Project Management Handbook

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网页资讯视频图片知道文库贴吧采购地图|百度首页登录加入VIP意见反馈下载客户端4/13/2019ProjectManagementHandbook-百度文库首页分类精品内容申请认证机构合作频道专区百度智慧课堂百度教育VIP百度文库专业资料经管营销CALTRANSThirdEditionCALIFORNIADEPARTMENTOFTRANSPORTATIONApril1999https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html1/29

14/13/2019ProjectManagementHandbook-百度文库ProjectManagementHandbookhttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html2/29

24/13/2019ProjectManagementHandbook-百度文库ProjectManagementistheapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiesinordertomeet(orexceed)sponsors’andexternalcustomers’needsand1expectationsfromaproject.April1999https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html3/29

34/13/2019ProjectManagementHandbook-百度文库ProjectManagementHandbookTableofContentsTableofContentsCHAPTER1INTRODUCTION...............................................................................................................................1.....1.1PURPOSEOFTHISDOCUMENT..........................................................................................................................................11.2WHYPROJECTMANAGEMENT?.......................................................................................................................................1CHAPTER2PROJECTMANAGEMENTCONCEPTS.....................................................................................2.......2.1THEPROJECT...................................................................................................................................................................2ProjectDefinition..............................................................................................................................................................2.2TheProjectLifecycle......................................................................................................................................................2..2.2PROJECTMANAGEMENT..................................................................................................................................................32.3PROGRAMMANAGEMENT................................................................................................................................................4CHAPTER3PEOPLE/PROJECTTEAM..............................................................................................................5......https://wenku.baidu.com/view/3240f3.1PROJECTCUSTOf3a580216fc700afdc7.htmlMER/STAKEHOLDER...............................................................................................................................54/293.2PROJECTTEAMS..............................................................................................................................................................5

4ProjectTeamDefinition...................................................................................................................................................6.6.4/13/2019ProjectDevelopmentTeam...........................ProjectManagementHandbook-................................................百度文库....................................................................6.ProjectDevelopmentTeamDefinition............................................................................................................................6..3.3ORGANIZINGFORPROJECTS............................................................................................................................................7OrganizationalStructureandProjectManagemen..t.......................................................................................................73.4RESPONSIBILITY,AUTHORITYANDACCOUNTABILITY.....................................................................................................9Responsibility....................................................................................................................................................................9Authority............................................................................................................................................................................9Accountability....................................................................................................................................................................93.5EMPOWERMENT...............................................................................................................................................................93.6PROJECTMANAGEMENTRESPONSIBILITIES...................................................................................................................10ProjectSponsors..............................................................................................................................................................10DistrictDivisionChiefsforProgram/ProjectManagement........................................................................................1..0..ProjectManager..............................................................................................................................................................10FunctionalManager........................................................................................................................................................11TaskManager..................................................................................................................................................................12FunctionalCoordinators.................................................................................................................................................12ProjectTeam...................................................................................................................................................................133.7OVERLAPPINGRESPONSIBILITIES...................................................................................................................................13CHAPTER4PROJECTMANAGEMENTPROCESSES..................................................................................1..4.....4.1PROJECTMANAGEMENTPROCESSES.............................................................................................................................144.2PROJECTMANAGEMENTPROCESSCOMPONENTS..........................................................................................................16CHAPTER5TOOLS...............................................................................................................................................1..9...5.1PROJECTMANAGEMENTPLAN.......................................................................................................................................195.2PROJECTMANAGEMENTSTANDARDS............................................................................................................................19WorkBreakdownStructure(WBS)................................................................................................................................1..9ResourceBreakdownStructure(RBS)...........................................................................................................................1..9OrganizationalBreakdownStructure(OBS).................................................................................................................2..0Summary..........................................................................................................................................................................205.3PROJECTSCHEDULINGTOOLS........................................................................................................................................205.4NIFORMATIONSYSTEMS.................................................................................................................................................205.5COMMUNICATIONS.........................................................................................................................................................21CHAPTER6GLOSSARYOFTERMS................................................................................................................2..2.....CHAPTER7ACRONYMS......................................................................................................................................2..4...FOOTNOTES.....................................................................................................................................................................25April1999PProjectManagementHandbookhttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html5/29

54/13/2019ProjectManagementHandbook-百度文库April1999ProjectManagementHandbookIntroductionCHAPTER1INTRODUCTION11.1PURPOSEOFTHISDOCUMENTThisdocumentprovidesgenericguidingconceptsforprojectmanagementwithinCaltrans.ThisnddocumentsupersedestheSeptember1997CALTRANSProjectManagementHandbook,2,edition,theJanuary1995CALTRANSProjectManagementHandbookandtheProjectManagementTermsandDefinitionsthatwereattachedtothememorandumonWorkplansdatedMay16,1997signedbyJoelHaven,ActingProgramManagerfortheProjectManagementProgram.11.2WHYPROJECTMANAGEMENT?Wearelivinginaverycompetitiveandrapidlychangingworld.Businessesandgovernmentsthroughouttheworldarereevaluatingoperationsinanefforttobecomeleaner,moreeffectiveandmorecompetitive.Caltransmustcompeteinthisworldwheretheefficientuseoftaxdollarsisrequiredduetothelimitedresourcesavailablecomparedtothetransportationneeds.ProjectManagementVisionWedelivertransportationimprovementsthatmeetcustomerneeds.https://wenku.baidu.com/view/3240fProjectf3a580216fc700afdc7.htmlManagementMission6/29

6Projectteamsuseprojectmanagementtodeliverqualityprojectsthataretimelyandcost-4/13/2019effective.ProjectManagementHandbook-百度文库Thepurposeofprojectmanagementisto:•Deliverprojectsthatsatisfycustomerneeds.•Improveprojectdeliveryperformancerelatedtoquality,scope,schedule,andcost.•Reducethesupportcostofproducingtheproject.•Dotherightthingsrightthefirsttime.•Anticipateandrespondtoissuesbeforetheybecomeproblems.•Effectivelycommunicatewithstakeholders.•Managechange1April1999PProjectManagementHandbookCConceptsCCHAPTER2PROJECTMANAGEMENTCONCEPTS22.1THEPROJECTPProjectDefinitionAAprojectisatemporaryendeavorundertakentoproduceauniqueoutcome.Caltransundertakesseveraltypesofprojects.TheseincludeCapitalProjects,ProgrammedProjects,FederalProjects,RightofWayOnlyProjectsandQualityImprovementProjects.AACapitalProjectisatemporaryendeavorundertakentocreateauniquephysicalimprovementtothetransportationsysteminCalifornia.Theword“project”referstotheworkthatisperformed.Projectsproduceproducts.TTheProjectLifecycleTtTthheecProjectompletioLifenofCycleahighdefinesest-levetheldephasesliverablthrougheinthewhichprojectaWprojectorkBrpasses.eakdownAStphaseructureis.markedbyCCaltrans’CapitalProjectlifecycleincludesthephasesillustratedinFigure2-1.PIDPhaseProgrammingPhasehttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html7/29

7ProjectApproval4/13/2019PhaseProjectManagementHandbook-百度文库PS&EPhaseProjectConstructionPhaseProjectWrapUpPhaseFigure2-1CapitalProjectLifeCycleApril19992PProjectManagementHandbookCConceptsPProjectInitiationDocument(PID)PhaseAAlternativesolutionstoatransportationneedorproblemareidentified.Thehighest-leveldeliverablecompletedduringthisphaseistheProjectInitiationDocument(PID).Thisdocumentcontainsadefinedprojectscope,areliablecapitalandsupportcostestimateandaprojectschedulesuitableforprogrammingtheproject.PProgrammingPhaseTTheprojectisplacedinaprogramofprojects(STIP,SHOPP,etc.)andfundingissecured.Thehighest-leveldeliverablecompletedduringthisphaseisaProgrammedProject.PProjectApprovalPhaseSStudiesoftheidentifiedalternativesareperformedtodeterminethepreferredalternative.Thehighest-leveldeliverablescompletedduringthisphasearetheFinalProjectReport/FinalEnvironmentalDocument.PPlansSpecifications&Estimate(PS&E)PhaseDDesigndetails,quantitycalculations,rightofwayrequirementsandcontractspecificationsaredevelopedandrightofwayandpermitsaresecuredforthechosenalternative.Thehighest-leveldeliverablecompletedduringthisphaseisthePS&EPackage.PProjectConstructionPhaseCConstructioncontractadministrationandotheractivitiestoconstructtheprojectareperformed.Thehighest-leveldeliverablecompletedduringthisphaseistheconstructedphysicalimprovement.PProjectWrapUpPhaseAAllremainingprojectactivitiesarecompleted.ProductsproducedduringthisphaseincludeFinalEstimate,As-Builtplansandtheprojecthistoryfile.22.2PROJECTMANAGEMENTPProjectmanagementistheapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiesinordertomeet(orexceed)sponsors’andexternalcustomers’needsandexpectationsfromaproject.Projectmanagementinvolvestheinteractionofthreeelements:people,processesandtoolshttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html8/29asindicatedinFigure2-2.

84/13/2019ProjectManagementHandbook-百度文库3April1999PProjectManagementHandbookCConceptsPEOPLE/PROJECTTEAMPMTOOLSPerformWork,ProvideWorkWorkplanResultsPMPROCESSESXPM&otherInfoSystemsRESOURCEUSAGEInitiatingPlanningSCHEDULEProcessesProcessesMonitor/AnalyzeControllingExecutingProcessesProcessesPerformanceReports&UpdateClosingProcessesFFigure2-2TheElementsofProjectManagementPPeople/ProjectTeam-Peopleperformtheworkanddeterminethesuccessorfailureofaproject.Chapter3discussestheorganizationalstructureandresponsibilitiesoftheprojectteamandotherstakeholdersinvolvedinprojectmanagement.PProjectManagementProcesses-Processesspecifyproductsordeliverablesrequiredfortheprojectandidentifywhowillperformtheworkandwhen.Theyanswerthequestion:“Whodoeswhat,when?”.Chapter4discussesprojectmanagementprocesses.PProjectManagementTools-Toolsandtechniquesareusedbytheprojectteamandotherstomanagetheproject.Chapter5discussesprojectmanagementtools.22.3PROGRAMMANAGEMENTAAprogramisagroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsnot2availablefrommanagingthemindividually.PProgrammanagementisthesimultaneousintegration,managementandcontrolofmultipleand3diverseprojectsanddiffersfromprojectmanagementasshowninthetbelow.ablePProjectManagementis:PProgramManagementis:https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html9/29•Thedirectionandsupervisionofa•Theintegration,coordination,communicationprojectandsimultaneouscontrolofmultipleprojects.

9•Adiscipline•Anoperatingenvironment4/13/2019ProjectManagementHandbook-百度文库•Project-wide(atacticalissue)•Enterprisewide(astrategicissue)April19994PProjectManagementHandbookPPeople/ProjectTeamCHAPTER3PEOPLE/PROJECTTEAM33.1PROJECTCUSTOMER/STAKEHOLDERPProjectstakeholdersareindividualsandorganizationswhoareactivelyinvolvedintheproject,orwhoseinterestmaybepositivelyornegativelyaffectedasaresultofprojectexecutionorsuccessful45projectcompletion.Astakeholderisanyonewhohasavestedinterestintheproject.SStakeholderidentificationisdifficult,butnecessary.Namingorgroupingstakeholdersisprimarilyanaidtoidentifyingwhichindividualsandorganizationscanfacilitateorhinderthedeliveryofaproject.SStakeholdersonanyCaltransCapitalProjectcanbegroupedintooneofthefollowing:EExternalProjectCustomerss–aretransportationsystemuserswhopayforprojectsthroughfueltaxes,vehiclefees,tolls,bonds,salestaxes,faresandothercharges.IInternalProjectCustomers–areindividualswhowillusethedeliverablesorinformationproducedatvariousstagesoftheproject.Theyareinternaltotheproject,notnecessarilytoCaltrans(see“ExternalProjectCustomers”and“ProjectTeam”).PProjectSponsors–areindividualsorgroupsthatrepresentexternalprojectcustomersbyadvocatingaprojectorgroupofprojects.ProjectsponsorsmaybeinternalorexternaltoCaltrans.•DistrictDivisionChiefsforTransportationPlanningaretheinternalsponsorsofinterregionalimprovementprojects.•DistrictDivisionChiefsforMaintenanceandOperationsaretheinternalsponsorsofSHOPPprojects.•RegionalTransportationPlanningAgencies,CountyTransportationCommissions,CitiesandCountiesaretheexternalsponsorsofregionalprojects.•SponsoringLocalEntitiesaretheexternalsponsorsoflocallyfundedprojects(SalesTaxAuthorities,Counties,Cities,etc.)OOtherStakeholders–Theseareindividualsororganizationsthatcanfacilitateorhinderthedeliveryofaproject.Includedinthisgrouparepermittingagencies,othergovernmentalagencies,environmentalgroupsandunions.MManagingstakeholderneedsandexpectationsisdifficultbecausestakeholdersoftenhaveverydifferentobjectivesthatmayconflict.Findingappropriateresolutionstosuchdifferencescanbeoneofthemajorchallengesofprojectmanagement.Theprojectteammustidentifythestakeholdersonaproject,determinewhattheirneedsandexpectationsare,andthenmanageandinfluencethoseexpectationstoensureasuccessfulproject6.Ingeneral,differencesbetweenoramongstakeholdersshouldberesolvedinfavorofthecustomer.Understandingthecustomeriskeytodeterminingthe7truerequirementsofaproject.33.2PROJECTTEAMShttps://wenku.baidu.com/view/3240fCCaltransusf3a580216fc700afdc7.htmlesaninterdisciplinaryteamapproachtodelivertransportationimprovementsthatmeet10/29

10sosotfaktheheheooplpldreorjecnteeldifse.cyTchleeptorojejeencsturteeamsmsucicneistsisiafututels,deplliavnesr,yeoxfecautpesro,jceceococtn.troSlsucacnedssfculolspersojtehcetvdaerliiovuesrsryphhiansgeess4/13/2019oneffectivelymeetingstakeholderProjectManagementHandbook-needsorcommunicating百度文库whytheirneedscannotbemet.TThereisaprojectteamoneveryproject.Dependingonthecomplexityoftheproject,projectteamsmaybeformallyorinformallyorganized.Individualteammembersmaybeactiveorinactiveasaprojectprogressesthroughtheprojectlifecycle.5April1999PProjectManagementHandbookPPeople/ProjectTeamPProjectTeamDefinitionTTheProjectTeamincludeseverypersonwhoworksonaproject.ThisincludesStateemployees,consultants,contractors,utilitycompanies,resourceagenciesandpropertyowners.Eachteammemberisaninternalcustomerforsomedeliverablesandasupplierofotherdeliverables.PProjectDevelopmentTeamOOnlargeorcomplexCapitalProjectsCaltranswilluseaformalizedProjectDevelopmentTeam(PDT)approachinadditiontotheprojectteamasdefinedintheProjectDevelopmentProceduresManualandillustratedinFigure3-1.Theseprojectswillusuallyrequireorinvolveoneormoreofthefollowing:•significantnewrightofway•arouteadoptionbytheCTC•workonaccesscontrolledfacilitiesrequiringaneworrevisedFreewayAgreement•significantincreaseincapacityAAPDTiscreatedtosolicitformalprojectstakeholderinputintotheplanning,developmentandevaluationofthevariousprojectalternativesduringtheearlyphasesofaproject.APDTisaninterdisciplinaryteamcomposedofkeymembersoftheprojectteamaswellasexternalstakeholders.APDTapproachcanelicitstakeholderconsensusonsolutionstotransportationproblemswhereaprojectteam,inandbyitself,couldnot.ThisisprimarilyduetothefactthatonaPDT,externalstakeholdersaregivenanactiveroleinsolvingtheirproblems.Aninformalapproachtoobtainstakeholderinputisusedbyprojectteamsforsmallerprojectsthatdonotincludethecriterialistedabove.TThePDTactsasasteeringcommitteetoadviseandassisttheprojectmanagerindirectingthecourseofstudiesandtheaccumulationofdataupthroughprojectapproval.ThePDTmakesrecommendationstodistrictmanagementandoverseestheexecutionoftheearlyphasesoftheprojectactivities,culminatingin“projectapproval”.Followingprojectapproval,thePDTtypicallybecomesinactive,howeverthePDTcanbereconvened,asneeded,toaddresssignificantprojectissueswhichmayariseduringanyphaseoftheprojectlifecycle.PProjectDevelopmentTeamDefinitionAAProjectDevelopmentTeam(PDT)isaninterdisciplinaryteamcomposedofkeymembersoftheprojectteamandexternalstakeholderswhoactasasteeringcommitteeindirectingthecourseofstudiesrequiredtoevaluatethevariousprojectalternativesduringtheearlyphasesoftheprojectlifecycle.ProjectProjectDevelopmentTeamTeamhttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html11/29

11FFigure3-1ProjectTeam/ProjectDevelopmentTeam4/13/2019ProjectManagementHandbook-百度文库April19996PProjectManagementHandbookPPeople/ProjectTeam33.3ORGANIZINGFORPROJECTSOOrganizationalStructureandProjectManagementTThestructureoftheorganizationaffectsthewayresourcesbecomeavailabletoaproject.Themajorapproachesusedbyprojectbasedorganizationstofulfillprojectcommitmentsincludethefollowingorganizationalstructures:•Functional•Weakmatrix•Projectized••StrongMatrixEEachofthesestructuresgrantsdifferinglevelsofformalauthoritytotheprojectmanager.Theprojectmanagerinthefunctionalorganizationalstructureusuallyhaslittleformalauthorityandhasincreasedauthorityintheweakmatrixandevengreaterauthorityinthestrongmatrixandprojectizedorganizations.CCaltrans’functionalorganizationofthepastischangingtoapredominatelystrongmatrixorganization,oroneinwhichprojectmanagersmustobtainproductsandservicesfromanumberofdmanager’sdmanager’sifferentundirectitsthasupervision.trangeacrosstheformalfunctionalstructureandarenotundertheprojectIInthestrongmatrixorganizationalformattheprojectmanagerisresponsibleforwhat,when,andhowmuchitwillcostwhilethefunctionalmanagerdetermineshowandbywhomthetaskwillbedone.TTheadvantagesofastrongmatrixorganizationinclude:•Highlyvisibleprojectobjectives.•Maximumutilizationofscarceresources.•Increasedprojectmanagerauthority.•Improvedcoordinationacrossfunctionallines.•Effectivehorizontalandverticaldisseminationofinformation.•Strongtechnicalbaseiseasiertodevelopandhaveavailabletoallprojects.•Excellenttrainingenvironmentforprospectiveprojectmanagers.TTomakeastrongmatrixworkCaltransmustdefine:•projectrolesandresponsibilities•projectmanagementprocessesAAlthoughCaltransismovingtowardastrongmatrixorganizationandaprojectmanagerwithahighlevelofprojectauthority,otherorganizationaltypesexist.Smallerprojectsandprojectswiththemajorityoftheworkinonefunctionalareawillbeassignedtwo-hatprojectmanagers,resemblingaweakmatrixorganization.https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html7April199912/29

124/13/2019ProjectManagementHandbook-百度文库PProjectManagementHandbookPPeople/ProjectTeamChiefExecutiveFunctionalFunctionalFunctionalProgram/ProjectManagerManagerManagerManagerStaffStaffStaffProjectManagerStaffStaffStaffProjectManagerStaffStaffStaffProjectManagerOnehatProjectTwohatprojectmanagerManager(Shadedboxesrepresentstaffengagedinprojectactivities)Figure3-2MatrixOrganizationFFigure3-2showshowthestrongmatrix(onehatprojectmanager)overlaystheformalfunctionalorganization.Theweakmatrixoverlayisrepresentedbythetwohatprojectmanager.Caltransuses8twotypesofprojectmanagers.OOnehatprojectmanagerasrethosewhosedutiesconsistsolelyofprojectmanagementanddonotincludesupervision.OOnehatprojectmanagersaregenerallyassignedtoallmajorCapitalProjectsincludingthefollowing:11.STIP,SHOPP,TSM,Seismic,LocallyFundedandTollprojects.22.Projectswithmultiplefunctionalunitinvolvementandcoordination.33.Projectswithasignificantamountoflocalorprivateentityinvolvement.CCurrentCaltranspolicyguidelinesrequirethatmostprojectmanagersbeonehat.TTwohatprojectmanagersarethosewhosedutiesconsistofbothprojectmanagementandsupervisonofafunctionalunit.Twohatprojectmanagersmaybeusedfor:11.Projectswhereasinglefunctionalunitcandeliver80to90percentoftheproject.22.SmallerprojectssuchasMinorBandhighwaymaintenancetypeprojects.33.Smallerspecialtyprojectssuchaslandscapingonlyortrafficsignalprojects.April19998https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html13/29PProjectManagementHandbook

13PPeople/ProjectTeam4/13/2019ProjectManagementHandbook-百度文库33.4RESPONSIBILITY,AUTHORITYANDACCOUNTABILITYRResponsibilityRResponsibilityistheethicalcommitmenttoaccomplishtheworkwiththequalitypromisedinatimelyandcosteffectivemanner.SSpecificresponsibilitiesarediscussedinthefollowingpages.AAuthorityAAuthorityisthepower(formalauthority)grantedtoindividualssotheycanmakedecisionsthat9othersareexpectedtofollow.Itisalsoacquiredthroughknowledge,skills,abilities,andpersonaleffectiveness(informalorearnedauthority).TTheprojectmanagerhasformalauthorityderivedfromhisorherorganizationalassignmentofbeingresponsibleforprojectdelivery.Projectmanagerscanalsoacquireinformalorearnedauthorityonthebasisoftheirknowledgeandreputation,whichincludestheabilitytoinfluenceothersandsolveproblems.Itisimportanttonotethatnoprojectmanagerwhoseprojectactivitiescutacrossfunctionallinesinamatrixorganizationcanhavecompleteauthority.TThefunctionalmanagerhasauthorityderivedfromhisorhersupervisorypositionintheorganization.Functionalmanagerscanalsoacquireinformalorearnedauthorityonthebasisoftheirknowledgeandreputation,whichincludestheabilitytoinfluenceothersandsolveproblems.AAccountabilityAAccountabilityisbeinganswerableformeetingorforfailingtomeetacommitment.33.5EMPOWERMENTCustomernWtsgvfificigsgs/nnnfeRoCEEraDTProjectManager&TeamManagementResponsiveFFigure3-3Empowerment9April1999PProjectManagementHandbookPPeople/ProjectTeamTThehighcomplexityassociatedwithtoday’sprojects,combinedwiththecustomer’sdemandforresponsiveness,requiresmanagementtoempowertheprojectteamtomeetcustomerneedsashttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html14/29illustratedinFigure3-3.Empowermentdoesnotmeanthatmanagersabdicatetheirleadershiprole.

14Itsimplymeansthatmanagersneedtodefinetheboundariesfor,ordelegatethelevelofauthority4/13/2019ProjectManagementHandbook-百度文库tmtmoe,e,meabcehrsparroejetchtenteafmreemteomcbaerrrythoauttisthceoirmamsseingsnumraetnetswuitshintghethienidrivoiwdunalj’usdgcmapeanbti,listyk.illsP,raonjedctmteetahmods;makeunilateraldecisionsaffectinghowtheydowork;andacceptresponsibilityfortheoutcomeoftheirefforts.33.6PROJECTMANAGEMENTRESPONSIBILITIESPProjectSponsorsPProjectSponsors:•Identifyandprioritizeprojects.•Serveasadvocatesfortheirprojects.Thisincludesadvocatingforfundingfromthevariousfundingprograms(STIP,SHOPP,Minor,CMAQ,Toll,SalesTax,etc.)•Arrangefundingforprojects.Forexternalsponsors,thisincludesworkingwiththeCaliforniaTransportationCommissiontoarrangefundingforSTIPprojects.•Establishperformancemeasuresformeasuringthequalityofcapitalimprovements.DDistrictDivisionChiefsforProgram/ProjectManagementDDistrictDivisionChiefsforProgram/ProjectManagementhaveoverallresponsibilityforthemanagementofthecapitalprogramintheirdistrictsorregions.TheydirecttheProjectManagersandtheprojectmanagementsupportunit.PProjectManagerTTheProjectManagerhasfullauthority,delegatedfromtheDistrictDivisionChiefforProgram/ProjectManagement,toproducetheresultsthatwereintended,meetschedules,stay10withinbudgetandkeepthesponsorsandcustomerssatisfied.TheProjectManagerretainstheseresponsibilitiesovertheentirelifeoftheproject,andistheprimarypointofcontactfortheprojectsponsor.TheProjectManager:IInitiates.•Identifiestheneedsandexpectationsoftheprojectsponsors.PPlans.•Leadstheprojectteaminthedevelopmentofamanagementplanthatdefinestheprojectscope,schedule,cost,resourceneeds,riskandcommunicationneeds.•Ensuresthattheprojectmanagementplanincludesalltheworkrequired,andonlytheworkrequiredtoproducetheproduct.April199910PProjectManagementHandbookPPeople/ProjectTeamCControls.•Monitorsprojectperformanceandtakescorrectiveactionifnecessary.•Communicatessensitiveissuesandprojectprogresstodistrictmanagement,thesponsorsandtheprojectteam.•Providesinputintotheperformanceevaluationofprojectteammembersandrecommendschangestotheprojectteammembershipwhennecessary.•Isthesinglepointofcontactfortheprojectonmattersinvolvingoverallprojectscope,costorhttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html15/29schedule.

15•Resolvesproblemsthataffectprojectscope,costorschedule.4/13/2019•ControlschangetotheprojeProjectManagementHandbook-ctscope,costorschedul百度文库ethroughouttheprojectlife-cycle,includingconstruction.•Managestheinterfacebetweentaskmanagers,ensuringthattheyknowwhowillreceiveandusetheirproducts.••••CCCCooooononrtrtrdoinlnlsattehsethperojeefcfotrbtsudogfetth(ebootvhersaulplptoeratma,nidnccluapdiitnagl).chairingprojectteammeetings.CCloses.•Isresponsiblefortimelyprojectcompletion.•Isresponsibleforensuringthatthefinalproductmeetstheneedsoftheprojectcustomers.•Discussesfinalproductwithsponsorstogaugetheirlevelofsatisfaction.•Preparesafinalreportontheproject,withrecommendationsforimprovement.•Providesfeedbacktotheteamonlessonslearned.FFunctionalManagerFFunctionalManagersareresponsibleforensuringthattheassignedstaffhavethenecessaryskillsandthatproductscomplywithallapplicablestandards,regulationsandpolicies.FunctionalManagersareinvolvedinonlyaportionoftheprojectlifecycle.Theyensuretihnattermediateproductsmeettheneedsofinternalcustomers.Projectteammembersproduceintermediateproductsforusebyotherteammembers.Intermediateproductsincludereports,environmentaldocuments,plans,specifications,estimates,appraisalreports,titledeeds,permits,biddocuments,as-builtplans,etc.FunctionalManagers:PPlan.•AssignprojectteammemberswhenrequestedbytheProjectManagerortaskmanager.•Assignanequitableworkloadtoindividualemployees.EExecute.•Directprojectteammembersinthedeliveryofproductswithinthetimeframeagreedintheprojectmanagementplan.•Developqualifiedstaff.•Empowerstafftodotheirjobswiththeminimumsupervisionthatisconsistentwiththeindividual’scapability.•Providetechnicalandproceduraldirectiontostaffperformingthework.•Approvestaffandotherprojectexpenditures.CControl.•Monitorandprovidefeedbacktostaffworkingonparticularworkpackages.CClose.•Ensurethatpproductshavetherequiredfeatures.11April1999PProjectManagementHandbookPPeople/ProjectTeamTTaskManagerTTaskManagersareresponsibleforproducingparticularelementsoftheprojectWorkBreakdownStructure.TheyaredelegatedtheresponsibilitiesofboththeProjectManagerandthefunctionalmanagerforthoseelements.TaskManagersareresponsibletotheProjectManagerforproducingworkpackagesontimeandwithinbudgetandtotheFunctionalManagerforensuringthatworkpackagesmeetallapplicablestandards,regulationsandpolicies.Taskmanagersmustknowtheirinternalprojectcustomersandensurethattheirproductsmeetthosecustomers’needs.IIftheWBSelementsareproducedentirelybyonefunctionalunit,thefunctionalmanagerappointsthetaskmanager.Functionalmanagersmayappointthemselvesastaskmanagers.IftheWBShttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html16/29elementsaresharedamongseveralfunctionalunits,thelowestlevelsupervisorormanagerwho

16managesallthosefunctionalunitsappointsthetaskmanager.4/13/2019TTaskManagers:ProjectManagementHandbook-百度文库PPlan.•Participateinthedevelopmentoftheprojectmanagementplan.•Committothescope,scheduleandresourceestimatesoftheirportionoftheprojectmanagementplan.EExecute.•Leadprojectteammembersinthedeliveryofproductswithinthetimeframeagreedintheprojectmanagementplan.•ProvideactivitystatusinformationtotheProjectManager.(“Startdate”,“remainingduration”,“finishdate”,“percentcomplete”and“hoursatcompletion”)•Coordinatewithotherfunctionalareasonplannedworkpackages.•Communicatesensitiveprojectproblems,issues,conflicts,orchangestotheProjectManagerandthefunctionalmanager.•Resolvetechnicalproblems,issues,orconflictsraisedbystaffthatdonotcompromisetheoverallprojectscope,costandschedule,andthatdonotcompromiseproductquality.•Providefeedbacktostaff,functionalmanagersandtheProjectManageronlessonslearned.•PscheduledPscheduledrovideeadelivery.rlyidentificationtotheProjectManagerofissuesthatmightimpactthebudgetedandFFunctionalCoordinatorsFFunctionalCoordinatorscoordinatetheworkofseveralfunctionalunits,andmaybethetaskmanagerforallworkpackagesproducedbythoseunits.WWithintheDivisionorServiceCenter,thefunctionalcoordinator:CControls.••••MProvidesMProvidesonitorsinputprojecintotpertheformperformanceanceandcoevaluationstandtakeofscprojectorrectivteameactiomembersomembersnifneceandssaryrecommend.changestotheprojectteammembershipwhennecessary.•Coordinatestheeffortsofthemembersoftheprojectteam.•AssiststheProjectManagertoresolveproblemsthataffectprojectscope,costorschedule.CCloses.•ProvidesfeedbacktotheProjectManageronlessonslearned.April199912PProjectManagementHandbookPPeople/ProjectTeamPProjectTeamPProjectTeammembersareresponsiblefordeliveringtimelyandcosteffectiveproductswiththequalitypromised.They:PPlan.•E•ExecProvideute.inputintothedevelopmentoftheprojectmanagementplan.•Deliverproductswithinthetimeframeagreedintheprojectmanagementplan.•Worktogetherinateamenvironment.•Monitorworkpackageproductionandprogress.CControl.•Communicatesensitiveissuesandprojectprogresstotaskmanagers.•Controlchangetoactivitiesandproducts.CClose.•Providefeedbacktofunctionalmanagersonhowworkcanbedonemoreeffectivelyandhttps://wenku.baidu.com/view/3240fefficf3a580216fc700afdc7.htmliently.17/29

1733.7OVERLAPPINGRESPONSIBILITIES4/13/2019OOnmanyprojectstheremaybeProjectManagementHandbook-overlappingresponsibiliti百度文库es.Itiscriticaltothesuccessoftheprojectthatagreementisreachedonwhowillassumewhatresponsibilitiespriortotheinitiationoftheprojectoraparticularprojectphase.13April1999PProjectManagementHandbookPProjectManagementProcessesCHAPTER4PROJECTMANAGEMENTPROCESSES1144.1PROJECTMANAGEMENTPROCESSESProjectManagementProcessesareconcernedwithdescribingandorganizingtheworkofaproject.Theyconsistoffiveinterconnectedprocessgroups,Initiate,Plan,Execute,ControlandClose-outasillustratedinFigure4-1.InitiatingPlanningProcessesProcessesControllingExecutingProcessesProcesses(ArrowsrepresentflowofdocumentsandClosinghttps://wenku.baidu.com/view/3240fdocumentablef3a580216fc700afdc7.htmlitems)18/29Processes

184/13/2019ProjectManagementHandbook-百度文库Figure4-1ProjectManagementProcessesTheseprocessgroupsaredefinedas:InitiatingProcesses-recognizingthataprojectorphaseshouldbeginandcommittodoso.TheassignmentofaprojectmanagerisaninitiatingprocessforboththestartofaprojectandPIDPhaseoftheprojectlifecycle.PlanningProcesses-devisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectwasundertakentoaddress.Workplandevelopmentandmaintenanceisaplanningprocessthatoccursineachphaseoftheprojectlifecycle.ExecutingProcesses-coordinatingpeopleandotherresourcestocarryouttheprojectplan.Reportingstaffworkhoursbyworkbreakdownactivityisanexecutingprocessthatoccursineachphaseoftheprojectlifecycle.ControllingProcesses-monitoringandmeasuringprogresstoensureprojectobjectivesarebeingmetandtakingcorrectiveactionswhennecessary.TheProjectChangeRequestprocessisacontrollingprocessthatcanoccuratvariousphasesoftheprojectlifecycle.ClosingProcesses-formalconclusionoftheprojectorphase,bringingittoanorderlyend.TheclosingofanEAisaclosingprocessoccurringattheendofaprojectorphaseoftheprojectlifecycle.April199914ProjectManagementHandbookProjectManagementProcessesProjectmanagementprocessesarelinkedbytheresultstheyproduce--theoutcomeofoneusuallybecomesaninputofanother.Thesegroupsarenotdiscrete,onetimeevents.Theyareoverlappingactivitiesthatoccuratvaryinglevelsofintensitythroughouteachphaseoftheproject.FinallyprocessgroupinteractionsalsocrossprojectlifecyclephasessuchthattheclosingofonephaseprovidesinputtoinitiatingthenextphaseasillustratedinFigure4-2.InitiatingPlanningPIDPhaseProcessesProcessesControllingExecutingProgrammingProcessesProcessesPhaseClosingProjectProcessesApprovalPhasePS&EPhaseProjectConstructionPhasehttps://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html19/29

19ProjectWrap4/13/2019ProjectManagementHandbook-UpP百度文库haseFigure4-2ProjectLifeCycle&PMProcesses15April1999PProjectManagementHandbookPProjectManagementProcesses44.2PROJECTMANAGEMENTPROCESSCOMPONENTS•Integration•Scope•Time•Cost•Quality•HumanResourceInitiatingPlanningProcessesProcesses•Communication•RiskControllingExecutingProcessesProcesses•ProcurementClosingProcessesFigure4-3PMProcessesandPMComponentsProjectmanagementprocessescanbesubdividedintooneormoreofthenineprojectmanagementcomponentsasillustratedinFigure4-3.Thesecomponentsdescribeprojectmanagement12https://wenku.baidu.com/view/3240fprocessesinf3a580216fc700afdc7.htmltermsofprojectmanagementknowledgeareas.Understandingandapplyingthese20/29knowledgeareastoaprojectiscrucialtosuccessfulprojectdelivery.Theyinclude:

204/13/2019ProjectManagementHandbook-百度文库1.ProjectIntegrationManagementt-Theapplicationoftheprocessesrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated.Toachievethis,Caltransneeds:a.Totrackthehistoryofprojectscope,cost,andschedulefrominceptiontocompletion.b.Multi-yearprojectworkplansandworkagreementstoguidetheexecutionandcontrolofprojectworkandresources.c.Methodsappropriatetothetypeofjob(levelofprojectmanagementdetailcommensuratewithcomplexityofproject,i.e.,majorvs.minorprojects).d.Toformtheprojectteamearlyintheprojectlifecycle.Individualmembers’levelofinvolvementwillvaryasappropriatewiththecurrentphaseofthework.e.Todefinehowtoshareresponsibilitiesamongprojectteammemberstodefineandcarryoutprojectobjectives.f.Tobalancescope,cost,andschedulewithafocusoncustomerneeds(quality).g.Tofollowdocumentedprojectmanagementpoliciesandproceduresthatdefinedepartment-widestandards.h.Toprovideflexibilityinprocessestorecognizedistrictorprojectspecificuniqueness.April199916ProjectManagementHandbookProjectManagementProcesses2.PpPprroojjeeccttinSccloupdeesMaallnathgeemweonrtk-reTqhueireadp,plaicnadtioonnlyofththeewporrokcersesqeusirreedqutioredcotmopelentseurtehethpartojtehcet.Toachievethis,Caltransneedsto:a.Initiateprojectsthataddressdocumentedtransportationneeds.b.Involvefunctionalunitsinallfacetsofprojectscopingandplanning.c.Involvecustomersandotherstakeholdersindefiningandcontrollingprojectscope,andthroughoutprojectlife-cycletoverifyscope(customeracceptanceduringclose-out).d.Promoteteaminvolvementtofosterearlyrecognitionofalternativeapproaches(i.e.,designvs.right-of-waytrade-off).3.ProjectTimeManagement-Theapplicationoftheprocessesrequiredtoensuretimelycompletionoftheproject.Toachievethis,Caltransneeds:a.Tosupplementthecurrent“readytolist”goalwith“constructioncompletion”astheprimaryscheduledeliverymeasurementgoal.b.Theabilitytotrackprogressandpercentageofcompletion(projectactivities,percentofmilestonecomplete).c.Methodstodefinetypicalprojectactivities,sequence,anddura.tions4.ProjectCostManagement-Theapplicationoftheprocessesrequiredtoensuretheprojectiscompletedwithintheapprovedbudget.Toachievethis,Caltransneeds:a.Methodstoestablishtypicalsupportresourceneeds.b.Theabilitytoestablishprojectbudgets(supportandcapital).c.Toprovideprojectmanagerswiththeabilitytocontrolsupportresources.d.Theabilitytoestimateandtrackproject-directoperatingexpenses.e.Theabilitytotrackplannedvs.actualexpenditures(includingconsultantandnon-laborcosts).f.Theabilitytorelateprojectstotheirfundingauthorizationandexpenditureauthorization(EA).5.ProjectQualityManagement-Theapplicationoftheprocessesrequiredtoensurethattheprojectwillsatisfytheneedsforwhichitwasundertaken.Toachievethis,Caltransneeds:a.Qualitystandards,establishedbytheprojectteam,asappropriate,forspecificprojectcharacteristics.b.Toobtainstakeholderinputearlyinordertodevelopprojectstrategy.c.Measurementsystemstogaugecustomersatisfaction.https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html21/29d.Toobtaincustomeracceptance(internalandexternal)atdelivery(definedas“”

21“constructioncompletion”).4/13/2019e.Tofocuson“lessonslProjectManagementHandbook-earned”forcontinuouspr百度文库ojectprocessandproductdeliveryimprovements.6.ProjectHumanResourceManagement-Theapplicationoftheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject.Toachievethis,Caltransneeds:a.Well-definedorganizationstructure,roles,responsibilities,accountability,andauthority.b.Toestablishprojectmanagercorecompetencies.c.Todefineprojectmanagerworkloads.d.TheabilityofFunctionalManagerstotrackassignmentofresources(people)totasks.e.Todefineprocessesandimplementtoolstobalancefunctionalworkload.f.ToprovidetheabilitytoFunctionalManagerstoobtainflexibleresources.17April1999PProjectManagementHandbookPProjectManagementProcesses7.ProjectCommunicationsManagement-Theapplicationoftheprocessesrequiredtoensuretimelyandappropriategeneration,collection,dissemination,storage,andultimatedispositionofprojectinformation.Toachievethis,Caltransneeds:a.Todevelopcommunicationplanstoinformprojectstakeholders.b.Sufficientinformationtomakedecisions(i.e.,projectlevelcostsandschedule,status,earnedvalue,historyofchanges,etc.).c.Toutilizenewtechnology(Intranet/Internet,e-mail,etc.)tofacilitateprojectcommunication.8.ProjectRiskManagement-Theapplicationoftheprocessesconcernedwithidentifying,analyzing,andrespondingtoprojectrisk.Toachievethis,Caltransneeds:aa.Proactivemethodstoidentifypotentialprojectrisks.bb.Methodstodevelopresponseplantoidentifiedrisks.cc.Methodstoevaluatetheuncertaintiesofprojectcostsandschedule.9.ProjectProcurementManagement-Theapplicationoftheprocessesrequiredtoacquiregoodsandservicesfromoutsidetheperformingorganization.Toachievethis,Caltransneeds:a.MethodsforprojectmanagersandfunctionalmanagerstoobtainflexibleresourceswhenCaltransresourcesareunavailable.b.Methodstoeffectivelyobtainconstructioncontractors.c.Methodstoeffectivelyprocureandclearrequiredrealestateandobtainutilityrelocation.d.Methodstoobtainothergoodsandservices,includingequipmentandmaterial.https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html22/29

224/13/2019ProjectManagementHandbook-百度文库April199918ProjectManagementHandbookToolsCHAPTER5TOOLS55.1PROJECTMANAGEMENTPLANAProjectManagementPlanisagroupoffilesusedtoguideprojectexecutionandcontrolthroughoutthelifecycleofaproject.Itaddressestheproblemandneed(why?),goalsandobjectives(what?),schedule(when?)androles(who?).Theprojectmanagementplanincludes,butisnotlimitedto:•Theprojectcharter.•Theworkplan(resourcedschedule).•Thequalitymanagementplan.•Thecommunicationmanagementplan.•Theriskmanagementplan.•Theprocurementmanagementplan.ThesinglepointofcontactfortheProjectManagementPlanistheprojectmanager.Thepurposeforthisistoensurethatthedocumentsexistandarecurrent;nottocreateanadditionalsetoffilesandpSpSlyasntes.m).Theintentistoworkwithintheexistingfilesystems(ProjectDevelopmentUniformFile1355.2PROJECTMANAGEMENTSTANDARDSPProjectManagementrequireseffectiveandpreciseexchangeofinformationbetweenallprojectteammembers.Toprovideforconsistencyofthisinformation,thefollowingthreestatewidestandardsareusedtogetherwhendevelopingandmonitoringaworkplan.ForanytaskintheworkplantherewillbeaWorkBreakdownStructure(WBS)elementwithaResourceBreakdownStructure(RBS)elementandanOrganizationalBreakdownStructure(OBS)elementassigned.WWorkBreakdownStructure(WBS)TTheWorkBreakdownStructure(WBS)issimplyaformalandsystematicwayofdefiningandidentifyingthecomponentpartsofaprojectandtheworktobedoneonthem.ItisaproductorientedhierarchythatorganizesanddefinesthetotalscopeofCaltransCapitalOutlaySupport(COS)work.Thisstructuredefinestheworkactivitiestoproduceproducts,notthestafforotherresourceswhowillcompletethework.RResourceBreakdownStructure(RBS)TTheResourceBreakdownStructureisastandardizedlistofpersonnelresourcesrelatedbyfunctionandarrangedinahierarchicalfashion.Eachsubsequentlevelofresourcesisasubsetoftheresourcecategoryaboveit.TheRBSisusedtoassignresourcestothescheduledWBSactivitiesintheprojectschedule.TheRBScorrespondstothestandardCostCenterCodingstructuresotheactualexpenditurescanbeassociatedwitheachscheduledactivityforthepurposesofcostcollectionandperformancemonitoring.TheRBSisstandardizedstatewideandallows"rollup"analysisbasedonfunctionssuchasProjectDevelopment,EngineeringServices,ConstructionandRightofWay.InadditionaconsultantresourcecategoryhasbeenestablishedineachdistrictRBStosegregatehttps://wenku.baidu.com/view/3240fconsultanf3a580216fc700afdc7.htmltresourcesfromCaltransresourcesintheworkplans.23/29

234/13/2019ProjectManagementHandbook-百度文库19April1999PProjectManagementHandbookTToolsOOrganizationalBreakdownStructure(OBS)TThefinalelementofCaltransprojectmanagementstandardsistheOrganizationalBreakdownStructurethatisahierarchicaldescriptionoftheorganizationandisDistrictandServiceCenterspecific.Itisusedtoidentifyresponsibleunitsorpersonswithintheorganizationbasedonthedistrict'sorganizationchart.Itallowsthebreakoutofpersonnelintosuccessivelylowerlevelsintheorganizationsuchas:district,division,office,branch,Section/Squad.TheOBSallowsresourcesto"rollup"(summarize)accordingtotheorganizationalstructure.Thisstructurefacilitatestheidentificationofscheduledworkloadinworkplansorprojectexpendituresbyorganizationalunitatthevariouslevels.SSummaryTThethreemanagementstandardsareusedtogetherwhendevelopingaworkplan.ForanytaskintheworkplanyouwillhaveaWBS,RBSandOBSassigned:•TheWBSprovidesthestandarddescriptionoftheworktobeperformedandtheexpecteddeliverables.•TheRBSidentifiesthetype(functionalexpertise)ofresourceassignedtoperformthework.•TheOBSidentifiesorganizationallywhowillbeperformingthework.TThesameholdstruefortheexpenditurehistoryoftheproject.Reviewofexpenditurerecordswillprovideinformationonwhattypeofresources,howmuchofeach(hours)wasusedandwhichorganizationalunitwasinvolvedinaccomplishingeachactivity.Thisinformationthencanbeusedtoplanfutureprojects.55.3PROJECTSCHEDULINGTOOLSSSeveralprojectmanagementschedulingtoolshavebeenusedinCaltranstoassistinprojectscheduledevelopmentandmaintenance.Theseproductsautomatethecalculationsoftimeandresourcerelationshipsandallowrapidanalysisofmanyschedulealternatives.Historically,theDepartmenthasusedthePersonYearProjectSchedulingandCostAnalysissystem(PYPSCAN)exclusivelytoscheduleandmonitorprojects.Morerecently,newerschedulingsoftwaretoolshavebeenintroducedincludingPrimavera,MicrosoftProjectandeXpertProjectManagement(XPM).Eachofthesesystemsusedifferingmethodologiesandhavevariousfeaturesandperformancecharacteristics.CurrentlyXPMisthedepartmentaltooltoprovideinformationforCapitalOutlaySupportbudgetingandmonitoringofprojectschedules.55.4NFORMATIONISYSTEMSSSeveralinformationsystemsareavailableinCaltranscontainingtheinformationnecessarytomonitorandmanagetheimportantprojectfactorsincludingthefollowingsystems.PProjectManagementControlSystem(PMCS)PPMCSisamainframecomputerprojectdatabasecontainingcapitalcost,scopeandscheduledataalongwithprojectcharacteristics(existingconditions,trafficandaccidentinformation,etc.)andprojectionsforpersonyearneeds.PMCSprovidesanon-lineviewingofallprojectdataandmostofthedatacanbeenteredon-linealso.Preprogrammedbatchreportscanberuntoprovidemulti-projectinformation.https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html24/29April199920

244/13/2019ProjectManagementHandbook-百度文库ProjectManagementHandbookToolsTTransportationAccountingandManagementSystem(TRAMS)TTRAMSisCaltrans’mainframeaccountingdatabase.Includedintheinformationavailableisexpenditureinformationbyproject.Preprogrammedoradhocreportsareusedtoaccessthedata.TimeReportingSystem(TRS)TTRSisamainframesystemthatallowson-linereportingoflaborandleavedata.Itspurposeistofurnishtimely,costeffectivereportingoflaborinformation.TimereportingisdoneonaweeklybasisandthereforeisavailableonamoretimelybasisthaninformationfromthemonthlyreportingcycleforTRAMS.PProjectManagementDataWarehouse(PMDW)PPMDWisadatabasecontaininggeneralprojectinformation,projectschedule,capitalcostsandoperatingexpensedataextractedandintegratedfromexistingdatabases.Thedataisaccessibletoprojectdeliverystaffandmanagersforquerypurposesusingdesktopcomputerquerytools.55.5COMMUNICATIONSFFrequent,understandableandconcisecommunicationsareessentialtosuccessfulprogresstowardcompletionoftheproject.Acommunicationsmanagementplanforeachprojectshouldbedevelopeddetailing:•whowillreceiveinformation(statusreports,data,schedule,technicaldocumentation,etc.),•whatmethods(meetings,writtenreports,etc.,)willbeusedtodistributevarioustypesofinformation,•adescriptionoftheinformationtobedistributed(format,content,levelofdetail),•ascheduleforproductionanddistribution,•howtheinformationwillbeupdated,and•howitcanbeaccessedbetweenscheduledcommunications.Themostcommonformsofcommunicationsincludemeetings,telephoneandconferencecalls,formallettersandmemosandfaxtransmittals.Newerformsofelectroniccommunicationinclude:ElectronicmailorE-Mailisaveryfast,inexpensiveandefficientwayofdistributinginformationandcommunicating.ElectronicmailcapabilitiesareavailableinallDistricts,ESCandCorporateHeadquartersmakingthestatewidedistributioninformationalmostinstantaneous.Videoconferencesshouldbeconsideredwhenalargenumberofwidelydispersedpersonsneedtointeractorvisualdisplaysareneeded.VideoconferencingequipmentisavailableinallCaltransdistricts,ESCandCorporateHeadquarters.TheInternetandIntranetcanalsobeusedtosendelectronicmailtoorganizationsoutsidetheDepartmentandtoaccessawealthofinformationavailableincludingseveraloftheDepartment’smanuals,informationfromotherfederal,stateandlocalgovernmentalagencies,newsarticlesontheprojectandonoccasionawebsitesponsoredbyalocalinterestgroupactivelyparticipatingintheproject(e.g.,Route1-Devilsslide).CADDFilesgeneratedbyCADDcanbetransmittedelectronicallytofacilitatecommunicationbetweendistrictsandbetweentheDistrictandCorporateonvariousaspectsoftheprojectdesign.Inallcases,anysignificantcommunicationshouldbedocumentedandpreservedintheprojectfiles.21April1999https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html25/29

25PProjectManagementHandbookGGlossaryofTerms4/13/2019ProjectManagementHandbook-百度文库CHAPTER6GLOSSARYOFTERMSBaselineWorkplan:Theoriginalworkplanapprovedbythestakeholders.CapitalProject:AtemporaryendeavorundertakentocreateauniquephysicalimprovementtothetransportationsysteminCalifornia.Theword“project”referstotheworkthatisperformed.Projectsproduceproducts.CommunicationsManagementPlan:Aplandetailingtowhominformationwillflow,whatmethodswillbeusedtodistributevarioustypesofinformation,adescriptionoftheinformationtobedistributed,ascheduleforproductionanddistribution,howinformationwillbeupdated,andhowitcanbeaccessedbetweenscheduledcommunications.CriticalPathMethod(CPM):Aschedulingmethodwhichusesdiagramstographicallydisplaythelogicalsequenceofworkplanactivities.Itisthemethodusedtodeterminethelength(time)ofaprojectandtoidentifytheactivitiesthatarecriticaltothecompletionoftheprojectontime.CurrentWorkplan:Thebaselineworkplanpluschangesapprovedbytheprojectmanagerandprojectteamusedtoguidetheday-to-dayoperationsofprojectexecutionandprojectcontrol.Itisareflectionofrealitythatcanbecomparedtothebaselineworkplantoassessprogressandperformance.Itisdynamicandeverchanging.Customer:SSeeExternalProjectCustomersandInternalProjectCustomers.ExternalProjectCustomers:aretransportationsystemuserswhopayforprojectsthroughfueltaxes,vehiclefees,tolls,bonds,salestaxes,faresandothercharges.FederalProject:Anauthorizationtoincurfederallyreimbursablecostsforaspecificscopeofworkwithinspecificgeographiclimits.FunctionalCoordinators:areindividualsappointedbyaDistrictDivisionChieforServiceCenterOfficeChieftocoordinatetheworkofseveralfunctionalunits.FunctionalManagers:aretheimmediatesupervisorsofthestaffwhoworkontheproject.FunctionalUnit:Agroupofpeoplesupervisedbyafunctionalmanager.InternalProjectCustomers:aareindividualswhowillusethedeliverablesorinformationproducedatvariousstagesoftheproject.Theyareinternaltotheproject,notnecessarilytoCaltrans(see“ExternalProjectCustomers”and“ProjectTeam”).Product-orientedProcesses:areconcernedwithspecifyingandcreatingtheprojectproduct,and14aretypicallydefinedbytheprojectlifecycle.15ProductScope:thefeaturesandfunctionsthataretobeincludedinaproduct.Program:Aprogramisagroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsnotavailablefrommanagingthemindividually.TheCapitalOutlayProgramcanbedecomposedintovariouselementsthatincludestheSTIP,SHOPP,TSM,etc.ProgrammedProject:Anentryinaprogrammingdocument.Itisareservationoffundsforatransportationimprovementinageographiclocation.Theimprovementandlocationarespecifiedintheprogrammingdocument.Project:Atemporaryendeavorundertakentoproduceauniqueoutcome.ProjectChangeRequest:Theprocessforobtainingapprovalforaprojectthathasscope,costand/orschedulechanges(reference:Scope,Cost,ScheduleChangeProcessmemodatedMay15,1992.)April199922ProjectManagementHandbookGlossaryofTermshttps://wenku.baidu.com/view/3240fProjectDf3a580216fc700afdc7.htmlevelopmentTeam:AProjectDevelopmentTeam(PDT)isaninterdisciplinaryteam26/29composedofkeymembersoftheprojectteamandexternalstakeholderswhoactasasteering

26committeeindirectingthecourseofstudiesrequiredtoevaluatethevariousprojectalternatives4/13/2019duringtheearlyphasesofthepProjectManagementHandbook-rojectlifecycle.百度文库ProjectInitiationDocument(PID):Conceptapprovaldocumentforcandidateprojects(i.e.ProjectStudyReport,ProjectScopeSummaryReport,NoiseBarrierScopeSummaryReportsandothers.)ProjectLifeCycle:Thephasesthroughwhichaprojectpasses.Aphaseismarkedbythecompletionofahighest-leveldeliverableintheprojectWorkBreakdownStructure.ProjectManagement:Theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeet(orexceed)sponsors’andexternalcustomers’needsandexpectationsfromaproject.ProjectManager:Theindividualresponsibleformanagingaproject.ProjectScope:theworkthatmustbedoneinordertodeliveraproductwiththespecifiedfeatures16andfunctions.ProjectSponsors:areindividualsorgroupsthatrepresentexternalprojectcustomersbyadvocatingaprojectorgroupofprojects.ProjectsponsorsmaybeinternalorexternaltoCaltrans.ProjectTeam:Everypersonwhoworksonaproject.ThisincludesStateemployees,consultants,cicinotnetrrnaacltocrus,stoumtileitryfocormsopmaneiesd,elrievseoruabrcleesaagnedncaiessuapnpdlieprroopferotytheorwdneelrisv.eraEbalecsh.teammemberisanQualityImprovementProject:Atemporaryendeavorundertakentoimprovethewayinwhichcapitalprojectsmeetcustomerneeds.Theyincludeprocessimprovements,training,andtools.RightofWayOnlyProject:anentryintheSTIPorSHOPPthathasfundsprogrammedonlyforrightofway.ScopeDocument:SeeProjectInitiationDocument(PID).SingleFocalPoint(SFP):TheDistrictDivisionChiefforProgram/ProjectManagement.Stakeholder:Individualsororganizationswhoareactivelyinvolvedintheprojectorwhoseinterestsmaybepositivelyornegativelyaffectedasaresultofprojectexecutionorsuccessfulprojectcompletion.TaskManagers:areindividualswhoaredelegatedtheresponsibilitiesofboththeProjectManagerandthefunctionalmanagerfortheproductionofparticularelementsoftheprojectWorkBreakdownStructure.Workplan:RResourcedschedule.23April1999PProjectManagementHandbookAAcronymsCHAPTER7ACRONYMSCADDComputer-aidedDesignandDraftinghttps://wenku.baidu.com/view/3240fCOSf3a580216fc700afdc7.htmlCapitalOutlaySupport27/29CTCCaliforniaTransportationCommission

27EAExpenditureAuthorization4/13/2019ProjectManagementHandbook-百度文库ESCEngineeringServiceCenterOBSOrganizationalBreakdownStructurePCRProjectChangeRequestPDTProjectDevelopmentTeamPIDProjectInitiationDocumentPMProjectManagerorProjectManagementPMCSProjectManagementControlSystemPMDWProjectManagementDataWarehousePS&EPlans,Specifications&EstimatePYPSCANPersonYearandProjectSchedulingandCostAnalysisRBSResourceBreakdownStructureSFPSingleFocalPointSHOPPStateHighwayOperation&ProtectionProgramSTIPStateTransportationImprovementProgramTRAMSTransportationAccountingandManagementSystemTRSTimeReportingSystemWBSWorkBreakdownStructureXPMeXpertProjectManagementApril199924ProjectManagementHandbookFootnotesFOOTNOTES1ProjectManagementInstitute,AGuidetotheProjectManagementBodyofKnowl,ed1g9e96,page167,modified2Ibid.,page8.3RudolphG.Boznak,ManagementofProjects.PMNetwo,rkJanuary1996.4ProjectManagementInstitute,AGuidetotheProjectManagementBodyofKnowl,ed1g9e96,page15.5Lewis,JamesP.,1995,ProjectPlanning,SchedulingandContr,oolPlPage40,Chicago,Ill.,IrwinProfessionalPublishing.https://wenku.baidu.com/view/3240f6ProjectManagementf3a580216fc700afdc7.htmlInstitute,AGuidetotheProjectManagementBodyofKnowl,ed1g9e96,page17.28/297,.,,,-.,,.

28Ireland,LewisR.,1991Q,ualityManagementforProjectsandProgra,mPsageII1.,UpperDarby,Pa.ProjectManagementInstitute.4/13/20198ProjectManagementHandbook-百度文库MemorandumsignedbyJamesW.VanLobenSels,datedNovember20,P1996,olicyGuidelinesonImplementingOneHatProjectManagementandattachedStatewideOneHatProjectManagementImplementation9Lewis,JamesP.,1995,ProjectPlanning,SchedulingandContr,olPage44.Chicago,Ill.,IrwinProfessionalPublishing10LinnC.Stuckenbruck,TheImplementationofProjectManageme,ntProjectManagementInstitute,1995,page2811ProjectManagementInstitute,AGuidetotheProjectManagementBodyofKnow,le1d9g9e6,page15.,page2812Ibid.,pages37-13313AdditionaldetailonthesemanagementstandardscanbefoundinGutheidetoCaltransCapitalOutlaySupportWorkBreakdownStructure,datedMay1996,andtBheriiefingPackageonCapitalOutlaySupportWorkBreakdown14Structure(WBS),ResourceBreakdownStructur,edatedJune1995.ProjectManagementInstitute,AGuidetotheProjectManagementBodyofKnow,le1d9g9e6,page27.15Ibid.,page4716Ibid.,page4725April1999https://wenku.baidu.com/view/3240ff3a580216fc700afdc7.html29/29