PROJECT MANAGEMENT TECHNIQUES
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项目管理学essay代写 Therefore, from the two discussed project management techniques, a CPM diagram will be the best option for Omega Metals Ltd
1.0 Introduction 项目管理学essay代写
This brief report is geared towards presenting a general overview of the several project management techniciques to give easy time for all people involved in developing project plans for their organizations. Projects ought to be managed effectively using the appropriate management techniques so that the objectives and goals are achieved. Omega Metals Ltd, the case study for this report is a company involved in making available quality precision metal sheet parts designed for profit-making as well as armed forces clients. The production of these sheet metals involves three intensive processes; steel making, casting and rolling casted metal to produce the sheets. Therefore, main aim of developing project management techniques for Omega Metals Ltd is to improve on the performance and increase profit turnover through the use of the CIM system. 项目管理学essay代写
The activities that will be performed in this project (Table 1) will be undertaken by more than one individual and will follow specific steps which must address the following:
a)The number of tasks to be done to complete the project
b)The time that each task will take, the time each task commence and end and the order in which the tasks will be accomplished.
c)The intermediate deadlines and what should be done about them.
d)The dependencies existing between two or more tasks must be addressed
e)The individual(s) who will be assigned for each task considering the time, skills and knowledge that the individual posses.
Table 1: List of activities for Omega Metal Ltd
| Activity code | Activity 项目管理学essay代写 | Duration in days | Depends on |
| A | Manufacturing plant investigation | 10 | – |
| B | Design of CIM/Machinery Layout | 5 | A |
| C | Order CIM/Machinery | 3 | B |
| D | Order Cables/Accessories | 2 | B & C |
| E | Alter Factory Layout for CIM | 15 | B |
| F | Alter Electrical Cabling for CIM | 1 | B & E |
| G | Remove old plant, Machinery etc | 5 | E & F |
| H | Inspect electrical supplies | 4 | F |
| I | Take delivery, install and test | 2 | G |
| J | Train staff/Commission the CIM | 35 | I |
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1.0 引言 项目管理学essay代写
这份简短的报告旨在对几种项目管理技术进行总体概述，以便让所有参与为其组织制定项目计划的人员有时间轻松。应该使用适当的管理技术有效地管理项目，以便实现目标。 Omega Metals Ltd，本报告的案例研究是一家致力于为营利性客户和武装部队客户提供优质精密金属板零件的公司。这些金属板的生产涉及三个密集过程；炼钢、铸造和轧制铸造金属以生产板材。因此，Omega Metals Ltd 开发项目管理技术的主要目的是通过使用 CIM 系统来提高绩效和增加利润周转率。项目管理学论文代写
本项目中将执行的活动（表 1）将由一个以上的人进行，并将遵循必须解决以下问题的特定步骤：
a) 完成项目需要完成的任务数量
b) 每项任务所需的时间、每项任务开始和结束的时间以及完成任务的顺序。
c) 中间最后期限以及应该怎么做。
d) 必须解决两个或多个任务之间存在的依赖关系
e) 考虑到个人拥有的时间、技能和知识，将为每项任务分配的个人。
表 1：Omega Metal Ltd 的活动清单
| 活动代码 | 活动 | 持续时间（天） | 根据 |
| A | 制造工厂调查 | 10 | – |
| B | CIM/机械布局设计 | 5 | A |
| C | 订购 CIM/机械 | 3 | B |
| D | 订购电缆/附件 | 2 | B & C |
| E | 更改 CIM 的工厂布局 | 15 | B |
| F | 更改 CIM 的电气接线 | 1 | B & E |
| G | 拆除旧厂房、机械等 | 5 | E & F |
| H | 检查电源 | 4 | F |
| I | 接收、安装、测试 | 2 | G |
| J | 培训人员/调试 CIM | 35 | I |
2.0 Project Management Techniques 项目管理学essay代写
The Gantt chart, PERT diagram and/or CPM charts are the most used techniques to manage projects (Wren, 2003). In these three techniques, the task and time taken for each task are the central points of interest. The tasks have to be performed within the scheduled time to accomplish the organization goals which may include the project itself, presentations, proposals, and reports among other long and short term goals. In our case study, the project starts at 30th November 2010 and ends at 26th February 2011 spanning for 77 working days. The distribution of the tasks and time allocations for the each task will be illustrated through the Gantt chart and PERT/CPM diagram.
2.1 Gantt Chart
In a Gantt chart, each task is allocated its own horizontal band and the calendar duration indicated by either a line or a bar. Generally, Gantt charts are used to schedule tasks and track the progress of a particular project (Russell, 2009). They are developed using bars to represent every task with the length of the bar indicating the duration that will take for the task to be completed. A project manager may choose to group the tasks into broad categories where the time duration for that category spans all the tasks in that category. 项目管理学essay代写
Tasks are usually listed from top to bottom in the order that they are supposed to be performed and if the tasks are grouped into categories then the tasks are ordered by their dates of accomplishment. The activities for Omega Metal Ltd project are seven with no grouping but overlapped for the tasks that do not directly involve the individuals involved in this project like inspection of electrical supplies. The first task is the investigation of the manufacturing plant to establish what should ne improved, removed or added to improve performance while the last task is training of staff and commissioning the project.
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2.0 项目管理技巧 项目管理学essay代写
甘特图、PERT 图和/或 CPM 图是最常用的项目管理技术（Wren，2003）。在这三种技术中，每个任务的任务和时间是关注的中心点。任务必须在预定时间内完成，以实现组织目标，其中可能包括项目本身、演示文稿、提案和报告以及其他长期和短期目标。在我们的案例研究中，该项目从 2010 年 11 月 30 日开始，到 2011 年 2 月 26 日结束，持续 77 个工作日。每个任务的任务分布和时间分配将通过甘特图和 PERT/CPM 图来说明。
2.1 甘特图
在甘特图中，每个任务都分配有自己的水平带和由线条或条形指示的日历持续时间。通常，甘特图用于安排任务和跟踪特定项目的进度（Russell，2009）。它们使用条形来表示每项任务，条形的长度表示完成任务所需的持续时间。项目经理可以选择将任务分为大类，其中该类别的持续时间跨越该类别中的所有任务。
任务通常按照应该执行的顺序从上到下列出，如果任务按类别分组，则任务按完成日期排序。 Omega Metal Ltd 项目的活动有七项，没有分组，但对于不直接涉及该项目所涉及个人的任务（如电力供应检查）有重叠。第一项任务是调查制造工厂，以确定应该改进、删除或添加哪些内容以提高性能，而最后一项任务是培训员工和调试项目。
Thus, Gantt is the quickest and simplest technique to undertake project personal planning especially for projects with few numbers of tasks and limited inter-relationship between tasks (Lewis, 2002).
As indicated in Gantt chart below (Figure 1), the start of training staff depends entirely on completion of all other tasks thus a delay of all other tasks will consequently delay the training of staff although the Gantt chart do not represent how the tasks will affect each other. 项目管理学essay代写
Figure 1: Gantt chart – Assumption is that the project starts on 30 November 2010.
The time span for tasks is represented on the horizontal axis. Most project managers use one day as their time resolution eliminating all days that the project is not expected to be running especially the weekend and holidays. The Gantt chart has been preferred by many organization of its time explicitly and linearity such that the time span for each task is clearly illustrated. Gantt chart has clear relationships between tasks and illustrates tasks that are depending on others and how time overlapping can be effectively done. 项目管理学essay代写
Furthermore, the deadlines for all tasks are indicated in addition to showing the status of every task at a given time. However, the use of Gantt charts as a technique to manage projects has been criticized because Gantt charts do not present a clear relationship between the task and the persons to undertake the tasks. Individual-hours relations is not indicated with only the calendar time which cant be relied upon to tag individuals to undertake the tasks. Gantt charts also ignore other resources like finance that are crucial to success of any project.
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因此，甘特图是进行项目个人规划的最快捷、最简单的技术，特别是对于任务数量很少且任务之间相互关系有限的项目（LEWIS，2002）。
正如下面的甘特图（图 1）所示，培训员工的开始完全取决于所有其他任务的完成，因此所有其他任务的延迟都会导致员工的培训延迟，尽管甘特图不代表任务将如何影响彼此。
图 1：甘特图 – 假设项目于 2010 年 11 月 30 日开始。
任务的时间跨度在横轴上表示。大多数项目经理使用一天作为他们的时间解决方案，消除了项目预计不会运行的所有日子，尤其是周末和假期。甘特图已被许多组织明确和线性地首选，以便清楚地说明每个任务的时间跨度。甘特图在任务之间具有清晰的关系，并说明了依赖于其他任务的任务以及如何有效地完成时间重叠。
此外，除了显示给定时间每个任务的状态之外，还指示了所有任务的截止日期。然而，使用甘特图作为管理项目的一种技术受到了批评，因为甘特图没有显示任务和承担任务的人员之间的明确关系。个人-小时关系不只用日历时间表示，不能依赖于标记个人来执行任务。甘特图还忽略了对任何项目的成功至关重要的其他资源，例如财务。
2.2 Critical Path Analysis Diagram/PERT Diagram
Critical Path Method (CPM) is a technique similar to the program evaluation and review technique (PERT) which has been used to overcome the short comings of Gantt chart especially the relationship between tasks (Leigh, 2008). CPM diagram uses nodes to establish dependencies between tasks. This establishes the order of tasks which is conventionally from left to right through the movement to the right should not necessarily be linear. The time allocations in a CPM diagram are indicated using numbers as opposed to graphical representation in a Gantt chart. This technique allows the randomness in the choice of allocation times for the tasks. In using this project management technique, the following steps must be adhered to:
a)The specific activities for the project must be first identified
b)The desired sequence of performing the activities must be determined 项目管理学essay代写
c)Estimation of the time duration for each activity must also be determined
d)The critical path of the activities is then determined by adding all the durations for all activities in the sequence so that the longest path of the project is established.
Table 2: List of activities with estimation of their start and end time
| Activity | Duration | Earliest Start Time | Earliest Finish Time | Latest Start Time | Latest Finish Time |
| A | 10 | 0 | 10 | 0 | 10 |
| B | 5 | 10 | 15 | 10 | 15 |
| C | 3 | 10 | 15 | 10 | 13 |
| D | 2 | 15 | 17 | 15 | 17 |
| E | 15 | 13 | 28 | 13 | 57 |
| F | 10 | 77 | 27 | 17 | 27 |
| G | 5 | 10 | 15 | 10 | 57 |
| H | 4 | 15 | 17 | 15 | 27 |
| I | 30 | 27 | 57 | 27 | 57 |
| J | 20 | 57 | 77 | 57 | 77 |
Figure 2: Critical Path Analysis Diagram
This is the critical path: the shortest possible time required to complete all the necessary tasks
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2.2 关键路径分析图/PERT图
关键路径法 (CPM) 是一种类似于程序评估和审查技术 (PERT) 的技术，已被用来克服甘特图的缺点，尤其是任务之间的关系 (Leigh, 2008)。 CPM 图使用节点来建立任务之间的依赖关系。这建立了任务的顺序，通常从左到右通过向右移动的顺序不一定是线性的。 CPM 图中的时间分配使用数字表示，而不是甘特图中的图形表示。这种技术允许选择任务分配时间的随机性。在使用这种项目管理技术时，必须遵循以下步骤：
a) 必须首先确定项目的具体活动
b) 必须确定执行活动的所需顺序
c) 还必须确定对每项活动的持续时间的估计
d) 然后通过将序列中所有活动的所有工期相加来确定活动的关键路径，从而建立项目的最长路径。
表 2：活动列表及其开始和结束时间的估计
| 活动 | 期间 | 最早开始时间 | 最早完成时间 | 最晚开始时间 | 最晚完成时间 |
| A | 10 | 0 | 10 | 0 | 10 |
| B | 5 | 10 | 15 | 10 | 15 |
| C | 3 | 10 | 15 | 10 | 13 |
| D | 2 | 15 | 17 | 15 | 17 |
| E | 15 | 13 | 28 | 13 | 57 |
| F | 10 | 77 | 27 | 17 | 27 |
| G | 5 | 10 | 15 | 10 | 57 |
| H | 4 | 15 | 17 | 15 | 27 |
| I | 30 | 27 | 57 | 27 | 57 |
| J | 20 | 57 | 77 | 57 | 77 |
图 2：关键路径分析图
这是关键路径：完成所有必要任务所需的尽可能短的时间
3.0 Skills required for the completion of this project 项目管理学essay代写
Omega Metal Ltd aims to provide consistently high quality yields to capture customers’ loyalty as well as the industry’s individual rigorous standards as replicated by its International Standards Organization 9001:2000 certification. For this to be achieved, the project manager and must posses the following skills to ensure a successful project management:
a)Making decisions on the tasks that should done and the durations for the tasks
b)Priority skills will help in scheduling the tasks such that more important tasks that affect other tasks are done earlier. 项目管理学essay代写
c)Leadership skills will assist in inspiring others to develop aims and objectives for the project and strive to achieve them.
d)Sound communication skills will help in exchange of crucial information related to the progress and status of the project in a timely and effective manner.
The manager must also practice listening skills so that he/she can be updated regarding to what other people involved in the project are experiencing.
e)Conflict resolution skills will assist in solving any misunderstanding among the team members. The manager must also maintain good relations with staff involved in the project so that in case of a conflict it will be easier to solve. Additionally, good relations will help the manager in working with all the staff irrespective of their level in the organization.
f)Team building skills and knowledge will assist the team members in understanding their roles and responsibilities on the project and work collaboratively. 项目管理学essay代写
g)The manager must posses all the skills relating to the management functions of organization, planning, staffing, coordinating, controlling, directing and motivating. This combination of skills ensure that the environment in which the people involved in the project are working is conducive in terms of remuneration, relations and environment which is a source of motivation for the staff.
h)The manager must also be visionary by understanding what should be done, how it should be done and the anticipated results from the project and the measures to take in cases of negative results.
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3.0 完成本项目所需的技能 项目管理学essay代写
Omega Metal Ltd 旨在提供始终如一的高质量产量，以赢得客户的忠诚度以及由其国际标准组织 9001:2000 认证复制的行业个人严格标准。为此，项目经理必须具备以下技能，以确保成功的项目管理：
a) 决定应该完成的任务和任务的持续时间
b) 优先技能将有助于安排任务，以便更早地完成影响其他任务的更重要的任务。
c) 领导技能将有助于激励他人为项目制定目标和目标并努力实现它们。
D) 良好的沟通技巧将有助于及时有效地交流与项目进展和状态相关的关键信息。
经理还必须练习倾听技巧，以便他/她能够了解参与项目的其他人正在经历的事情。
e) 解决冲突的技巧将有助于解决团队成员之间的任何误解。经理还必须与参与项目的员工保持良好的关系，以便在发生冲突时更容易解决。此外，良好的关系将有助于经理与所有员工合作，无论他们在组织中的级别如何。
f) 团队建设技能和知识将帮助团队成员了解他们在项目中的角色和责任并协同工作。
g) 经理必须具备与组织、计划、人员配备、协调、控制、指导和激励等管理职能相关的所有技能。这种技能组合确保参与项目的人员工作的环境在薪酬、关系和环境方面有利于员工，这是员工的动力来源。
h) 经理还必须有远见，了解应该做什么、应该如何做以及项目的预期结果以及在出现负面结果时采取的措施。
4.0 Project communication management
Project communication management is the management of processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. Project management has four main components:.
a)Planning for communication is the first step and it involves establishing who to communicate, how to communicate, what to communicate and to who.
b)Distributing information involves availing valuable and important information to all staff depending on their requirement.
c)Performance Reporting is another component that involves a two way communication mode such that staff can provide heir performance status and management can comment and advice appropriately. 项目管理学essay代写
d)Manage Stakeholders is the other component of management communication and entails providing information to the stakeholders in terms of performance of the business.
The communication modes to be used for Omega Metals Ltd project management will include both written and verbal communication. Performance reports will be presented in both verbal presentation and written reports. Notifications for meetings and conferences will be communicated through emails, memos and notes.
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4.0 项目沟通管理
项目沟通管理是对确保及时和适当地生成、收集、分发、存储、检索和最终处置项目信息所需的过程的管理。项目管理有四个主要组成部分：.
a) 沟通规划是第一步，它涉及确定与谁沟通、如何沟通、沟通什么以及与谁沟通。
b) 分发信息涉及根据所有员工的要求向他们提供有价值和重要的信息。
c) 绩效报告是另一个涉及双向沟通模式的组件，员工可以提供继承人的绩效状态，管理层可以适当地发表评论和建议。
d) 管理利益相关者是管理沟通的另一个组成部分，需要向利益相关者提供业务绩效方面的信息。
Omega Metals Ltd 项目管理使用的沟通方式将包括书面和口头沟通。绩效报告将以口头报告和书面报告两种形式呈现。会议和大会的通知将通过电子邮件、备忘录和笔记传达。
5.0 Project analysis
5.1 SWOT analysis
A SWOT analysis was carried out to ascertain opportunities and strengths to exploit the use the new CIM system, and also the weaknesses and the threats. The results of the analysis were are highlighted below:
5.1.1 Strengths
a)The company has enough capital to deploy the solution.
b)The staff possess adequate knowledge and staff to execute the project 项目管理学essay代写
c)A large market share
5.1.2 Opportunities
a)Automating the manufacture will increase the company’s productivity by 50%.
b)Quality of our ornaments will be greatly increased and this will lead to better sales.
c)The CIM will help cut down the cost on labor by reducing the number of hand employees.
5.1.3 Weakness
a)Most of the workers are from traditional craft based organizations and may not be conversant with the computer technologies
b)The face might face resistance from employees. 项目管理学essay代写
5.1.4 Threats
a)Our competitors may deploy better solutions.
b)The implementation time is long and the technology might become obsolete in the next few years
5.2 PESTEL Analysis
Apart from the internal environment it was also necessary to look at the external business organization and the factors affecting the company with references to the implementation of the CIM thus a PESTEL analysis was carried out; 项目管理学essay代写
5.2.1 Political Factors
a)Current and future changes in the home and international market regulations
b)Existing licensing and regulatory processes
c)Government influence on production and trade
d)Funding, incentives and issue of grants
e)Political instability incase of ethnic wars and conflicts
5.2.2 Economic Factors
a)The performance of both home and international economy
b)General and specific tax incentives in both home and international market
c)Market seasonality
d)Interests and exchange rates 项目管理学essay代写
5.2.3 Social Factors
a)Population size and distribution
b)Changes in lifestyles and consumer attitudes and preferences
c)Religion, ethnic and other social factors
5.2.4 Technological Factors
a)Rapid changes in technology
b)Obsolescence of old technology and replacement by newer technology
c)Technology access through licenses, patents and other regulations 项目管理学essay代写
5.2.5. Environmental Factors
a)Locations and sites for the manufacturing plants
b)Public opinions on the location and sites
c)The cost of location in terms of surrounding environment
5.2.6 Legislative factors
a)European market directives
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5.0 项目分析
5.1 SWOT 分析
进行了 SWOT 分析以确定利用新 CIM 系统的机会和优势，以及弱点和威胁。分析结果突出显示如下：
5.1.1 优势
a) 公司有足够的资金来部署解决方案。
b) 员工拥有足够的知识和员工来执行项目
c) 较大的市场份额
5.1.2 机会
a) 制造自动化将使公司的生产力提高 50%。
b) 我们的饰品质量将大大提高，这将导致更好的销售。
c) CIM 将通过减少手工员工的数量来帮助降低劳动力成本。
5.1.3 弱点
a) 大多数工人来自传统的手工艺组织，可能不熟悉计算机技术
b) 面部可能会受到员工的抵制。
5.1.4 威胁
a) 我们的竞争对手可能会部署更好的解决方案。
b) 实施时间长，未来几年技术可能会过时
5.2 PESTEL 分析
除了内部环境外，还需要考虑外部业务组织和影响公司的因素，并参考 CIM 的实施，因此进行了 PESTEL 分析；
5.2.1 政治因素
a) 国内和国际市场法规的当前和未来变化
b) 现有的许可和监管程序
c) 政府对生产和贸易的影响
d) 资金、奖励和赠款发放
e) 发生种族战争和冲突时的政治不稳定
5.2.2 经济因素
a)国内外经济表现
b) 国内和国际市场的一般和特殊税收优惠
c) 市场季节性
d) 利息和汇率
5.2.3 社会因素
a) 人口规模和分布
b) 生活方式和消费者态度和偏好的变化
c) 宗教、民族和其他社会因素
5.2.4 技术因素
a) 技术的快速变化
b) 旧技术的淘汰和新技术的替代
c) 通过许可、专利和其他法规获取技术
5.2.5.环境因素
a) 制造工厂的位置和场地
b) 关于地点和地点的公众意见
c) 就周边环境而言的位置成本
5.2.6 立法因素
a) 欧洲市场指令
Conclusion 项目管理学essay代写
Although there are many techniques that have been used to manage project, great caution must be taken when allocating time and human resources to the identified tasks so that the deadlines are met as expected. When proper planning is not made, the project is likely to take longer than planned or fail to succeed. Therefore, from the two discussed project management techniques, a CPM diagram will be the best option for Omega Metals Ltd because several staff will be involved in this project and their relation to the tasks and time must be explicit.
APPENDIX I
EXPENSES FLOW CHART: CLAIMANT
APPENDIX II
译文：
结论
尽管已经使用了许多技术来管理项目，但在为确定的任务分配时间和人力资源时必须非常谨慎，以便按预期完成最后期限。 如果没有制定适当的计划，项目很可能会花费比计划更长的时间或无法成功。 因此，从所讨论的两个项目管理技术来看，CPM 图将是 Omega Metals Ltd 的最佳选择，因为该项目将涉及多个员工，并且他们与任务和时间的关系必须明确。
附录一
费用流程图：索赔人
附录二
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