第1篇一、前言為了確保項(xiàng)目順利進(jìn)行，提高項(xiàng)目管理的效率和質(zhì)量，特制定本制度。本制度旨在規(guī)范項(xiàng)目計(jì)劃管理流程，明確項(xiàng)目計(jì)劃管理的職責(zé)和權(quán)限，確保項(xiàng)目計(jì)劃的有效實(shí)施。二、制度目的1.明確項(xiàng)目計(jì)劃管理的流程和標(biāo)準(zhǔn)，提高項(xiàng)目管理效率。2.規(guī)范項(xiàng)目計(jì)劃編制、審批、執(zhí)行和監(jiān)控，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)。3.加強(qiáng)項(xiàng)目計(jì)劃的溝通與協(xié)調(diào)，提高項(xiàng)目團(tuán)隊(duì)協(xié)作能力。4.保障項(xiàng)目計(jì)劃的可執(zhí)行性和可行性，降低項(xiàng)目風(fēng)險(xiǎn)。三、制度適用范圍本制度適用于公司內(nèi)部所有項(xiàng)目的計(jì)劃管理，包括但不限于研發(fā)、生產(chǎn)、銷售、市場、服務(wù)等各類項(xiàng)目。四、組織架構(gòu)1.項(xiàng)目經(jīng)理：負(fù)責(zé)項(xiàng)目計(jì)劃的編制、執(zhí)行和監(jiān)控，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)。2.項(xiàng)目計(jì)劃管理部門：負(fù)責(zé)項(xiàng)目計(jì)劃的審核、審批和監(jiān)督，確保項(xiàng)目計(jì)劃的合規(guī)性。3.項(xiàng)目團(tuán)隊(duì)成員：參與項(xiàng)目計(jì)劃的編制、執(zhí)行和監(jiān)控，共同推進(jìn)項(xiàng)目目標(biāo)的實(shí)現(xiàn)。五、項(xiàng)目計(jì)劃管理流程1.項(xiàng)目啟動(dòng)階段（1）項(xiàng)目經(jīng)理組織項(xiàng)目團(tuán)隊(duì)，明確項(xiàng)目目標(biāo)、范圍、預(yù)算、時(shí)間等關(guān)鍵信息。（2）項(xiàng)目經(jīng)理制定項(xiàng)目計(jì)劃草案，包括項(xiàng)目進(jìn)度計(jì)劃、資源計(jì)劃、風(fēng)險(xiǎn)管理計(jì)劃等。（3）項(xiàng)目經(jīng)理將項(xiàng)目計(jì)劃草案提交給項(xiàng)目計(jì)劃管理部門進(jìn)行審核。2.項(xiàng)目計(jì)劃編制階段（1）項(xiàng)目計(jì)劃管理部門對項(xiàng)目計(jì)劃草案進(jìn)行審核，提出修改意見。（2）項(xiàng)目經(jīng)理根據(jù)審核意見修改項(xiàng)目計(jì)劃，形成正式的項(xiàng)目計(jì)劃。（3）項(xiàng)目經(jīng)理將正式的項(xiàng)目計(jì)劃提交給項(xiàng)目計(jì)劃管理部門進(jìn)行審批。3.項(xiàng)目計(jì)劃執(zhí)行階段（1）項(xiàng)目經(jīng)理組織項(xiàng)目團(tuán)隊(duì)按照項(xiàng)目計(jì)劃執(zhí)行項(xiàng)目任務(wù)。（2）項(xiàng)目經(jīng)理定期召開項(xiàng)目進(jìn)度會(huì)議，檢查項(xiàng)目計(jì)劃的執(zhí)行情況。（3）項(xiàng)目經(jīng)理對項(xiàng)目計(jì)劃的執(zhí)行情況進(jìn)行監(jiān)控，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)。4.項(xiàng)目計(jì)劃監(jiān)控階段（1）項(xiàng)目經(jīng)理定期對項(xiàng)目計(jì)劃執(zhí)行情況進(jìn)行評估，分析項(xiàng)目風(fēng)險(xiǎn)。（2）項(xiàng)目經(jīng)理根據(jù)評估結(jié)果，對項(xiàng)目計(jì)劃進(jìn)行調(diào)整，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)。（3）項(xiàng)目經(jīng)理將項(xiàng)目計(jì)劃的執(zhí)行情況和調(diào)整情況及時(shí)上報(bào)給項(xiàng)目計(jì)劃管理部門。六、項(xiàng)目計(jì)劃管理制度要求1.項(xiàng)目計(jì)劃編制應(yīng)遵循科學(xué)、合理、可行的原則。2.項(xiàng)目計(jì)劃應(yīng)明確項(xiàng)目目標(biāo)、范圍、預(yù)算、時(shí)間、資源等關(guān)鍵信息。3.項(xiàng)目計(jì)劃應(yīng)包含項(xiàng)目進(jìn)度計(jì)劃、資源計(jì)劃、風(fēng)險(xiǎn)管理計(jì)劃等。4.項(xiàng)目計(jì)劃應(yīng)定期進(jìn)行評審和調(diào)整，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)。5.項(xiàng)目計(jì)劃應(yīng)確保項(xiàng)目團(tuán)隊(duì)充分了解和掌握項(xiàng)目計(jì)劃內(nèi)容。6.項(xiàng)目計(jì)劃應(yīng)加強(qiáng)溝通與協(xié)調(diào)，確保項(xiàng)目團(tuán)隊(duì)協(xié)作順暢。七、獎(jiǎng)懲措施1.對在項(xiàng)目計(jì)劃管理中表現(xiàn)突出的個(gè)人和團(tuán)隊(duì)，給予表彰和獎(jiǎng)勵(lì)。2.對在項(xiàng)目計(jì)劃管理中存在嚴(yán)重問題的個(gè)人和團(tuán)隊(duì)，進(jìn)行通報(bào)批評，并追究相關(guān)責(zé)任。3.對未按照項(xiàng)目計(jì)劃執(zhí)行的個(gè)人和團(tuán)隊(duì)，進(jìn)行通報(bào)批評，并追究相關(guān)責(zé)任。八、附則1.本制度由公司項(xiàng)目管理辦公室負(fù)責(zé)解釋。2.本制度自發(fā)布之日起施行。附件：項(xiàng)目計(jì)劃管理表格范本一、項(xiàng)目基本信息項(xiàng)目名稱：________________項(xiàng)目編號：________________項(xiàng)目負(fù)責(zé)人：________________項(xiàng)目周期：________________項(xiàng)目預(yù)算：________________二、項(xiàng)目目標(biāo)1.項(xiàng)目目標(biāo)：________________2.項(xiàng)目目標(biāo)達(dá)成標(biāo)準(zhǔn)：________________三、項(xiàng)目范圍1.項(xiàng)目范圍：________________2.項(xiàng)目范圍變更控制：________________四、項(xiàng)目進(jìn)度計(jì)劃1.項(xiàng)目進(jìn)度計(jì)劃：________________2.項(xiàng)目進(jìn)度計(jì)劃變更控制：________________五、項(xiàng)目資源計(jì)劃1.項(xiàng)目資源計(jì)劃：________________2.項(xiàng)目資源計(jì)劃變更控制：________________六、項(xiàng)目風(fēng)險(xiǎn)管理計(jì)劃1.項(xiàng)目風(fēng)險(xiǎn)識別：________________2.項(xiàng)目風(fēng)險(xiǎn)評估：________________3.項(xiàng)目風(fēng)險(xiǎn)應(yīng)對措施：________________七、項(xiàng)目溝通計(jì)劃1.項(xiàng)目溝通計(jì)劃：________________2.項(xiàng)目溝通計(jì)劃變更控制：________________八、項(xiàng)目驗(yàn)收計(jì)劃1.項(xiàng)目驗(yàn)收標(biāo)準(zhǔn)：________________2.項(xiàng)目驗(yàn)收流程：________________3.項(xiàng)目驗(yàn)收時(shí)間：________________九、項(xiàng)目計(jì)劃調(diào)整1.項(xiàng)目計(jì)劃調(diào)整條件：________________2.項(xiàng)目計(jì)劃調(diào)整流程：________________3.項(xiàng)目計(jì)劃調(diào)整審批權(quán)限：________________注：以上表格范本僅供參考，具體內(nèi)容可根據(jù)實(shí)際情況進(jìn)行調(diào)整。第2篇一、總則1.1為確保項(xiàng)目計(jì)劃的有效實(shí)施，提高項(xiàng)目管理水平，特制定本制度。1.2本制度適用于公司所有項(xiàng)目，包括但不限于新項(xiàng)目、續(xù)建項(xiàng)目、整改項(xiàng)目等。1.3本制度遵循科學(xué)性、實(shí)用性、規(guī)范性和可操作性的原則。二、項(xiàng)目計(jì)劃管理組織架構(gòu)2.1項(xiàng)目計(jì)劃管理組織架構(gòu)由項(xiàng)目管理委員會(huì)、項(xiàng)目經(jīng)理、項(xiàng)目計(jì)劃管理辦公室和項(xiàng)目組組成。2.2項(xiàng)目管理委員會(huì)負(fù)責(zé)項(xiàng)目計(jì)劃管理的總體決策和監(jiān)督。2.3項(xiàng)目經(jīng)理負(fù)責(zé)項(xiàng)目計(jì)劃的具體實(shí)施和協(xié)調(diào)。2.4項(xiàng)目計(jì)劃管理辦公室負(fù)責(zé)項(xiàng)目計(jì)劃的編制、審核、執(zhí)行和監(jiān)督。2.5項(xiàng)目組負(fù)責(zé)項(xiàng)目計(jì)劃的執(zhí)行和實(shí)施。三、項(xiàng)目計(jì)劃管理流程3.1項(xiàng)目啟動(dòng)3.1.1項(xiàng)目計(jì)劃管理辦公室根據(jù)公司發(fā)展戰(zhàn)略和市場需求，提出項(xiàng)目建議書。3.1.2項(xiàng)目管理委員會(huì)對項(xiàng)目建議書進(jìn)行評審，確定項(xiàng)目可行性。3.1.3項(xiàng)目經(jīng)理組織項(xiàng)目組進(jìn)行項(xiàng)目策劃，制定項(xiàng)目計(jì)劃。3.2項(xiàng)目計(jì)劃編制3.2.1項(xiàng)目組根據(jù)項(xiàng)目策劃，編制項(xiàng)目計(jì)劃書，包括項(xiàng)目目標(biāo)、范圍、進(jìn)度、成本、質(zhì)量、資源、風(fēng)險(xiǎn)等。3.2.2項(xiàng)目計(jì)劃書經(jīng)項(xiàng)目經(jīng)理審核后，提交項(xiàng)目計(jì)劃管理辦公室。3.2.3項(xiàng)目計(jì)劃管理辦公室對項(xiàng)目計(jì)劃書進(jìn)行審核，確保其符合公司相關(guān)規(guī)定和要求。3.3項(xiàng)目計(jì)劃審核3.3.1項(xiàng)目計(jì)劃管理辦公室組織相關(guān)部門對項(xiàng)目計(jì)劃書進(jìn)行審核。3.3.2審核內(nèi)容包括項(xiàng)目目標(biāo)、范圍、進(jìn)度、成本、質(zhì)量、資源、風(fēng)險(xiǎn)等。3.3.3審核通過的項(xiàng)目計(jì)劃書，由項(xiàng)目管理委員會(huì)審批。3.4項(xiàng)目計(jì)劃執(zhí)行3.4.1項(xiàng)目組根據(jù)批準(zhǔn)的項(xiàng)目計(jì)劃書，組織實(shí)施項(xiàng)目。3.4.2項(xiàng)目經(jīng)理對項(xiàng)目計(jì)劃的執(zhí)行情況進(jìn)行監(jiān)督和協(xié)調(diào)。3.4.3項(xiàng)目計(jì)劃管理辦公室對項(xiàng)目計(jì)劃的執(zhí)行情況進(jìn)行跟蹤和評估。3.5項(xiàng)目計(jì)劃調(diào)整3.5.1在項(xiàng)目執(zhí)行過程中，如遇特殊情況，導(dǎo)致項(xiàng)目計(jì)劃無法按原計(jì)劃執(zhí)行，項(xiàng)目組應(yīng)及時(shí)提出調(diào)整方案。3.5.2項(xiàng)目經(jīng)理組織項(xiàng)目組對調(diào)整方案進(jìn)行評審，并提交項(xiàng)目計(jì)劃管理辦公室。3.5.3項(xiàng)目計(jì)劃管理辦公室對調(diào)整方案進(jìn)行審核，經(jīng)項(xiàng)目管理委員會(huì)審批后，組織實(shí)施。3.6項(xiàng)目計(jì)劃總結(jié)3.6.1項(xiàng)目完成后，項(xiàng)目組應(yīng)編寫項(xiàng)目總結(jié)報(bào)告，包括項(xiàng)目目標(biāo)、范圍、進(jìn)度、成本、質(zhì)量、資源、風(fēng)險(xiǎn)、經(jīng)驗(yàn)教訓(xùn)等。3.6.2項(xiàng)目總結(jié)報(bào)告經(jīng)項(xiàng)目經(jīng)理審核后，提交項(xiàng)目計(jì)劃管理辦公室。3.6.3項(xiàng)目計(jì)劃管理辦公室對項(xiàng)目總結(jié)報(bào)告進(jìn)行審核，并組織相關(guān)部門進(jìn)行評審。四、項(xiàng)目計(jì)劃管理職責(zé)4.1項(xiàng)目管理委員會(huì)職責(zé)4.1.1審批項(xiàng)目計(jì)劃書。4.1.2監(jiān)督項(xiàng)目計(jì)劃執(zhí)行情況。4.1.3審批項(xiàng)目計(jì)劃調(diào)整方案。4.1.4審批項(xiàng)目總結(jié)報(bào)告。4.2項(xiàng)目經(jīng)理職責(zé)4.2.1組織編制項(xiàng)目計(jì)劃書。4.2.2審核項(xiàng)目計(jì)劃書。4.2.3監(jiān)督項(xiàng)目計(jì)劃執(zhí)行情況。4.2.4組織評審項(xiàng)目計(jì)劃調(diào)整方案。4.2.5組織編寫項(xiàng)目總結(jié)報(bào)告。4.3項(xiàng)目計(jì)劃管理辦公室職責(zé)4.3.1編制項(xiàng)目計(jì)劃書。4.3.2審核項(xiàng)目計(jì)劃書。4.3.3跟蹤和評估項(xiàng)目計(jì)劃執(zhí)行情況。4.3.4審核項(xiàng)目計(jì)劃調(diào)整方案。4.3.5審核項(xiàng)目總結(jié)報(bào)告。4.4項(xiàng)目組職責(zé)4.4.1執(zhí)行項(xiàng)目計(jì)劃。4.4.2協(xié)調(diào)項(xiàng)目組成員。4.4.3及時(shí)報(bào)告項(xiàng)目進(jìn)展情況。五、項(xiàng)目計(jì)劃管理考核5.1項(xiàng)目計(jì)劃管理考核分為年度考核和項(xiàng)目考核。5.2年度考核根據(jù)項(xiàng)目計(jì)劃管理辦公室對項(xiàng)目計(jì)劃執(zhí)行情況的跟蹤和評估結(jié)果進(jìn)行。5.3項(xiàng)目考核根據(jù)項(xiàng)目總結(jié)報(bào)告和項(xiàng)目管理委員會(huì)對項(xiàng)目計(jì)劃執(zhí)行情況的評審結(jié)果進(jìn)行。5.4考核結(jié)果作為項(xiàng)目組和項(xiàng)目計(jì)劃管理辦公室績效考核的依據(jù)。六、附則6.1本制度由公司項(xiàng)目管理委員會(huì)負(fù)責(zé)解釋。6.2本制度自發(fā)布之日起實(shí)施。[注：本范本僅供參考，具體內(nèi)容可根據(jù)公司實(shí)際情況進(jìn)行調(diào)整。]---由于篇幅限制，以上范本僅為項(xiàng)目計(jì)劃管理制度的核心內(nèi)容。實(shí)際應(yīng)用中，還需根據(jù)公司規(guī)模、項(xiàng)目類型、行業(yè)特點(diǎn)等因素進(jìn)行細(xì)化和補(bǔ)充。以下是一些可能需要進(jìn)一步細(xì)化的內(nèi)容：1.項(xiàng)目計(jì)劃編制的具體要求和格式規(guī)范。2.項(xiàng)目進(jìn)度管理的具體方法和工具。3.項(xiàng)目成本管理的具體方法和工具。4.項(xiàng)目質(zhì)量管理的要求和標(biāo)準(zhǔn)。5.項(xiàng)目資源管理的具體方法和工具。6.項(xiàng)目風(fēng)險(xiǎn)管理的方法和工具。7.項(xiàng)目溝通管理的具體要求和流程。8.項(xiàng)目變更管理的具體要求和流程。9.項(xiàng)目績效評估的標(biāo)準(zhǔn)和方法。10.項(xiàng)目文檔管理的要求和規(guī)范。請根據(jù)實(shí)際情況，對以上內(nèi)容進(jìn)行補(bǔ)充和完善。第3篇一、總則1.1為了規(guī)范項(xiàng)目計(jì)劃管理，提高項(xiàng)目執(zhí)行效率，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)，特制定本制度。1.2本制度適用于公司所有項(xiàng)目，包括但不限于研發(fā)項(xiàng)目、市場推廣項(xiàng)目、工程項(xiàng)目等。1.3本制度依據(jù)國家相關(guān)法律法規(guī)、行業(yè)標(biāo)準(zhǔn)以及公司內(nèi)部管理規(guī)定制定。二、項(xiàng)目計(jì)劃管理原則2.1目標(biāo)導(dǎo)向：項(xiàng)目計(jì)劃應(yīng)圍繞項(xiàng)目目標(biāo)進(jìn)行編制，確保項(xiàng)目目標(biāo)明確、具體、可衡量。2.2綜合平衡：項(xiàng)目計(jì)劃應(yīng)綜合考慮資源、時(shí)間、成本等因素，實(shí)現(xiàn)資源的最優(yōu)配置。2.3動(dòng)態(tài)調(diào)整：項(xiàng)目計(jì)劃應(yīng)根據(jù)項(xiàng)目進(jìn)展情況，及時(shí)進(jìn)行動(dòng)態(tài)調(diào)整，確保項(xiàng)目按計(jì)劃推進(jìn)。2.4責(zé)任明確：項(xiàng)目計(jì)劃應(yīng)明確各相關(guān)部門和人員的職責(zé)，確保項(xiàng)目執(zhí)行過程中責(zé)任到人。三、項(xiàng)目計(jì)劃管理流程3.1項(xiàng)目啟動(dòng)階段3.1.1項(xiàng)目立項(xiàng)：根據(jù)公司發(fā)展戰(zhàn)略和市場需求，提出項(xiàng)目立項(xiàng)申請，經(jīng)相關(guān)部門審核批準(zhǔn)后，形成項(xiàng)目立項(xiàng)文件。3.1.2項(xiàng)目調(diào)研：對項(xiàng)目進(jìn)行可行性研究，包括技術(shù)可行性、市場可行性、經(jīng)濟(jì)可行性等。3.1.3編制項(xiàng)目計(jì)劃：根據(jù)項(xiàng)目立項(xiàng)文件和調(diào)研結(jié)果，編制項(xiàng)目計(jì)劃，包括項(xiàng)目目標(biāo)、范圍、時(shí)間、資源、預(yù)算等。3.2項(xiàng)目實(shí)施階段3.2.1計(jì)劃分解：將項(xiàng)目計(jì)劃分解為具體的工作任務(wù)，明確各任務(wù)的責(zé)任人和完成時(shí)間。3.2.2資源配置：根據(jù)項(xiàng)目計(jì)劃，合理配置人力、物力、財(cái)力等資源。3.2.3進(jìn)度監(jiān)控：定期對項(xiàng)目進(jìn)度進(jìn)行監(jiān)控，確保項(xiàng)目按計(jì)劃推進(jìn)。3.2.4風(fēng)險(xiǎn)管理：對項(xiàng)目風(fēng)險(xiǎn)進(jìn)行識別、評估和控制，確保項(xiàng)目順利實(shí)施。3.3項(xiàng)目驗(yàn)收階段3.3.1驗(yàn)收準(zhǔn)備：根據(jù)項(xiàng)目計(jì)劃，提前做好驗(yàn)收準(zhǔn)備工作，包括技術(shù)文檔、驗(yàn)收標(biāo)準(zhǔn)等。3.3.2驗(yàn)收實(shí)施：組織相關(guān)部門和人員對項(xiàng)目進(jìn)行驗(yàn)收，確保項(xiàng)目達(dá)到預(yù)期目標(biāo)。3.3.3驗(yàn)收報(bào)告：編寫項(xiàng)目驗(yàn)收報(bào)告，總結(jié)項(xiàng)目實(shí)施過程中的經(jīng)驗(yàn)和教訓(xùn)。四、項(xiàng)目計(jì)劃管理要求4.1項(xiàng)目計(jì)劃應(yīng)具有可行性、合理性、科學(xué)性，符合公司發(fā)展戰(zhàn)略和市場需求。4.2項(xiàng)目計(jì)劃應(yīng)明確項(xiàng)目目標(biāo)、范圍、時(shí)間、資源、預(yù)算等關(guān)鍵要素。4.3項(xiàng)目計(jì)劃應(yīng)具有可操作性，確保項(xiàng)目執(zhí)行過程中各項(xiàng)工作有序進(jìn)行。4.4項(xiàng)目計(jì)劃應(yīng)定期進(jìn)行審查和調(diào)整，以適應(yīng)項(xiàng)目進(jìn)展和外部環(huán)境的變化。4.5項(xiàng)目計(jì)劃應(yīng)遵循保密原則，確保項(xiàng)目信息安全。五、項(xiàng)目計(jì)劃管理職責(zé)5.1項(xiàng)目經(jīng)理：負(fù)責(zé)項(xiàng)目計(jì)劃的編制、實(shí)施、監(jiān)控和調(diào)整，確保項(xiàng)目目標(biāo)的實(shí)現(xiàn)。5.2項(xiàng)目團(tuán)隊(duì)成員：按照項(xiàng)目計(jì)劃執(zhí)行工作任務(wù)，及時(shí)匯報(bào)工作進(jìn)展，協(xié)助項(xiàng)目經(jīng)理完成項(xiàng)目計(jì)劃管理。5.3相關(guān)部門：負(fù)責(zé)提供項(xiàng)目所需資源，對項(xiàng)目計(jì)劃進(jìn)行審查和監(jiān)督，確保項(xiàng)目按計(jì)劃推進(jìn)。5.4質(zhì)量控制部門：負(fù)責(zé)項(xiàng)目質(zhì)量管理工作，確保項(xiàng)目質(zhì)量符合要求。六、獎(jiǎng)懲機(jī)制6.1對在項(xiàng)目計(jì)劃管理中表現(xiàn)突出的個(gè)人和團(tuán)隊(duì)，給予獎(jiǎng)勵(lì)。6.2對未按要求執(zhí)行項(xiàng)目計(jì)劃、影響項(xiàng)目進(jìn)展的個(gè)人和團(tuán)隊(duì)，給予處罰。七、附則7.1本制度由公司項(xiàng)目管理部負(fù)責(zé)解釋。7.2本制度自發(fā)布之日起實(shí)施。附件：項(xiàng)目計(jì)劃模板（以下為項(xiàng)目計(jì)劃模板示例，具體內(nèi)容根據(jù)實(shí)際情況進(jìn)行調(diào)整）一、項(xiàng)目基本信息項(xiàng)目名稱：________________項(xiàng)目編號：________________項(xiàng)目負(fù)責(zé)人：________________項(xiàng)目成員：________________項(xiàng)目時(shí)間：________________項(xiàng)目預(yù)算：________________二、項(xiàng)目目標(biāo)1.技術(shù)目標(biāo)：________________2.市場目標(biāo)：________________3.經(jīng)濟(jì)目標(biāo)：________________三、項(xiàng)目范圍1.項(xiàng)目內(nèi)容：________________2.項(xiàng)目邊界：________________四、項(xiàng)目計(jì)劃1.項(xiàng)目階段劃分：________________2.階段時(shí)間安排：________________3.階段任務(wù)分解：________________4.資源需求：________________5.風(fēng)險(xiǎn)評估及應(yīng)對措施：_______________