Maliyet + kar usulü ile yapılan bir üniversite inşaatının proje yönetim sistemi el kitabı
Başlık çevirisi mevcut değil.
- Tez No: 75493
- Danışmanlar: PROF. DR. V. DOĞAN SORGUÇ
- Tez Türü: Yüksek Lisans
- Konular: İnşaat Mühendisliği, Civil Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Yapı İşletmesi Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 132
Özet
ÖZET Teknik Ofis Şefi olarak görev aldığım Üniversite Kampus inşaatı projesinde, ana sözleşme şartları, projenin nitelikleri ve çevre koşulları gözönüne alınarak, Proje Yönetim Sistemi tasarlanmıştır. Bir proje tezi olarak sunulan“ Yönetim Sistemi El Kitabı ”nda, standart proje yönetim anlayışına uyularak oluşturulan mekanizmalar ve işletim sistemleri anlatılmaktadır. El Kitabı içeriğinde anlatılan, konu edilen projenin tüm hareketlerinin depolanıp, derlendiği, maliyet kontrol bilgisayar yazılım programının tüm tasarımı tarafıma ait olup, işletmeye alma ve geliştirme işlemleri teknik ofis grubum tarafından yapılmıştır. Ayrıca tüm kodlama sistemleri üniversite projesinin gereksinimlerine göre, teknik ofis tarafından oluşturulmuş olup, mekanizmaların akış şemaları ve Ekler kısmında belirtilen, hareketlerin belirtildiği formların bir kısmı tarafımca tasarlanmıştır. Tez kapsamında belirtilen sistemler, henüz başlangıç aşamasında olan projede, kısmen işletmeye alınmış olup, teknik ofis departmanları ve ilgili tüm birimler tarafından uygulanmaktadır. vıı
Özet (Çeviri)
THE PROJECT MANAGEMENT SYSTEM MANUAL OF AN ONGOING COST + FEE UNIVERSITY CONSTRUCTION SUMMARY University Campus construction project, which is underconstruction, is the one of the biggest and complex project in Türkiye. Various factors, escpecially environment, legal authorities, project's requirements, project's constraints etc. have many effects on project construction. Regarding the factors and management standarts, a project management system had been developed for the university campus project. The system had been established in a manner way to fulfill the project requirements and project management definition as mentioned in standarts as below. Project management is the application of knowledge, skills, tools, and techniques in order to meet or exceed stakeholder requirements means balancing competing demands among:. Scope, time, cost, quality, and other project objectives.. Stakeholders with differing requirements.. Identified requirements and unidentified requirements (expectations). Project management is also used to describe an organizational approach. This approach is also called management by projects and treats many aspects of ongoing operations as projects in order to apply project management to them. Although an understanding of project management is obviously critical to an organization that is managing by projects. Knowledge about project management can be organized in many ways. The Project Management Framework, provides a basic structure for understanding project management. The Project Management Context, describes the larger context in which projects operate. The project management team must understand this broader context-managing the day-today activities of the project is necessary for success but not sufficient. VlllThe Process of Project Management, describes a generalized view of how the various project management processes commonly interact. For example, the process of Scope Definition produces an output called the Work Breakdown Structure (WBS). The WBS is then used as input to Activity Definition, Activity Sequencing, Resource Planning, and Cost Estimating. Key Integrative Processes, includes descriptions of three major integrative processes-project plan development, project plan execution, and overall change control-where inputs from several knowledge areas are brought together. Generally accepted project management practices have been organized into eight knowledge areas each of which is described in terms of its component processes. Project Scope Management, includes the processes required to maintain control of the project in terms of the aims, goals, and objectives of the sponsor. It consists of authorization, scope planning, scope definition, scope change management, and scope verification. Project Time Management, includes the processes required to ensure timely performance of the project. It consists of activity definition, activity sequencing, duration estimating, schedule development, and time control. Project Cost Management, includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control. Project Quality Management, includes the processes required to ensure that the project will satisfy the needs for which was undertaken, it consists of quality planning, quality control, and quality assurance. Project Human Resource Management, includes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development. Project Communications Management, includes the processes required to ensure proper collection and dissemination of project information. It consists of communication planning, information distribution, progress reporting and administrative closure. Project Risk Management, includes the processes concerned with identifying, analyzing, and responding the project risk. It consists of risk identification, risk quantification, response devolepment, and risk control. Project Procurement Management, includes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract close-out. IXProjects and project management operate in a context broader than that of the project itself. The project management team must understand this broader context-managing the day-to-day activities of the project is necessary for success but not sufficient. The key aspects of project management context topics included here are:. Project Phases and the Project life Cycle. Project Stakeholders. Organizational Influences. Key General Management Skills. Socieconomic Influences Projects are unique undertakings that involve a degree of uncertainty about the probability of succesful completion. Organizations performing projects will usually divide into several project phases to provide better management control. Collctively the project phases are known as the project life cycle. Each project phase is marked by completion of one or more deliverables. A deliverable is a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype. The deliverables, and hence the phases are part of a generally sequential logic design to ensure proper definition of the product of the project. The phase sequence defined by most project life cycles generally involve some form of technology transfer or hand-off. Deliverables from the preceding phase are usuallty approved before work starts on the next phase. However, a later phase is sometimes begun prior to approval of the earlier phase deliverables when the risks involved are deemed acceptable. This practise of overlapping phases is often called fast-trucking. Most life cycles also share a common staffing and cost pattern-slow at the start, higher towards the end, and dropping rapidly as the project draws to a conclusion. Project stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be affected by it. The project management team must identify the stakeholders, determine what their needs and expectations are, and then manage and influence those expectations to ensure a succesfull project. Projects are typically part of an organization larger than the project corporations, government agencies, healt care instituions, internal bodies, profesional associations, and others. Even when the project is the organization( joint ventures, partnering) the project will still be influenced by the organization or organizations that set it up. General management is a broad subject dealing with every aspect of managing ongoing enterprise. Among other topics it includes :. Finance and accounting, sales and marketing, research and development nanufacturing and distrubution.. Strategic planning, tactical planning and operational planning.. Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths.. Managing work relationships and managing yoursels. Like general management, socieconomic influences include a wide range of topics and issues. The project management team mustunderstand that current conditions and trends in this area may have a major effect on their project. A small change here can translate, usually wih a time lag, into cataclysmic uphevals in the project itself. Of the many potential socieconomic influences two major catagories.. Standarts and regulations. Cultural Influences. Project management is an integrative process. The core of project management integration involves making trade-offs among competing objectives and alternatives in order to meet or exceed stakeholder requirements. Project plan development - taking the result of other planning proceses and putting them inyo a consistent coherent document. Project plan development uses the outputs of the other planning process to create a consistent, coherent document that can be used to guide both project execution and project control. Project plan execution - carrying out the project plan by performing or having performed the activities included herein. Project plan execution is the primary process for carrying out the project plan. In this process, the project management team must manage the various technical and organizational interfaces that exist in the project. It is the project process that is most directly affected by the project application area in that the product of the project is actually created here. Overall change control - coordinating changes across the entire project. Overall change control is concerned with, influencing the factors which create changes, determining that a change has occurred, and managing the actual changes when and as they occur. It involves coordinating changes across the entire project. [1] XIFor every project management phases ( Time, Cost, Human Resources, Procurement, Communication, etc ) procedures had been established in University construction project. These may called“ Project Procedures Manual ”which is the basic component of Management Plan. The project procedures manual may be defined as below. The project procedures manual should be developed as ateam effort, assembled and authored by the Contruction Manager. It should be written so that the responsibilities ot the team, levels of authority, and the systems and procedures to be followed for project execution are clearly defined and understood. The manual should adress :. The budget and the systems required for monitoring and controlling Project costs. The quality program established by the team and how it is to be implemented. The project schedule and how it is to be developed, monitored and maintained. Specific project systems procedures and methods (ie., payments, change order submittal, correspodence, etc). Team responsibilities Correspondence distribution matrix Check lists Listing of meetings. Sample forms to be used. Detailed bidding and construction phase procedures. [2] The Project Management System Manual, that is written for University Campus Project, includes an introduction of a cost control software program, which is designed by me, as a Technical office chief, and developed by technical office team. Regarding the management manual standarts, management strategies, monitoring and controling systems, the responsibilities and authorities of stakeholders, information and distribution systems, sample Xll..forms, that will ensure the inputs of system, and updating systems of management system, had been detailed in Management Manual of University Campus Construction Project. Xlll
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