From second chapter to sixth chapter , the paper have some specific cases of project management , which include project scope management , project time management , project human resource management , project communications management , project risk management 第二章至第六章對(duì)項(xiàng)目的具體情況,進(jìn)行從項(xiàng)目涉及的范圍、時(shí)間、人力資源、風(fēng)險(xiǎn)控制、溝通幾個(gè)方面來(lái)進(jìn)行分析。
According to the procedure of activity definition - - - activity ordering - activity time estimating - working out schedule plan - control of schedule plan , schedule plan should be established , which is used to control the whole process . in additional , project time management should be brought to objective management system 按照項(xiàng)目活動(dòng)界定? ?項(xiàng)目活動(dòng)排序? ?活動(dòng)時(shí)間估計(jì)? ?進(jìn)度計(jì)劃編制? ?進(jìn)度計(jì)劃控制的程序,制定出項(xiàng)目進(jìn)度計(jì)劃,據(jù)此進(jìn)行過(guò)程控制;并將項(xiàng)目時(shí)間管理納入目標(biāo)管理體系。
The paper analyzes the present status of product r & d project management at zsgcl ( zhuzhou smelter group co . ltd ) and find out its existing problems such as : ambiguous project scope , unreasonable project decision - making , poor communication between different departments , ineffective project time management , inequity of responsibility , power and benefit of project manager , diseased project team system and ineffective control of project adventure and fault 文章對(duì)株冶產(chǎn)品研發(fā)項(xiàng)目管理現(xiàn)狀進(jìn)行了詳細(xì)分析,找出了株冶產(chǎn)品研發(fā)項(xiàng)目管理中存在的項(xiàng)目范圍不明確、立項(xiàng)決策不科學(xué)、部門溝通不暢通、未進(jìn)行有效的時(shí)間管理、項(xiàng)目負(fù)責(zé)人責(zé)、權(quán)、利不對(duì)等、項(xiàng)目團(tuán)隊(duì)建設(shè)體系不健全、未進(jìn)行有效的項(xiàng)目風(fēng)險(xiǎn)和失誤控制等問(wèn)題。
The theory setup chiefly consists of : systems analysis , project scope management , project procurement management , contract administration , installation diagram management , project joint management , project time management , project quality management , project cost management , project human resource management & project communication management , building completed management , project evaluation , after - sales service management etc . . 該理論體系主要包括:建筑安裝企業(yè)施工項(xiàng)目的系統(tǒng)性分析、范圍管理、招投標(biāo)管理、合同管理、施工圖管理、施工交叉管理、進(jìn)度管理、質(zhì)量管理、成本管理、人力資源及溝通管理、竣工驗(yàn)收管理、項(xiàng)目后評(píng)價(jià)、保修維護(hù)管理等。