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Executive Summary
进度是工程管理领域的三个主要目标。一个项目的成功可以简单地定义为把工作做在时间和成本的限制。调度是用来确定项目总工期的过程时，事件和活动计划发生（AMP，2006）。通过调度，管理人员可以明确识别的任务或事件在整个项目中最关键的部分。工程项目进度计划与控制是工程建设运营商非常重要（Sears等，2008）。组织绩效的进度，及时发现并调整实际进度与计划进度之间的差异，为项目经理，来实现基本的作品。
然而，调度不是简单的识别事件中存在的项目或让那些系列任务或事件，以符合实际的进展。调度也是一种优化。一些安排是可行的执行，但他们不是最好的。计划的最终目标是发现为了保持最佳的平衡项目的质量，成本的具体计划，项目的时间和其他要求。这一系列的作品不能仅仅通过人们的判断是基于经验和直觉而非科学的推理完成。作为管理科学的一个重要，项目管理已经发展了许多有效的分析工具来解决这些问题之前。根据这些工具的使用，调度工作的结果可以看作是稳定的和正确的。
Schedule is one of the three main objectives in project management field. A project’s success can be simply defined as to get the job done under the time and cost limitation. Scheduling is the process used to determine the overall project duration and when events and activities are planned to happen (AMP, 2006). Through scheduling, managers can make a clear identification about which tasks or events are the most crucial parts in the whole project. Engineering project progress scheduling and control are very important to the project construction operator (Sears etc., 2008). Organizing the performance progress schedule and timely identifying and adjusting the discrepancy between the practical progress and the scheduled progress are the basic works for the project managers to realize.
However, scheduling is not as simple as to identify which events exist in the project or let those series of tasks or events in order to match the practical progress. Scheduling is also a matter of optimization. Some arrangements which are feasible to executive, but they are not the best. The final target of scheduling is to find out a specific plan in order to keep the best balance of the project quality, cost, time and other requirements of the project. These series of works can not be completed only by people’s judgment which is based on experience or instinct but not scientific ratiocination. As an important of management science, project management has developed a lot of efficient analysis tools to solve those problems stated before. Depending on the usage of these tools, the result of scheduling works can be seen as stable and correct.
该项目管理报告将主要集中在实际工程实践中显示的项目进度计划的重要性和过程，是项目实施的基础。项目的目标是一个综合建筑，由主楼和附楼，位于江苏省建设，中国人民共和国。为了制定目标项目的进度计划，一系列成熟的项目管理工具将被使用。首先，工作分解结构技术将被用于确定和规范的活动包括在项目。然后，网络图和甘特图将采用以识别关键路径和项目中的里程碑事件。最后，考虑保持时间和成本的平衡，这两个问题相关的交叉分析法。
This report will mainly focus on the real engineering project practice to show the importance and process of project schedule planning, which is the fundamental of project implementation. The target project is the construction of a Synthesis Building which is consist of a main building and an attached building and located in Jiangsu Province, People’s Republic of China. In order to formulate a proper schedule plan for the target project, a sequence of mature project management tools will be used. First of all, work breakdown structure technique will be used to identify and standardize the events included in the project. And then, network diagram and Gantt chart will be adopted in order to identify the critical path and the mile stone events in the project. Finally, considering keeping the balance of time and cost, a cross-analysis related to those two issues will be used.

Part 1: Schedule Planning & Assumptions
1. Assumption Declaration
1.1 Project Description<