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Project management : a guide from start to finish for BHPBilliton Iron Ore Engineering Services Dept. Port Hedland

机译：项目管理：必和必拓必和必拓铁矿石工程服务部黑德兰港的指南

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摘要

The Engineering Projects Department for BHPBilliton's Iron Ore processing facility located in PortHedland WA is responsible for delivering capital projects up to $3 million in value andadministering the site capital program to the value of up $60 million. The department's primaryfunction is to implement growth and sustaining capital projects to site based stakeholders.The department has traditionally been a poor performer in delivering successful projects whenscored against the following criteria: - Project schedule and planning. - Project budgetary constraints. - Project Acceptance by stakeholders. - Project Reporting and stakeholders liaison. - Poor Resource planning. - Failure to complete projects.It is considered that a contributor to the root cause of these project failures is due to the lack of adefined process for progressing projects.This dissertation seeks to define, map and test a process to successfully deliver projects by: - Researching Information on specialist project management processes. - Critically evaluate project management tools and processes with respect to inclusion into a project management manual. - Design a project manual process that provides the user with tools and processes to completea project that will ensure the user complies with BHPBilliton's Iron Ore financial andcommercial governance requirements and delivers successful projects. - Design a suite of tools to apply to the project management process including templates, checklists and process flow diagrams. - Provide a user-friendly guide to the project management process.It will be reported at the conclusion of this dissertation on whether the process developed as a resultof this paper has succeeded in improving the delivery of successful projects for the engineeringservices department.
机译：必和必拓位于华盛顿州波特黑德的铁矿石加工设施的工程项目部负责执行价值不超过300万美元的资本项目，并管理价值不超过6000万美元的站点资本计划。该部门的主要职能是实施增长和维持资本项目给基于现场的利益相关者。传统上，该部门在遵循以下标准时，在交付成功项目方面表现不佳：-项目进度和计划。 -项目预算限制。 -利益相关者的项目验收。 -项目报告和利益相关者联络。 -资源计划不佳。 -无法完成项目。人们认为，造成这些项目失败的根本原因是由于缺乏确定的项目进度流程。本论文旨在通过以下方法来定义，映射和测试成功交付项目的流程：-有关专业项目管理流程的研究信息。 -严格评估项目管理工具和过程，以纳入项目管理手册。 -设计项目手册流程，为用户提供工具和流程来完成项目，以确保用户符合必和必拓的铁矿石财务和商业治理要求并交付成功的项目。 -设计一套适用于项目管理过程的工具，包括模板，清单和过程流程图。 -为项目管理过程提供用户友好的指南。在本文的结尾将报告本文所开发的过程是否成功改善了工程服务部门成功完成的项目的交付。

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    Young Paul Edward;

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  • 年度 2004
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  • 原文格式 PDF
  • 正文语种 {"code":"en","name":"English","id":9}
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