablishmentofactualmanagerialpoliciesanddecisionsforoperationbasedontheconceptualandmethodicalframeworks.在有關(guān)概念和辦法框架基礎(chǔ)上操作中，給出實(shí)際管理工作政策和決定。(4)

SustainableCompetitiveAdvantage可連續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)Thesefourapproachescomplementeachotherincurrentpractice,andprovideausefulgroundworkforprojectmanagement.這四種辦法在目前實(shí)踐中相得益彰，并為項(xiàng)目管理提供了有益基礎(chǔ)。48/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Sustainablecompetitiveadvantagestemsprimarilyfromgoodmanagementstrategy.Projectmanagersshouldbeawareofthestrategicpositionoftheirownorganizationandtheotherorganizationsinvolvedintheproject.Theprojectmanagerfacesthedifficulttaskoftryingtoalignthegoalsandstrategiesofthesevariousorganizationstoaccomplishtheprojectgoals.Forexample,theownerofanindustrialprojectmaydefineastrategicgoalasbeingfirsttomarketwithnewproducts.Inthiscase,facilitiesdevelopmentmustbeorientedtofast-track,rapidconstruction.Asanotherexample,acontractingfirmmayseetheirstrategicadvantageinnewtechnologiesandemphasizeprofitopportunitiesfromvalueengineering.49/8116.2OrganizingforProjectManagement項(xiàng)目管理組織可連續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)主要來(lái)自良好管理策略。項(xiàng)目管理者應(yīng)當(dāng)意識(shí)到其對(duì)本部門(mén)和參與項(xiàng)目標(biāo)其他組織戰(zhàn)略作用。項(xiàng)目經(jīng)理面臨艱巨任務(wù)是協(xié)調(diào)要求完成不一樣目標(biāo)和戰(zhàn)略作用各部門(mén)關(guān)系達(dá)成總體項(xiàng)目目標(biāo)實(shí)現(xiàn)。例如，一種工業(yè)項(xiàng)目標(biāo)最高管理者做出一種搶先利用新產(chǎn)品來(lái)占領(lǐng)市場(chǎng)戰(zhàn)略定位。在這種情況下，生產(chǎn)設(shè)備必須加快發(fā)展、加快施工。另有一例，一種承包公司看到其在新技術(shù)戰(zhàn)略優(yōu)勢(shì)，根據(jù)項(xiàng)目可行性研究來(lái)強(qiáng)化工程收益。50/8116.2OrganizingforProjectManagement項(xiàng)目管理組織3.

ChoiceofTechnologyandConstructionMethod技術(shù)及施工辦法選擇Asinthedevelopmentofappropriatealternativesforfacilitydesign,choicesofappropriatetechnologyandmethodsforconstructionareoftenill-structuredyetcriticalingredientsinthesuccessoftheproject.Forexample,adecisionwhethertopumportotransportconcreteinbucketswilldirectlyaffectthecostanddurationoftasksinvolvedinbuildingconstruction.Adecisionbetweenthesetwoalternativesshouldconsidertherelativecosts,reliabilities,andavailabilityofequipmentforthetwotransportmethods.Unfortunately,theexactimplicationsofdifferentmethodsdependuponnumerousconsiderationsforwhichinformationmaybesketchyduringtheplanningphase,suchastheexperienceandexpertiseofworkersortheparticularundergroundconditionatasite.51/8116.2OrganizingforProjectManagement項(xiàng)目管理組織對(duì)工業(yè)設(shè)計(jì)、技術(shù)伎倆及施工辦法替代產(chǎn)品研發(fā)過(guò)程往往是構(gòu)造不良但又至關(guān)主要。例如，決定是采取泵送還是桶運(yùn)輸混凝土將直接影響到施工建設(shè)成本和工期。兩個(gè)方案需考慮相對(duì)成本、可靠性和設(shè)備可用性。不過(guò)，不一樣辦法確實(shí)切實(shí)行取決于眾多原因，計(jì)劃階段要對(duì)實(shí)行過(guò)程中多種信息進(jìn)行研判，如在施工現(xiàn)場(chǎng)特定條件下工人經(jīng)驗(yàn)和專(zhuān)業(yè)知識(shí)水平等。52/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Inselectingamongalternativemethodsandtechnologies,itmaybenecessarytoformulateanumberofconstructionplansbasedonalternativemethodsorassumptions.Oncethefullplanisavailable,thenthecost,timeandreliabilityimpactsofthealternativeapproachescanbereviewed.Thisexaminationofseveralalternativesisoftenmadeexplicitinbiddingcompetitionsinwhichseveralalternativedesignsmaybeproposedorvalueengineeringforalternativeconstructionmethodsmaybepermitted.Inthiscase,potentialconstructorsmaywishtoprepareplansforeachalternativedesignusingthesuggestedconstructionmethodaswellastoprepareplansforalternativeconstructionmethodswhichwouldbeproposedaspartofthevalueengineeringprocess.53/8116.2OrganizingforProjectManagement項(xiàng)目管理組織在選擇可替代辦法和技術(shù)時(shí)，也許需要制定一定數(shù)量基于替代辦法或假設(shè)施工計(jì)劃。一旦完整計(jì)劃是可行，那么就能夠?qū)Τ杀?、時(shí)間和可靠性影響替代辦法進(jìn)行對(duì)應(yīng)審查。對(duì)幾個(gè)備選方案進(jìn)行驗(yàn)證在投標(biāo)競(jìng)爭(zhēng)中是明確，可行設(shè)計(jì)方案及可選施工辦法均可得到驗(yàn)證。在這種情況下，詳細(xì)施工人員可對(duì)每一備選方案采取推薦施工辦法進(jìn)行準(zhǔn)備；反之，也可采取作為工程評(píng)價(jià)體系一種部分施工辦法來(lái)進(jìn)行計(jì)劃準(zhǔn)備。54/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Informingaconstructionplan,ausefulapproachistosimulatetheconstructionprocesseitherintheimaginationoftheplannerorwithaformalcomputerbasedsimulationtechnique.Byobservingtheresult,comparisonsamongdifferentplansorproblemswiththeexistingplancanbeidentified.Forexample,adecisiontouseaparticularpieceofequipmentforanoperationimmediatelyleadstothequestionofwhetherornotthereissufficientaccessspacefortheequipment.Threedimensionalgeometricmodelsinacomputeraideddesign(CAD)systemmaybehelpfulinsimulatingspacerequirementsforoperationsandforidentifyinganyinterferences.Similarly,problemsinresourceavailabilityidentifiedduringthesimulationoftheconstructionprocessmightbeeffectivelyforestalledbyprovidingadditionalresourcesaspartoftheconstructionplan.55/8116.2OrganizingforProjectManagement項(xiàng)目管理組織要形成一種施工計(jì)劃，一種行之有效辦法就是根據(jù)項(xiàng)目實(shí)行者構(gòu)想或采取常規(guī)計(jì)算機(jī)模擬技術(shù)來(lái)模擬施工過(guò)程。通過(guò)成果分析，能夠辨別得出可選擇實(shí)行方案與采取方案實(shí)行效果。例如，使用一種特定設(shè)備進(jìn)行操作可造成一種問(wèn)題，即是否有足夠設(shè)備操作空間？在計(jì)算機(jī)輔助設(shè)計(jì)(CAD)系統(tǒng)中三維幾何模型有助于分析運(yùn)行過(guò)程操作空間、干擾識(shí)別。類(lèi)似，在施工模擬過(guò)程中，對(duì)資源分析時(shí)產(chǎn)生問(wèn)題能夠通過(guò)采取其他符合施工方案辦法而有效地加以處理。56/8116.2OrganizingforProjectManagement項(xiàng)目管理組織Example1:Aroadwayrehabilitation示例1：巷道修復(fù)AnexamplefromaroadwayrehabilitationprojectinPittsburgh,canservetoillustratetheimportanceofgoodconstructionplanningandtheeffectoftechnologychoice.Inthisproject,thedecksonoverpassbridgesaswellasthepavementonthehighwayitselfweretobereplaced.Theinitialconstructionplanwastoworkoutwardfromeachendoftheoverpassbridgeswhilethehighwaysurfacewasreplacedbelowthebridges.Asaresult,accessofequipmentandconcretetruckstotheoverpassbridgeswasaconsiderableproblem.However,thehighwayworkcouldbestagedsothateachoverpassbridgewasaccessiblefrombelowatprescribedtimes.Bypumpingconcreteuptotheoverpassbridgedeckfromthehighwaybelow,costswerereducedandtheworkwasaccomplishedmuchmorequickly.57/8116.2OrganizingforProjectManagement項(xiàng)目管理組織賓夕法尼亞州匹茲堡一種巷道修復(fù)項(xiàng)目能夠用來(lái)說(shuō)明良好建設(shè)規(guī)劃和技術(shù)選擇主要性。在這個(gè)項(xiàng)目中，天橋橋面構(gòu)造以及高速路面鋪裝將被取代。最初計(jì)劃是從兩端天橋向外建設(shè)，因此低于橋梁馬路表面被替代。由此，設(shè)備和混凝土卡車(chē)如何到天橋成為一種大問(wèn)題。然而，高速馬路施工是分期完成，每個(gè)立交橋下面在要求時(shí)期可被利用。通過(guò)從馬路下面到天橋橋面泵送混凝土，能夠減少工作成本，更加快捷地完成工作任務(wù)。58/8116.3DefiningWorkTasks要求工作任務(wù)Atthesametimethatthechoiceoftechnologyandgeneralmethodareconsidered,aparallelstepintheplanningprocessistodefinethevariousworktasksthatmustbeaccomplished.Theseworktasksrepresentthenecessaryframeworktopermitschedulingofconstructionactivities,alongwithestimatingtheresourcesrequiredbytheindividualworktasks,andanynecessaryprecedenceorrequiredsequenceamongthetasks.Thetermswork“tasks”or“activities”areoftenusedinterchangeablyinconstructionplanstorefertospecific,defineditemsofwork.59/8116.3DefiningWorkTasks要求工作任務(wù)在選擇技術(shù)和采取辦法同步，在計(jì)劃過(guò)程中與其并行、需完成工作就是確定在該過(guò)程中必須完成大量工作任務(wù)。連同單項(xiàng)工程所需材料預(yù)算及任何工序提前或滯后等，這些工作任務(wù)代表了整個(gè)框架任務(wù)來(lái)確保施工進(jìn)程?！叭蝿?wù)”或“活動(dòng)”一般能夠在詳細(xì)參照定義項(xiàng)目標(biāo)施工計(jì)劃中交換使用。60/8116.3DefiningWorkTasks要求工作任務(wù)Injobshopormanufacturingterminol