工程项目管理讲座

Project(praj’ekt,jkt)n.aproposalofsomethingtobedone;plan;scheme2.Anorganizedundertaking;specif.,a)aspecialunitofwork,research,etc.,asinschool,alaboratory,etc.,b)anextensivepublicundertaking,asinconservation,construction,etc.——Webster’sNewWorldDictionaryproject(1)Aplanorproposal;ascheme.(2)Anundertakingrequiringconcertedeffort:acommunitycleanupproject;agovernment-fundedirrigationproject.(3)Anextensivetaskundertakenbyastudentorgroupofstudentstoapply,illustrate,orsupplementclassroomlessons.(4)Ahousingproject.Tothrustoutwardorforward:projectone'sjawindefiance.Tothrowforward;hurl:projectanarrow.Tosendoutintospace;cast:projectalightbeam.Tocause(animage)toappearonasurface:projectedtheslideontoascreen.MathematicsToproduce(aprojection).Todirect(one'svoice)soastobeheardclearlyatadistance.PsychologyToexternalizeandattribute(anemotion,forexample)tosomeoneorsomethingelse.Toconveyanimpressionoftoanaudienceortoothers:aposturethatprojectsdefeat;projectedapositivecorporateimage.Toformaplanoranintentionfor:projectanewbusinessenterprise.Tocalculate,estimate,orpredict(somethinginthefuture),basedonpresentdataortrends:projectingnextyear'sexpensesandincome.现代项目管理“对项目的管理是人类最古老、最值得尊敬的成就之一。我们敬畏地面对着古老奇迹创造者的伟大成就，他们是金字塔的创造者，古老城市的建筑师，大教堂和清真寺的泥瓦匠与工匠；还有中国长城和世界其他奇迹背后的权利和劳动。——彼得·莫里斯《项目管理》斯图尔特在《财富》杂志上断言，公司丛林中有了一个新种族：项目经理，他们将填补由于中层管理人员的灭绝而在造成的空白：“如果说所老的中层管理人员是恐龙，那么一类新的管理层哺乳动物正在进化，从而填补他们一度统治的空间：那就是项目经理。与他的生物学比拟不同，项目经理比他所替代的动物更为敏捷、更有适应能力，更多的是靠智慧生存而不是以力欺人。”《华尔街日报》报告说，在美国越来越多的工作时项目导向的，具有一个开端、一个中期和一个结局。《国际项目管理杂志》的编辑罗德尼·特纳预言：“进入21世纪，基于项目的管理将扫荡传统的职能式管理。”项目方法很久以来就是一些行业做生意的风格，其中有建筑业、美国国防部合同、好莱坞以及大的咨询公司。现在项目管理正扩散到所有工作领域。1993～1997年间，PMI(ProjectManagementInstitute)会员翻了四倍，超过了24000人，而且会愿意每个月1200人的速度增长；现在的会员数超过了四万。PMI的目标是2002年达到10万会员。在1985年，PMI的会员中有2/3从事与建筑有关的行业。现在建筑业仅占成员的1/3，发展最迅速的领域时通信、软件工程和产品开发。项目的定义项目是一种复杂的、非常规的和一次性的努力，受到时间、预算、资源以及设计用来满足客户需要的性能规格的限制。项目的主要特征明确的目标定义好的生命周期通常涉及代多个部门和专业一般情况下要做以往从未做过的事特别的时间、成本和性能要求。CharacteristicsofProjectsInvolvingasignal,definablepurposeorend-item(productorresult).Thepurposeisspecifiedintermsofcost,schedule,andperformancerequirements.Purposeandend-itemchangefromprojecttoproject.Unique.Aprojectrequiresdoingthingsdifferentlythanbefore.Aprojectisaone-of–a–kindactivity,nevertobeexactlyrepeated.Atemporaryactivity.Itisundertakentoaccomplishagoalwithinagivenperiodoftime;oncethegoalisachieved,theprojectceasestoexist.CharacteristicsofProjectsUtilizingskillsandtalentsfrommultipleprofessionsandorganizations.Aprojectoftenrequiresmultipleskillsthatrelyontaskinterdependencieswhichmayintroducenewanduniqueproblems.Tasksandskillrequirementschangefromprojecttoproject.Possiblyunfamiliar.Itmayencompassnewideas,approaches,ortechnologyandpossesselementsofsignificantuncertaintyandrisk.Thereissomethingatstake.Failureoftheprojectmightjeopardizetheorganizationoritsgoals.CharacteristicsofProjectsTheprocessofworkingtoachieveagoal.Aprojectpassesthroughseveraldistinctphase;tasks,people,organizations,andresourceschangeastheprojectmovesfromonephasetothenext.CharacteristicsofProjectsManagementAsingleperson,theprojectmanager,headstheprojectorganizationandoperatesindependentofthenormalchain-of-command.Thisorganizationreflectsthecross-functional,goal-oriented,temporarynatureoftheproject.Theprojectmanageristhefocalpointforbringingtogetheralleffortstowardalleffortstowardasignalprojectobjective.Becauseeachprojectrequiresavarietyofskillsandresources,theactualworkmightbeperformedbypeoplefromdifferentfunctionalareasorbyoutsidecontractors.CharacteristicsofProjectsManagementTheprojectmanagerisresponsibleforintegratingpeoplefromdifferentfunctionaldisciplinesworkingontheproject.Theprojectmanagernegotiatesdirectlywithfunctionalmanagersforsupport.Functionalmanagersareresponsibleforindividualworktasksandpersonnelwithintheproject;theprojectmanagerisresponsibleforintegratingandoverseeingthestartandcompletionofactivities.Theprojectfocusesondeliveringaparticularproductorserviceatacertaintimeandcostandtothesatisfactionoftechnicalrequirements.Incontrast,functionalunitsmustmaintainanongoingpoolofresourcestosupportorganizationgoals.Asaresult,conflictmayexistbetweentheprojectandfunctionalmanagersoverthetimeandtalenttobeallottedtoaproject.CharacteristicsofProjectsManagementAprojectmighthavetwochains-of-command—oneverticalandfunctional,onehorizontalandproject—andpeoplemightreporttoboththeprojectmanagerandafunctionalmanager.Decisionmaking,accountability,outcomes,andrewardsaresharedamongmembersoftheprojectteamandsupportingfunctionalunits.CharacteristicsofProjectsManagementCharacteristicsofProjectsManagementThoughtheprojectorganizationistemporary,thefunctionalorsubcontractingunitsfromwhichitisformedarepermanent.Whenaprojectends,theprojectorganizationisdisbandedandpeoplereturntotheirfunctionalorsubcontractingunits,orarereassignedtonewprojects.Projectcanoriginateatdifferentplacesinsideoroutsidetheorganization.Productdevelopmentandrelatedprojectstendtoemergefrommarketing,whereastechnologicalapplicationsoriginatefromR&D,andsoon.Characteristics