畢業(yè)設(shè)計(jì)某鋼制罐項(xiàng)目可行性

附錄3：外文文獻(xiàn)中文譯文1、什么是項(xiàng)目目管理?建設(shè)項(xiàng)目管理要要求現(xiàn)代管理理的知識(shí)以及及對(duì)涉及和建建設(shè)過(guò)程的理理解。建設(shè)項(xiàng)項(xiàng)目有一套特特殊的目標(biāo)和和約束，例如如一個(gè)必需的的完成時(shí)間限限制。當(dāng)相關(guān)關(guān)的技術(shù)，制制度安排或過(guò)過(guò)程是不同時(shí)時(shí)，這類(lèi)項(xiàng)目目的管理與相相似類(lèi)型的項(xiàng)項(xiàng)目管理有共共同點(diǎn)，在其其他特殊或技技術(shù)部門(mén)中例例如航空，藥藥物和能源發(fā)發(fā)展?？傮w而言，項(xiàng)目目管理是不同同于由方向性性的公司綜合合管理的。一一個(gè)項(xiàng)目組織織任務(wù)完成時(shí)時(shí)將終止。根根據(jù)項(xiàng)目管理理機(jī)構(gòu)，項(xiàng)目目管理的原則則能定義為以以下幾點(diǎn)：項(xiàng)目管理是指揮揮和協(xié)調(diào)人力力和資源在項(xiàng)項(xiàng)目管理中，使用現(xiàn)代管管理技巧達(dá)到到成本、進(jìn)度、質(zhì)量都能達(dá)達(dá)到預(yù)先決定定的目標(biāo)。相反,項(xiàng)目的的一般管理和和公司承擔(dān)一一個(gè)更加寬廣廣的外型的，以操作更更加巨大的連連續(xù)性。然而而,有充足的相相似性并且區(qū)區(qū)別在二之間間，以便現(xiàn)代管管理技巧被開(kāi)開(kāi)發(fā)的一般管管理能適應(yīng)的的項(xiàng)目管理。其基本的成份為項(xiàng)目管理框架。一般管理及熟悉悉相關(guān)的專(zhuān)門(mén)門(mén)知識(shí)領(lǐng)域的的項(xiàng)目都是必必不可少的.計(jì)算機(jī)科學(xué)學(xué)等學(xué)科的支支撐和科學(xué)決決策也發(fā)揮了了重要作用.事實(shí)上,各專(zhuān)門(mén)知識(shí)識(shí)和現(xiàn)代管理理方法,吸納各領(lǐng)域域的技術(shù)或工工具一度只認(rèn)認(rèn)定輔助學(xué)科.例如,計(jì)算機(jī)信息息系統(tǒng)和決策策支持系統(tǒng),現(xiàn)共發(fā)生一一般管理工具具.同樣,許多技術(shù),如運(yùn)籌學(xué)的的線性規(guī)劃、網(wǎng)網(wǎng)絡(luò)分析正廣廣泛應(yīng)用于許許多知識(shí)或應(yīng)應(yīng)用領(lǐng)域.因此,代表性人物2-1只反映了項(xiàng)項(xiàng)目管理,從源頭演化化框架。近年來(lái),主要發(fā)發(fā)展管理接受受不同程度地地反映了以下下內(nèi)容:(1)管理過(guò)程程的方法；(2)管理科學(xué)學(xué)與決策支持持的態(tài)度；(3)人力資源源開(kāi)發(fā)行為科科學(xué)方法；(4)持續(xù)競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)。這四個(gè)途徑互補(bǔ)補(bǔ)現(xiàn)行做法,對(duì)項(xiàng)目管理理工作提供了了有益的基礎(chǔ)礎(chǔ).管理方式強(qiáng)調(diào)過(guò)過(guò)程管理系統(tǒng)統(tǒng)的研究,確定管理職職能的組織,然后審核每個(gè)細(xì)節(jié).人們普遍認(rèn)認(rèn)為就功能規(guī)規(guī)劃,組織和控制.特尼特是一一個(gè)主要通過(guò)過(guò)分析管理按按照職能劃分分,一個(gè)框架可可以構(gòu)建新的的經(jīng)營(yíng)活動(dòng)都都納入其中,可放置.因此,經(jīng)理人的工工作是相互關(guān)關(guān)聯(lián)的過(guò)程作作為協(xié)調(diào)職能能,這既不是一一成不變,也不是完全全隨機(jī)預(yù)設(shè),而是動(dòng)態(tài)的的演變過(guò)程.特尼特是另另一個(gè)管理原原則,可以得出一一個(gè)知識(shí)分子子從分析管理理職能.除以經(jīng)理職職位成為功能能部件,根據(jù)各自職職能原則可以以開(kāi)采.因此,管理職能變變?yōu)橛薪M織的的層次結(jié)構(gòu),可為提高經(jīng)經(jīng)營(yíng)效率。2、制造公司..基礎(chǔ)管理職職能由所有經(jīng)經(jīng)理,不論企業(yè)或或活動(dòng)層次.最后,發(fā)展成果管管理哲學(xué)在幫幫助建立關(guān)系系經(jīng)理的人力力和物力.結(jié)果如下既既定的經(jīng)營(yíng)哲哲學(xué),幫助經(jīng)理獲獲得的支持下下屬實(shí)現(xiàn)組織目標(biāo).科學(xué)的管理方法法和決策支持持有助于發(fā)展展一套量化辦辦法旨在援助助，管理者在作作出決定的復(fù)復(fù)雜關(guān)系和生生產(chǎn)作業(yè).在決策支持持系統(tǒng),重點(diǎn)放在管管理者提供有有關(guān)資料.在管理科學(xué)學(xué)、重視給予予明確的目標(biāo)標(biāo)和制約因素素,數(shù)學(xué)分析模模型,并構(gòu)建解決決復(fù)雜問(wèn)題的的清單,材料和生產(chǎn)產(chǎn)控制等.其中一個(gè)重重要議題是科科學(xué)管理的興興趣利潤(rùn)最大大化、或在沒(méi)有一一個(gè)可行的模模式運(yùn)行整個(gè)個(gè)系統(tǒng)它的最優(yōu)化化的運(yùn)行組件件.優(yōu)化或次優(yōu)化往往往達(dá)到使用用技巧運(yùn)籌學(xué)學(xué)、線性規(guī)劃劃等,二次規(guī)劃、圖圖論、排隊(duì)論論、蒙特卡羅羅模擬.除了增加使使用電腦的陪陪同發(fā)展尖端端的數(shù)學(xué)模型型和信息系統(tǒng)統(tǒng),管理科學(xué)與與決策支持系系統(tǒng)中發(fā)揮了了重要作用,在仔細(xì)研究究投入和關(guān)系系問(wèn)題并通過(guò)促進(jìn)進(jìn)目標(biāo)的制定定和績(jī)效衡量量.人工智能也也開(kāi)始應(yīng)用提提供決策支持持系統(tǒng),解決結(jié)構(gòu)不不良的問(wèn)題是是管理.3、戰(zhàn)略規(guī)劃和和工程計(jì)劃建設(shè)工程規(guī)劃塑塑造一個(gè)組織織的戰(zhàn)略計(jì)劃劃,這是受市場(chǎng)場(chǎng)需求和資源源的制約.相關(guān)方案擬擬訂過(guò)程的規(guī)規(guī)劃和可行性性研究集各種種項(xiàng)目的優(yōu)先先次序及何時(shí)時(shí)啟動(dòng)迎接該組織的總總體目標(biāo).但是,一旦做出這這個(gè)決定是為為了啟動(dòng)項(xiàng)目目可支配市場(chǎng)場(chǎng)的壓力,及時(shí)完成了了年初設(shè)施.各類(lèi)建設(shè)受受市場(chǎng)壓力開(kāi)開(kāi)始時(shí)間是最最明顯的工業(yè)業(yè)設(shè)施建設(shè).工業(yè)產(chǎn)品的需求求可能是短命命的,如果公司沒(méi)沒(méi)有擊中市場(chǎng)場(chǎng)第一未必其產(chǎn)品品需求.競(jìng)爭(zhēng)激烈的的國(guó)內(nèi)和國(guó)際際市場(chǎng),工業(yè)建筑潮潮流走向生命命周期短的項(xiàng)項(xiàng)目,尤其是在技技術(shù)密集產(chǎn)業(yè)業(yè).為了爭(zhēng)取時(shí)間,,部分業(yè)主愿愿意放棄徹底底規(guī)劃和可行行性研究等項(xiàng)項(xiàng)目進(jìn)行了不不足項(xiàng)目范圍定定義.總是,后來(lái)改變項(xiàng)項(xiàng)目范圍將增增加建筑成本本;但是早些時(shí)候設(shè)設(shè)施營(yíng)運(yùn)收益益增加建造成成本往往辯解解.一般來(lái)說(shuō),如果業(yè)主能能獲得合理的的利潤(rùn),完成了經(jīng)營(yíng)營(yíng)機(jī)制該項(xiàng)目被認(rèn)認(rèn)為是成功的的,即使是遠(yuǎn)高高于建造成本本估計(jì)基于一一個(gè)范圍界定定不夠.這種態(tài)度可可能是因?yàn)榇蟠蟛糠莸牟淮_確定性固有建建設(shè)項(xiàng)目.很難說(shuō)利潤(rùn)潤(rùn)可能會(huì)更高高,如果能降低低建筑成本增增加項(xiàng)目期限.但是,一些項(xiàng)目,特別是一些些核能電廠,顯然是不成成功的,放棄之前完完工,他們必須滅滅亡至少部分分歸因于缺乏乏規(guī)劃和可行行性研究窮人人.船東或基金贊助助的態(tài)度是關(guān)關(guān)鍵因素影響響了工程造價(jià)價(jià),因?yàn)槿魏螞Q決定在開(kāi)始階段,項(xiàng)目生命周周期的影響已已遠(yuǎn)遠(yuǎn)高于在在稍后階段,圖表如圖2-3所示.另外,設(shè)計(jì)和施工工的決定將影影響持續(xù)經(jīng)營(yíng)營(yíng)成本,同時(shí)在很多多情況下,該設(shè)施的收收入超過(guò)一輩輩子.因此,車(chē)主應(yīng)該得得到足夠的專(zhuān)專(zhuān)門(mén)人才規(guī)劃劃和可行性研研究.許多業(yè)主不不保持一個(gè)內(nèi)內(nèi)部工程建設(shè)設(shè)管理的能力力,他們應(yīng)考慮慮建立一個(gè)持持續(xù)與外界顧顧問(wèn)來(lái)迅速回回應(yīng)請(qǐng)求.即使是那些些擁有維護(hù)工工程建設(shè)師,許多治療師師可償還這些些獨(dú)立組織.這種安排應(yīng)應(yīng)不妨礙其合合法使用虛假假的經(jīng)濟(jì)的確確可以報(bào)銷(xiāo)費(fèi)費(fèi)用等類(lèi)別相相當(dāng)昂貴的整整體組織。4、建筑管理專(zhuān)專(zhuān)業(yè)施工管理是指一一個(gè)專(zhuān)業(yè)團(tuán)隊(duì)隊(duì)組成一個(gè)專(zhuān)專(zhuān)業(yè)的項(xiàng)目管管理施工經(jīng)理理和其他與會(huì)會(huì)者將工程規(guī)劃任任務(wù)的落實(shí),以綜合方式式設(shè)計(jì)和建造造.團(tuán)隊(duì)成員之之間的契約關(guān)關(guān)系,旨在盡量減減少對(duì)抗的關(guān)關(guān)系,并有助于在在更大反應(yīng)管理組.建筑專(zhuān)業(yè)經(jīng)經(jīng)理是一家專(zhuān)專(zhuān)業(yè)會(huì)計(jì)師專(zhuān)專(zhuān)業(yè)施工管理理,包括:同一個(gè)老板和//電子公司從從一開(kāi)始就提提出建議和改改進(jìn)設(shè)計(jì),建造技術(shù),附表和經(jīng)濟(jì)濟(jì)建設(shè).如果有適當(dāng)當(dāng)?shù)奶娲O(shè)計(jì)計(jì)和施工建議議,并分析了替替代效應(yīng)的項(xiàng)項(xiàng)目費(fèi)用和日日程.監(jiān)察項(xiàng)目的發(fā)展展,使這些指標(biāo)標(biāo)都沒(méi)有超過(guò)過(guò)的知識(shí)所有有者..協(xié)調(diào)采購(gòu)材料和和設(shè)備,以及所有建建筑承包商,并按月付給給承包商,變動(dòng)為符合設(shè)計(jì)計(jì)要求和檢驗(yàn)驗(yàn)要求.負(fù)責(zé)其他相相關(guān)服務(wù)項(xiàng)目目的要求業(yè)主主.5、項(xiàng)目團(tuán)隊(duì)領(lǐng)領(lǐng)導(dǎo)和激勵(lì)項(xiàng)目經(jīng)理,在廣廣義上來(lái)說(shuō),人是最重要要的一個(gè)項(xiàng)目目的成敗.項(xiàng)目經(jīng)理負(fù)負(fù)責(zé)規(guī)劃、組組織和控制項(xiàng)項(xiàng)目.反過(guò)來(lái)項(xiàng)目經(jīng)理接接到來(lái)自權(quán)威威組織的管理理,調(diào)動(dòng)必要的的資源完成計(jì)計(jì)劃.項(xiàng)目經(jīng)理必須能能夠施加影響響人際關(guān)系為為了帶領(lǐng)工程程隊(duì).項(xiàng)目經(jīng)理常常增益支持他他/她的團(tuán)隊(duì)通通過(guò)結(jié)合以下下方面:因官方身份正式式授權(quán)即有權(quán)權(quán)發(fā)出命令，獎(jiǎng)勵(lì)和/或處罰的權(quán)權(quán)力導(dǎo)致他/她的身份,直接或間接接估價(jià)機(jī)構(gòu)免免除處罰或獎(jiǎng)獎(jiǎng)勵(lì).電力專(zhuān)家當(dāng)當(dāng)項(xiàng)目經(jīng)理被被視為具有特特殊知識(shí)或技技能的人才.具有吸引力,因?yàn)殡娏?xiàng)項(xiàng)目經(jīng)理或其其他具有個(gè)性性特征來(lái)說(shuō)服服別人.在矩陣組織職能能部門(mén)的成員員可能習(xí)慣了了單一報(bào)導(dǎo)的的層次結(jié)構(gòu)線線、但項(xiàng)目經(jīng)理理負(fù)責(zé)協(xié)調(diào)小小組的活動(dòng),成員來(lái)自個(gè)個(gè)職能部門(mén).矩陣組織結(jié)結(jié)構(gòu)的功能是是負(fù)責(zé)優(yōu)先、協(xié)協(xié)調(diào)、管理和和執(zhí)行項(xiàng)目的的最后決策.因此,有潛力的項(xiàng)項(xiàng)目小組和職職能部門(mén)之間間的沖突.項(xiàng)目經(jīng)理的的責(zé)任和權(quán)力力必須得到化化解各種矛盾盾,使項(xiàng)目既定定的政策和質(zhì)量標(biāo)準(zhǔn)準(zhǔn)不會(huì)受影響響.抗衡時(shí),更根本的問(wèn)問(wèn)題自然發(fā)達(dá)達(dá),他們必須提提請(qǐng)高水平的的管理和盡快快解決。一般來(lái)說(shuō),項(xiàng)目目經(jīng)理的權(quán)威威必須清楚記記載以及界定定，尤其是在矩矩陣組織功能能分區(qū)經(jīng)理常常常保留一定定的人事權(quán),暫時(shí)指派一一個(gè)項(xiàng)目.應(yīng)當(dāng)遵守下下列原則:銜接項(xiàng)目經(jīng)理部部門(mén)經(jīng)理及其功能應(yīng)盡盡量簡(jiǎn)化.項(xiàng)目經(jīng)理要要達(dá)到控制這這些要素的項(xiàng)項(xiàng)目經(jīng)理部的的功能可能重重疊.項(xiàng)目經(jīng)理應(yīng)應(yīng)該鼓勵(lì)解決決問(wèn)題,而非團(tuán)隊(duì)成員的角角色來(lái)自各職職能部門(mén)。外文文獻(xiàn)原稿1WhatisPrrojecttManaagemennt?Themannagemeentoffconsstructtionpprojecctsreequireesknoowledggeofmoderrnmannagemeentasswelllasaanundderstaandinggoftthedeesignandcconstrructioonproocess..Consstructtionpprojecctshaaveaspeciificssetoffobjeectiveesanddconsstrainntssuuchassareequireedtimmefraamefoorcommpletiion.WWhiletherrelevaantteechnollogy,instiitutioonalaarranggementtsorproceesseswilldiffeer,thhemannagemeentoffsuchhprojjectshasmmuchiincommmonwwithtthemaanagemmentoofsimmilartypessofpprojecctsinnotheerspeecialttyortechnnologyydomaainsssuchaasaerrospacce,phharmacceuticcalanndeneergyddeveloopmentts.Generallly,pprojecctmannagemeentissdisttinguiishedfromtheggeneraalmannagemeentoffcorpporatiionsbbytheemisssion-oorienttednaatureofaprojeect.AAprojjectoorganiizatioonwilllgenneralllybetermiinateddwhennthemissiionissaccoomplisshed.AccorrdingtothheProojectManaggementtInsttitutee,theediscciplinneofprojeectmaanagemmentccanbeedefiinedaasProjecttmanaagemenntistheaartoffdireectinggandcoorddinatiinghuumanaandmaateriaalressourceesthrroughooutthheliffeofaproojectbyussingmmodernnmanaagemennttecchniquuestooachiieveppredetterminnedobbjectiivesoofscoope,ccost,time,,quallityaandpaarticiipatioonsattisfacction..Byconttrast,,thegenerralmaanagemmentoofbussinesssandindusstriallcorpporatiionsaassumeesabbroadeerouttlookwithgreattercoontinuuityoofopeeratioons.NNevertthelesss,thhereaaresuufficiientssimilaaritieesaswellasdiiffereencesbetweeenthhetwoosotthatmmodernnmanaagemennttecchniquuesdeeveloppedfoorgenneralmanaggementtmaybeaddapteddforprojeectmaanagemment.ThebassicinngrediientsforaaprojjectmmanageementframeeworkHYPERLINK"/pmbook/02_Organizing_For_Project_Management.html""/pmbook/02_Organizing_For_Project_Management.html"[2]maayberepreesenteedschhematiicallyyinFFiguree2-1..Awoorkinggknowwledgeeofggeneraalmannagemeentanndfammiliarritywwithtthesppeciallknowwledgeedomaainreelateddtottheprrojecttareindisspensaable.Suppoortinggdiscciplinnessuuchasscompputersciennceannddeccisionnscieencemmayallsopllayannimpoortanttrolee.Infact,,modeernmaanagemmentppractiicesaandvaarioussspeccialkknowleedgeddomainnshavveabssorbeddvariiousttechniiquesortooolswwhichwereonceidenttifieddonlyywithhthesuppoortinggdiscciplinnes.FForexxamplee,commputerr-baseedinfformattionssystemmsandddeciisionsuppoortsyystemssarenowccommonn-placcetooolsfoorgenneralmanaggementt.Simmilarlly,maanyopperatiionsrresearrchteechniqquesssuchaaslinnearpprograamminggandnetwoorkannalysiisareenowwidellyuseedinmanyknowlledgeorappplicaationdomaiins.HHence,,therepreesentaationinFiigure2-1rreflecctsonnlythhesouurcesfromwhichhtheprojeectmaanagemmentfframewworkeevo2TrenndsinnModeernMaanagemmentInreceentyeears,majorrdeveelopmeentsiinmannagemeentreeflectttheaccepptanceetovvariouusdeggreesofthhefolllowinngeleementss:(1))themanaggementtproccessaapproaach,((2)thhemannagemeentsccienceeanddecissionssupporrtappproachh,(3))thebehavviorallscieenceaapproaachfoorhummanreesourccedevvelopmment,and((4)suustainnablecompeetitivveadvvantagge.Thheseffouraapproaachescompllementteachhotheerincurreentprracticce,anndproovideauseefulggrounddworkforpprojecctmannagemeent.Themannagemeentprrocesssapprroachemphaasizessthesysteematiccstuddyofmanaggementtbyiidentiifyinggmanaagemenntfunnctionnsinanorrganizzationnandthenexamiiningeachindeetail..Therreisgenerralaggreemeentreegardiingthhefunnctionnsofplannning,organnizinggandcontrrollinng.Amajorrteneetisthatbyannalyziingmaanagemmentaalongfuncttionalllinees,aframeeworkcanbbeconnstrucctediintowwhichallnnewmaanagemmentaactiviitiescanbbeplaaced.Thus,,themanagger'sjobiisreggardeddasccoordiinatinngapprocesssofinterrrelattedfuunctioons,wwhicharenneitheertottallyrandoomnorrrigiidlyppredetterminned,bbutarredynnamicasthheproocessevolvves.AAnotheertennetissthattmanaagemenntpriincipllescaanbederivvedfrromanninteellecttualaanalyssisoffmanaagemenntfunnctionns.Byydiviidingthemmanageer'sjjobinntofuunctioonalccomponnents,,prinncipleesbassedupponeaachfuunctiooncannbeeextraccted.Hencee,mannagemeentfuunctioonscaanbeorgannizedintoahieerarchhicalstruccturedesiggnedttoimpproveoperaationaaleffficienncy,ssuchaastheeexammpleooftheeorgaanizattionfforamanuffacturringccompannyshoowninnFiguure2--2.Thhebassicmaanagemmentffunctiionsaarepeerformmedbyyallmanaggers,regarrdlesssofeenterpprise,,actiivityorhiierarcchicallleveels.FFinallly,thhedevvelopmmentoofammanageementphiloosophyyresuultsiinhellpingthemmanageertoestabblishrelattionshhipsbbetweeenhummananndmatteriallresoourcess.Theeoutccomeooffolllowinnganestabblisheedphiilosopphyoffoperrationnhelppstheemanaagerwwinthhesuppportofthhesubbordinnatesinacchieviingorrganizzationnalobbjectiives.Themannagemeentsccienceeanddecissionssupporrtappproachhconttributtestoothedevellopmenntofaboddyofquanttitatiivemeethodssdesiignedtoaiidmannagerssinmmakinggcompplexddecisiionsrrelateedtooperaationssandproduuctionn.Indecissionssupporrtsysstems,,emphhasisispllacedonprrovidiingmaanagerrswitthrellevanttinfoormatiion.IInmannagemeentscciencee,aggreatdealofatttentiionissgiveentodefinningoobjecttivesandcconstrraintss,anddtocconstrructinngmatthematticalanalyysismmodelssinssolvinngcommplexprobllemsoofinvventorry,maateriaalsanndprooductiioncoontroll,amoongotthers..Atoopicoofmajjorinnteresstinmanaggementtscieenceiistheemaxiimizattionoofproofit,orinntheabsennceoffawoorkabllemoddelfoortheeoperrationnofttheenntiresysteem,thhesubboptimmizatiionofftheoperaationssofiitscoomponeents.Theooptimiizatioonorsubopptimizzationnisooftenachieevedbbytheeuseofopperatiionsrresearrchteechniqques,suchasliinearprogrramminng,quuadratticprrogrammming,,grapphtheeory,queuiingthheoryandMMonteCarloosimuulatioon.Innaddiitiontothheinccreasiingusseofcompuutersaccommpanieedbytheddeveloopmenttofssophissticattedmaathemaaticallmodeelsanndinfformattionssystemms,maanagemmentssciencceandddeciisionsuppoortsyystemsshaveeplayyedannimpoortanttroleebyllookinngmorrecarrefulllyatproblleminnputsandrrelatiionshiipsanndbypromootinggoalformuulatioonanddmeassuremeentoffperfformannce.AArtifiicialintellligenncehaasalssobegguntoobeaapplieedtoproviidedeecisioonsuppportsysteemsfoorsollvingill-sstructturedprobllemsiinmannagemeent.3StrattegicPlannningaandPrrojecttProggrammiingTheproogrammmingoofcappitalprojeectsiisshaapedbbytheestraategiccplannofaanorgganizaation,,whicchisinfluuenceddbymmarkettdemaandsaandreesourccescoonstraaints..Theprogrramminngproocessassocciateddwithhplannningandffeasibbilityystuddiesssetsttheprriorittiesaandtiimingforiinitiaatingvarioousprrojecttstomeettheooveralllobjjectivvesofftheorgannizatiions.Howevver,ooncetthisddecisiionissmadeetoiinitiaateaprojeect,mmarkettpresssuremayddictatteearrlyanndtimmelyccompleetionofthhefaccilityy.Amongvvariouustyppesoffconsstructtion,theiinflueenceoofmarrketppressuureonnthetiminngofinitiiatinggafaacilittyismostobvioousinninduustriaalconnstrucction..HYPERLINK"/pmbook/02_Organizing_For_Project_Management.html""/pmbook/02_Organizing_For_Project_Management.html"[3]Deemandforaaninddustriialprroducttmaybeshhort-llived,,andifacompaanydooesnoothittthemarkeetfirrst,ttheremaynnotbeedemaandfooritssprodductllater..Withhinteensiveecomppetitiionfoornattionallandinterrnatioonalmmarketts,thhetreendoffinduustriaalconnstrucctionmovesstowaardshhorterrprojjectllifeccycless,parrticullarlyinteechnollogyiintenssiveiindusttries..Inordeertogaintime,,someeowneersarrewilllingtofooregothorooughpplanniinganndfeaasibillitysstudysoasstopproceeedonaproojectwithinadeequateedefiinitioonofthepprojecctscoope.IInvariiably,,subssequenntchaangesinprrojecttscoppewilllinccreaseeconsstructtionccosts;;howeever,profiitsdeeriveddfrommearllierffaciliityopperatiionofftenjjustiffytheeincrreaseincoonstruuctionncostts.Geenerallly,iiftheeowneercannderiivereeasonaablepprofittsfroomtheeoperrationnofaacomppleteddfaciility,,theprojeectissconssidereedassuccessseveenifconsttructiioncoostsffarexxceedtheeestimaatebaasedoonaninadeequateescoppedeffinitiion.TThisaattituudemaaybeattriibuteddinllargeparttothheunccertaiintiessinheerentincoonstruuctionnprojjects..Itiisdiffficullttoargueethattproffitsmmightbeevvenhiigherifcoonstruuctionncosttscouuldbeereduucedwwithouutinccreasiingthheproojectdurattion.Howevver,ssomepprojeccts,nnotabllysommenucclearpowerrplannts,aarecllearlyyunsuuccesssfulaandabbandonnedbeeforecomplletionn,anddtheiirdemmisemmustbbeatttributtedattleasstinparttoinnadequuatepplanniinganndpooorfeaasibillitysstudiees.Theownnerorrfaciilitysponssorhooldstthekeeytoinfluuencethecconstrructiooncosstsoffaprrojecttbecaauseaanydeecisioonmaddeatthebbeginnningsstageofaprojeectliifecyyclehhasfaargreeaterinfluuencethanthoseemadeeatllaterstagees,assshowwnschhematiicallyyinFFiguree2-3..Moreeover,,thedesiggnanddconsstructtionddecisiionswwilliinflueencetthecoontinuuingooperattingccostsand,inmaanycaases,therrevenuuesovverthhefaccilityylifeetime..Therreforee,anownerrshouuldobbtaintheeexperttiseoofproofessiionalsstopproviddeadeequateeplannningandffeasibbilityystuddies.Manyownerrsdonotmmaintaainannin-hhouseenginneerinnganddconsstructtionmmanageementcapabbilityy,anddtheyyshouuldcoonsideertheeestaablishhmentofannongooingrrelatiionshiipwitthouttsideconsuultanttsinorderrtorresponndquiicklytoreequestts.Evvenammongtthoseownerrswhoomainntainenginneerinnganddconsstructtionddivisiions,manytreattthessedivvisionnsasreimbbursabble,iindepeendenttorgaanizattions..Suchhanaarranggementtshouuldnootdisscouraagethheirllegitiimateuseaasfallseecconomiiesinnreimmbursaableccostsfromsuchdivissionscaniindeeddbevveryccostlyytottheovveralllorgaanizattion4ProffessioonalCConstrructioonMannagemeentProfesssionallconsstructtionmmanageementreferrstoaproojectmanaggementtteammconssistinngofaproofessiionalconsttructiionmaanagerrandotherrpartticipaantswwhowiillcaarryooutthhetassksoffprojjectpplanniing,ddesignnandconsttructiioninnaniintegrratedmanneer.Coontracctualrelattionshhipsaamongmembeersofftheteamareiintenddedtoominiimizeadverrsariaalrellationnshipssandcontrributeetoggreateerressponseewithhinthhemannagemeentgrroup.Aproofessiionalconsttructiionmaanagerrisaafirmmspeccializzedinnthepractticeoofproofessiionalconsttructiionmaanagemmentwwhichincluudes:WorkwiithowwneraandthheA/EEfirmmsfroomtheebegiinninggandmakerecommmendaationssonddesignnimprrovemeents,consttructiionteechnollogy,scheddulesandcconstrructioonecoonomy..Proposeedesiignanndconnstrucctionalterrnativvesiffapprropriaate,aandannalyzeetheeffecctsoffthealterrnativvesonntheprojeectcoostanndschhedulee.Monitorrsubssequenntdevvelopmmentooftheeprojjectiinordderthhatthhesettargettsareenotexceeededwwithouuttheeknowwledgeeofttheowwner.Coordinnatepprocurrementtofmmateriialanndequuipmenntanddtheworkofalllconnstrucctioncontrractorrs,anndmonnthlypaymeentsttoconntracttors,changges,cclaimssandinspeectionnforconfoorminggdesiignreequireementss.Performmotheerproojectrelattedseerviceesasrequiiredbbyownners.5LeaderrshipandMMotivaationfortthePrrojecttTeammTheproojectmanagger,iintheebroaadestsenseeofttheteerm,iistheemosttimpoortanttperssonfoortheesucccessoorfaiilureofaprojeect.TTheprrojecttmanaageriisressponsiiblefforpllanninng,orrganizzingaandcoontrolllingthepprojecct.Innturnn,theeprojjectmmanageerrecceivessauthhorityyfrommthemanaggementtofttheorrganizzationntommobiliizethheneccessarryressourceestocomplleteaaprojject.Theproojectmanaggermuustbeeableetoeexertinterrpersoonaliinflueenceiinorddertooleaddtheprojeectteeam.TTheprrojecttmanaagerooftengainssthesuppoortoffhis//hertteamtthrougghaccombinnationnoftthefoollowiing:Formalauthoorityresulltingfromanoffficiaalcappacityywhicchisempowweredtoisssueoorderss.Rewardand/oorpennaltypowerrresuultinggfrommhis//herccapaciitytoodisppensedirecctlyoorinddirecttlyvaaluedorgannizatiionreewardssorppenaltties.Expertpowerrwhenntheprojeectmaanagerrispperceiivedaasposssessiingsppeciallknowwledgeeoreexperttisefforthhejobb.Attracttiveppowerbecauusethheproojectmanaggerhaasa