“工程项目管理”
教师评语：案例分析
姓 名： 学 号： 专业班级： 成 绩：2013年 6 12
月 日
工程项目管理案例分析
目录
1、 2、 3、 4、 5、 6、 7、 8、 9、
项目描述 项目概况
项目经理委派（资格、素质、能力等方面的要求） 项目干系人分析
项目范围分析（WBS 、文字描述）
项目经理部组织（人员需求分析、组织结构图） 项目的时间、成本、质量管理 项目风险管理 项目控制
10、 项目收尾
11、 项目管理总结，经验教训
1项目描述
圣地亚哥城项目由合肥华都房地产开发有限公司开发。圣地亚哥城物业类型包括花园洋房、多层公寓、高层公寓、商业以及配套公建。作为合肥华都房地产开发有限公司在合肥打响品牌之战的扛鼎力作，圣地亚哥城具有特殊的意义。为此，公司本着大手笔、高品质的原则，聘请世界著名设计师事务所精心策划设计。 1 project description
Santiago city project developed by Hefei Huadu Real Estate Development Co., ltd.. Santiago city property types including garden villas, high-rise apartments, senior apartments, commercial and public
facilities. As Hefei Huadu Real Estate Development Company Limited brand war in Hefei full carry, Santiago city has a special significance. To this end, the company money, the principle of high quality, is a world-renowned designers carefully planning and design.
2项目概况
行政区域：瑶海区
项目位置：瑶海区临泉东路和王岗大道交叉口东南角 建筑类型：多层, 高层 物业类别：普通住宅, 公寓 主力户型：75-85平米
开发商：合肥华都房地产开发有限公司 产权年限：70年 容积率：1.93 绿化率：40 总户数：2986
建筑面积：350000平方米 占地面积：184934.26平方米 2 project profile
Administrative regions: yao sea area
Location of project: yao area linquan east and southeastern corner Wang Gang road intersection
Construction type: multilayer, high-rise
Property categories: ordinary residential, apartments Main door model: 75-85 square meters
Developers: huadu hefei real estate development co., LTD Property of fixed number of year: 70 Volume ratio: 1.93 Greenest: 40 ZongHuShu: 2986
Construction area: 350000 square meters Area: 184934.26 square meters
3项目经理委派
二级资质
1、二级资质且注册资本不低于2000万元 2、从事房地产开发经营3年以上 3、近3年房屋建筑面积累计竣工15万平方米以上，或者累计完成与此相当的房地产开发投资额
4、连续3年建筑工程质量合格率达100%
5、上一年房屋建筑施工面积10万平方米以上，或者完成与此相当的房地产开发投资 6、有职称的建筑、结构、财务、房地产及有关经济类的专业管理人员不少于20人，其中具有中级以上职称的管理人员不少于10人，持有资格证书的专职会计人员不少于3人 7、工程技术、财务、统计等业务负责人具有相应专业中级以上职称
8、具有完善的质量保证体系，商品住宅销售中实行了《住宅质量保证书》和《住宅使用说明书》制度
9、未发生过重大工程质量事故。 The project manager assigned Level 2 qualification
1, level 2 qualification and registered capital of not less than 20 million yuan 2, to engage in real estate development business more than 3 years 3, housing construction area of nearly three years has completed more than 150000 square meters, or the total with the considerable development of real estate investment
4, three consecutive years construction quality percent of pass is up to 100% 5, last year, housing construction area of 100000 square meters, or complete the considerable development of real estate investment
6, the title of architecture, structure, financial, real estate and relevant economic class of professional management personnel not less than 20 people, with intermediate above title of not less than 10 people, management personnel holding not less than 3 qualification certificate of professional accounting personnel
7, engineering, finance, statistics, etc, with corresponding professional intermediate above title
8, have perfect quality assurance system, the residential sales has a "residential guarantee of quality" and "residential operation instruction handbook" system
9, major engineering quality accidents happened.
4项目干系人分析
4 project stakeholder analysis
5项目范围分析
5 the scope of the project analysis
6项目经理部组织
6 project intends to organization
7项目的时间、成本、质量管理
7 project time, cost, and quality management
8项目风险管理
控制措施 1 经济性措施
主要措施有合同方案设计（风险分配方案、合同结构设计、合同条款设计）；保险方案设计（引入保险机制、保险清单分析、保险合同谈判）；管理成本核算。 2 技术性措施
技术性措施应体现可行、适用、有效性原则，主要有预测技术措施（模型选择、误差分析、可靠性评估）；决策技术措施（模型比选、决策程序和决策准则制定、决策可靠性预评估和效果后评估）；技术可靠性分析（建设技术、生产工艺方案、维护保障技术）。 3 组织管理性措施
主要是贯彻综合、系统、全方位原则和经济、合理、先进性原则，包括管理流程设计、确定组织结构、管理制度和标准制定、人员选配、岗位职责分工，落实风险管理的责任等。还应提倡推广使用风险管理信息系统等现代管理手段和方法。 Project risk management Control measures 1 economic measures
Main measures are contract design (risk allocation scheme, design of structure design, contract the terms of the contract); Insurance scheme design (introducing insurance mechanism, inventory analysis, insurance contract negotiation); Management of cost accounting. 2 technical measures
Technical measures should reflect practical, apply the principle of effectiveness, and technical measures are predicted (model choice, error analysis, reliability evaluation); Decision-making technical measures (model comparison, decision-making procedures and decision-making rule set, decision reliability prediction evaluation and effect evaluation after); Reliability analysis technology (the construction technology, production process, maintenance, security). 3 organization administrative measures
Mainly to carry out comprehensive, system, comprehensive principle and economic, reasonable, advanced principle, including the design of management process, determine the organizational structure, management system and standards, personnel selection, division of responsibility, to carry out the responsibility of risk management, etc. Should also advocate to promote use of risk management information system and other modern management means and methods.
9项目控制
项目控制是指在项目按事先制定的计划朝着最终目标挺进的过程中，由于前期工作的不确定性和实施过程中多种因素的干扰，项目的实施进展必然会偏离预期轨道。为此，项目管理者根据项目跟踪提供的信息，对比原计划（或既定目标），找出偏差，分析成因，研究纠偏对策，实施纠偏措施的全过程。所以项目控制过程是一种特定的，有选择的，能动的动态作用过程。 9 project control
Project control is to point to in the project according to plan in advance toward the ultimate goal in the process of advancing, because of the uncertainty of the early work and implement a variety of factors in the process of interference, the implementation of the project progress is bound to deviate from the desired path. For this purpose, the project manager according to project tracking information, compared to the original plan (or goals), to identify deviations, causes analysis, the rectification measures, the whole process of implementation of corrective measures. So the project control process is a specific, selective, active and dynamic process.
10项目收尾
管理收尾涉及为了使项目干系人对项目产品的验收正式化而进行的项目成果验证和归档，具体包括收集项目记录、确保产品满足商业需求、并将项目信息归档，还包括项目审计。 10 project ending
Management ending involved in order to make the stakeholders on the project for product acceptance and formal project results of verification and filing, including to collect project records, ensure that products meet the business needs, and archive project information, including project audit.
11项目管理总结，经验教训
1. 需求沟通阶段，一定要尽可能地考虑全面，不只是功能、界面，还包括可接受的性能标
准等方面。
2. 在项目启动之初，就应该确定合理的内部沟通方式，确保不会因为沟通障碍影响项目成员及至整个项目组的进度。
3. 无论时间多紧迫，必要的文档还是要有的，哪怕只是一个大纲也好。
4. 无论是测试人员还是开发人员，遇上问题要尽早抛出，即使不一定得修改，拿出来讨论后大家有了这样一个意识，总错不了。
11 project management summary, lessons learned 1. Demand communication stage, must be considered comprehensively as much as possible, not only the function, interface, also including the standards of acceptable performance, etc. 2. At the beginning of the project start, you should determine a reasonable internal communication, ensure that won't because communication
disorders affect members of the project and the progress of the project team.
3. No matter how pressing time, or want some necessary document, even if it is only an outline.
4. Both testers and developers, meets the question to throw as soon as possible, even if don't need to modify, to pull out after the discussion we had such a consciousness, always don't wrong.
“工程项目管理”
教师评语：案例分析
姓 名： 学 号： 专业班级： 成 绩：2013年 6 12
月 日
工程项目管理案例分析
目录
1、 2、 3、 4、 5、 6、 7、 8、 9、
项目描述 项目概况
项目经理委派（资格、素质、能力等方面的要求） 项目干系人分析
项目范围分析（WBS 、文字描述）
项目经理部组织（人员需求分析、组织结构图） 项目的时间、成本、质量管理 项目风险管理 项目控制
10、 项目收尾
11、 项目管理总结，经验教训
1项目描述
圣地亚哥城项目由合肥华都房地产开发有限公司开发。圣地亚哥城物业类型包括花园洋房、多层公寓、高层公寓、商业以及配套公建。作为合肥华都房地产开发有限公司在合肥打响品牌之战的扛鼎力作，圣地亚哥城具有特殊的意义。为此，公司本着大手笔、高品质的原则，聘请世界著名设计师事务所精心策划设计。 1 project description
Santiago city project developed by Hefei Huadu Real Estate Development Co., ltd.. Santiago city property types including garden villas, high-rise apartments, senior apartments, commercial and public
facilities. As Hefei Huadu Real Estate Development Company Limited brand war in Hefei full carry, Santiago city has a special significance. To this end, the company money, the principle of high quality, is a world-renowned designers carefully planning and design.
2项目概况
行政区域：瑶海区
项目位置：瑶海区临泉东路和王岗大道交叉口东南角 建筑类型：多层, 高层 物业类别：普通住宅, 公寓 主力户型：75-85平米
开发商：合肥华都房地产开发有限公司 产权年限：70年 容积率：1.93 绿化率：40 总户数：2986
建筑面积：350000平方米 占地面积：184934.26平方米 2 project profile
Administrative regions: yao sea area
Location of project: yao area linquan east and southeastern corner Wang Gang road intersection
Construction type: multilayer, high-rise
Property categories: ordinary residential, apartments Main door model: 75-85 square meters
Developers: huadu hefei real estate development co., LTD Property of fixed number of year: 70 Volume ratio: 1.93 Greenest: 40 ZongHuShu: 2986
Construction area: 350000 square meters Area: 184934.26 square meters
3项目经理委派
二级资质
1、二级资质且注册资本不低于2000万元 2、从事房地产开发经营3年以上 3、近3年房屋建筑面积累计竣工15万平方米以上，或者累计完成与此相当的房地产开发投资额
4、连续3年建筑工程质量合格率达100%
5、上一年房屋建筑施工面积10万平方米以上，或者完成与此相当的房地产开发投资 6、有职称的建筑、结构、财务、房地产及有关经济类的专业管理人员不少于20人，其中具有中级以上职称的管理人员不少于10人，持有资格证书的专职会计人员不少于3人 7、工程技术、财务、统计等业务负责人具有相应专业中级以上职称
8、具有完善的质量保证体系，商品住宅销售中实行了《住宅质量保证书》和《住宅使用说明书》制度
9、未发生过重大工程质量事故。 The project manager assigned Level 2 qualification
1, level 2 qualification and registered capital of not less than 20 million yuan 2, to engage in real estate development business more than 3 years 3, housing construction area of nearly three years has completed more than 150000 square meters, or the total with the considerable development of real estate investment
4, three consecutive years construction quality percent of pass is up to 100% 5, last year, housing construction area of 100000 square meters, or complete the considerable development of real estate investment
6, the title of architecture, structure, financial, real estate and relevant economic class of professional management personnel not less than 20 people, with intermediate above title of not less than 10 people, management personnel holding not less than 3 qualification certificate of professional accounting personnel
7, engineering, finance, statistics, etc, with corresponding professional intermediate above title
8, have perfect quality assurance system, the residential sales has a "residential guarantee of quality" and "residential operation instruction handbook" system
9, major engineering quality accidents happened.
4项目干系人分析
4 project stakeholder analysis
5项目范围分析
5 the scope of the project analysis
6项目经理部组织
6 project intends to organization
7项目的时间、成本、质量管理
7 project time, cost, and quality management
8项目风险管理
控制措施 1 经济性措施
主要措施有合同方案设计（风险分配方案、合同结构设计、合同条款设计）；保险方案设计（引入保险机制、保险清单分析、保险合同谈判）；管理成本核算。 2 技术性措施
技术性措施应体现可行、适用、有效性原则，主要有预测技术措施（模型选择、误差分析、可靠性评估）；决策技术措施（模型比选、决策程序和决策准则制定、决策可靠性预评估和效果后评估）；技术可靠性分析（建设技术、生产工艺方案、维护保障技术）。 3 组织管理性措施
主要是贯彻综合、系统、全方位原则和经济、合理、先进性原则，包括管理流程设计、确定组织结构、管理制度和标准制定、人员选配、岗位职责分工，落实风险管理的责任等。还应提倡推广使用风险管理信息系统等现代管理手段和方法。 Project risk management Control measures 1 economic measures
Main measures are contract design (risk allocation scheme, design of structure design, contract the terms of the contract); Insurance scheme design (introducing insurance mechanism, inventory analysis, insurance contract negotiation); Management of cost accounting. 2 technical measures
Technical measures should reflect practical, apply the principle of effectiveness, and technical measures are predicted (model choice, error analysis, reliability evaluation); Decision-making technical measures (model comparison, decision-making procedures and decision-making rule set, decision reliability prediction evaluation and effect evaluation after); Reliability analysis technology (the construction technology, production process, maintenance, security). 3 organization administrative measures
Mainly to carry out comprehensive, system, comprehensive principle and economic, reasonable, advanced principle, including the design of management process, determine the organizational structure, management system and standards, personnel selection, division of responsibility, to carry out the responsibility of risk management, etc. Should also advocate to promote use of risk management information system and other modern management means and methods.
9项目控制
项目控制是指在项目按事先制定的计划朝着最终目标挺进的过程中，由于前期工作的不确定性和实施过程中多种因素的干扰，项目的实施进展必然会偏离预期轨道。为此，项目管理者根据项目跟踪提供的信息，对比原计划（或既定目标），找出偏差，分析成因，研究纠偏对策，实施纠偏措施的全过程。所以项目控制过程是一种特定的，有选择的，能动的动态作用过程。 9 project control
Project control is to point to in the project according to plan in advance toward the ultimate goal in the process of advancing, because of the uncertainty of the early work and implement a variety of factors in the process of interference, the implementation of the project progress is bound to deviate from the desired path. For this purpose, the project manager according to project tracking information, compared to the original plan (or goals), to identify deviations, causes analysis, the rectification measures, the whole process of implementation of corrective measures. So the project control process is a specific, selective, active and dynamic process.
10项目收尾
管理收尾涉及为了使项目干系人对项目产品的验收正式化而进行的项目成果验证和归档，具体包括收集项目记录、确保产品满足商业需求、并将项目信息归档，还包括项目审计。 10 project ending
Management ending involved in order to make the stakeholders on the project for product acceptance and formal project results of verification and filing, including to collect project records, ensure that products meet the business needs, and archive project information, including project audit.
11项目管理总结，经验教训
1. 需求沟通阶段，一定要尽可能地考虑全面，不只是功能、界面，还包括可接受的性能标
准等方面。
2. 在项目启动之初，就应该确定合理的内部沟通方式，确保不会因为沟通障碍影响项目成员及至整个项目组的进度。
3. 无论时间多紧迫，必要的文档还是要有的，哪怕只是一个大纲也好。
4. 无论是测试人员还是开发人员，遇上问题要尽早抛出，即使不一定得修改，拿出来讨论后大家有了这样一个意识，总错不了。
11 project management summary, lessons learned 1. Demand communication stage, must be considered comprehensively as much as possible, not only the function, interface, also including the standards of acceptable performance, etc. 2. At the beginning of the project start, you should determine a reasonable internal communication, ensure that won't because communication
disorders affect members of the project and the progress of the project team.
3. No matter how pressing time, or want some necessary document, even if it is only an outline.
4. Both testers and developers, meets the question to throw as soon as possible, even if don't need to modify, to pull out after the discussion we had such a consciousness, always don't wrong.