工程项目管理案例分析“工程项目管理”案例分析姓名: 学号: 专业班级: 成绩:教师评语:2013年 6 月 12 日工程项目管理案例分析目录1、项目描述2、项目概况3、项目经理委派(资格、素质、能力等方面的要求)4、项目干系人分析5、项目范围分析(WBS、文字描述)6、项目经理部组织(人员需求分析、组织结构图)7、项目的时间、成本、质量管理8、项目风险管理9、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 descriptionSantiago 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 thisend, the company money, the principle of high quality, is a world-renowneddesigners 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 profileAdministrative regions: yao sea areaLocation of project: yao area linquan east and southeastern corner Wang Gang road intersectionConstruction type: multilayer, high-riseProperty categories: ordinary residential, apartments Main door model: 75-85 square metersDevelopers: huadu hefei real estate development co., LTD Property of fixed number of year: 70Volume ratio: 1.93Greenest: 40ZongHuShu: 2986Construction area: 350000 square metersArea: 184934.26 square meters3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 assignedLevel 2 qualification1, level 2 qualification and registered capital of not less than 20 million yuan2, 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 investment4, 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 investment6, 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 certificateof professional accounting personnel7, engineering, finance, statistics, etc, with corresponding professional intermediate above title8, have perfect quality assurance system, the residential sales hasa "residential guarantee of quality" and "residential operation instruction handbook" system9, major engineering quality accidents happened.4项目干系人分析4 project stakeholder analysis5项目范围分析5 the scope of the project analysis签署项目管理(BT.BOT及代建制)合同代建制公司提交项目管理策划委任项目经理、组建项管部收集有关资料，实施项目管理工作工程管理部计划财务部行政办公室工程监理专项账户招投标管理工程质量管理形象策划办理前期手续施工管理概、预算审核用款计划安全生产文明项目策划项目勘察、设计质量鉴定合同管理资金拨付施工管理合同备案方案评审试运行材料、设备采财务审计信息管理办理竣工验收手续竣工验收购管理后评价项目部管理重设信质成工合安组要计息量本期全同织材变档料控更案控控管管协控控管制制制理理调制制理竣工验收项目移交6项目经理部组织6 project intends to organization项目经理总工程师质检工程师技术负责人施工员技术员质检员瓦钢装机木架混工筋饰械工子凝组组组组组工土组组7项目的时间、成本、质量管理7 project time, cost, and quality management质量保证体系组织保证质量检查政治保证施工质量目标管理经济保证质量信息体系保证体系体系保证体系保证体系体系保证体系方针目标施工组织项目经理健全职能政治思想经济责任质量信息制度负责制机构工作制反馈网络施工高度 TQC小组熟悉技术TQC教育单位时间信息反馈下达目标项贯标准工程包干机械保证目标部领项贯施建原材料质全面质量基本资金各导人员素质目标工设量保证管理教育包干科小部领单单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 managementControl measures1 economic measuresMain 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 measuresTechnical 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 measuresMainly 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。