ProjectManagement(暨南大学佟瑞).ppt

Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,1,项目管理ProjectManagement项目管理课程介绍JinanUniversity佟瑞,CliffordF.Gray/ErickW.larsonProjectManagement:TheManagerialprocess,Session#1,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,2,WelcometoPMCourse欢迎学习项目管理课程,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,3,ContactModes联系方式,手机-Mail:tongruitongrui001,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,4,WhatIExpectofMyself对我自己的期望,Facilitatelivelyandmeaningfuldiscussion.使课上讨论生动活泼，富有意义Focusactivitiesaround“realworld”situations注重实际情况Provideconstructivefeedback.提供建设性的反馈。Meetyourneeds(asbestIcan).尽我所能满足大家的要求。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,5,WhatIaskofYou老师对学生们的要求,Activeparticipation积极参与Openmindedness开动脑筋Constructivedialog建设性的对话Activelistening积极听讲Helpingwithkeepingus(i.e.“me”)ontaskhowtoplan,begin,carryout,controlandcloseprojectprocesses;andtherelationshipbetweenprojectsandanorganizationsmission,objectivesandgoals.本课程介绍了用于项目管理当中一些特别的管理概念和技术。题目包括：组织结构，如何做计划、如何开始、执行、控制及结束项目过程；以及项目与组织使命，目的和目标的关系等。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,7,Everyonecouldbesuccessful,PMshouldbeagoldenkeythatwouldbringyousuccess,Yourfuturesuccesswoulddependonyourbehaviorofdoingsomethingandthewayofthinking.Interpersonalrelationshipshouldbestressedwhereveryougo.IQisimportant,butEQismoreimportantthanIQ.(智商Intelligencequotient,),Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,8,LearningGoals学习目标,Uponthesuccessfulcompletionofthiscourse,youwillbeableto:Understandhowprojectsandprojectmanagementrelatetothevariousfunctionsofanorganizational“enterprise”;Assessprojectfeasibilityandprojectplancompleteness,procedures,andtechniques;Applybasicprojectmanagementconceptstobusinesssituations,includingthe“projectlifecycle”.成功地学完本课程后，学生们将能够：1）了解项目和项目管理与组织企业中的各种职能的相关性。2）评估项目的可行性、项目计划的完整性以及项目程序和技术。3）应用项目管理的基本概念于具体商业情形中，包括项目生命周期等。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,9,Assignments,FinalExamandGrading作业，最终考试和评分,GroupAssignment30points小组作业（Projectplan）Classparticipation课上参与-10FinalExam最终考试60pointsTotal100points总分,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,10,GroupAssignment小组作业,Developadetailedprojectplan.Thisprojectplanshouldberepresentativeofthoseinuseinactualprojectsinyourenvironments.Youmaypickaprojectofyourown,usinganactualorcreatedsituation.Yourplanmustincludethecoreelementslistedbelow,usingconventionalformats:制定一个详细的项目计划书该项目计划书应当能代表商业环境中具体的项目。你可以自己选择一个项目，用实际的或虚拟的。项目计划书一定包含如下的核心要素，按常规的格式去写。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,11,GroupAssignment小组作业,ForgroupassignmentyouwillcreateadetailedWorkBreakdownStructure(WBS)foraprojectofyourchoice.TheWBSshouldincludeanelementdictionarythatdescribeseachelementatleasttolevelthree.选定项目创立一个详细的WBS,至少要分三层。YourWBSprojectmayinvolveanyoneofthefollowingprojecttypes:WBS项目可以包括如下类型的项目。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,12,GradingCriteriaforIndividualAssignments作业的评分标准,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,13,AssignmentSpecificRequirements作业的特别要求,AssignmentPleasesubmititonthedateoffinalexambyhardcopyandalsoe-mailmeatthesametime.请将打印好的作业在最终考试时交于老师，同时请将作业电子版发到我的电子信箱中。LengthofPaper.Aqualityundergraduate-levelresearchpaperofthistypeshouldconsistofbetween5-8typed,doublespacedpages(notincludingtitlepage,tableofcontents,orreferencelist)5-8页，空两格间距大学生水平质量的研究论文（不包括标题页，目录以及参考文献）WritingStyle.AmericanPsychologicalAssociation(APA)recommended推荐用美国心理协会的写作风格（APA格式）,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,14,OverviewofProjectManagement项目管理概要,TIME,COST,PERFORMANCE/TECHNOLOGY,RESOURCES,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,15,OverviewofProjectManagement项目管理概要,Thisfigureisapictorialrepresentationofprojectmanagement.该图是一种项目管理的图形解释Theobjectiveofthefigureistoshowthatprojectmanagementisdesignedtomanageorcontrolcompanyresourcesonagivenactivity,withintime,withincost,andwithinperformance.这张图的目的是表明项目管理是在一定的时间、成本、绩效下，针对给定的活动管理或控制公司资源。Time,cost,andperformancearetheconstraintsontheproject.时间、成本、和绩效是项目的约束因素Iftheprojectistobeaccomplishedforanoutsidecustomer,then,projecthasafourthconstraint:goodcustomerrelations.如果项目是为外部客户实施的，那么，项目又有了第四个限制因素：良好的客户关系。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,16,ThreeProjectobjectives三个项目目标,Time时间Cost成本Performance绩效,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,17,Whatisproject?什么是项目？,Aprojectisacomplex,non-routine,one-timeeffortlimitedbytime,budget,resources,andperformancespecificationdesignedtomeetcustomerneeds.项目是一种复杂的，非日常性的、一次性的努力，并受时间、预算、资源以及能满足客户要求绩效或规格的限制。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,18,Aprojectisaonetimejoboractivity项目是一次性的工作或活动。Hasdefinitestartingandendingpoints有明确的开始和结束点。Clearlydefinedobjectives有清楚界定的目标。Scope有范围Budget有预算Aprojectisaproblemscheduledforsolution.Dr.J.M.Juran(DeanofAmericanconsultantsonqualitycontrol,wasapioneerinthedevelopmentofprinciplesandmethodsformanagingqualitycontrolprograms),WhatisProject?什么是项目？,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,19,WhatisaProject?什么是项目?,AProjectisanyseriesoftasksandactivitiesthat:,HaveSpecificObjectivestobeCompletedWithinCertainSpecifications某种规定内要完成特定的目标,HaveDefinedStartandEndDates有开始和结束日期,HaveFundingLimits有资金的限制,ConsumeResources要消耗资源，包括人力、物力。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,20,Themajorcharacteristicsofaproject项目的主要特点,Anestablishedobjective一个确立的目标Adefinedlifespanwithabeginningandanend;有规定的生命周期，有开始和结束。Usually,theinvolvementofseveraldepartmentsandprofessionals.通常会有多部门及众多专业人员参与。（强调跨部门沟通与协作）Typically,doingsomethingthathasneverbeendonebefore.过去从未做过。（不确定性大）Specifictime,cost,andperformancerequirements.有具体的时间，成本以及绩效要求。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,21,Projectlifecycle项目生命周期,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,22,Projectlifecycle项目生命周期,Definition:Specificationsoftheprojectaredefined;projectobjectivesareestablished;teamsareformed;majorresponsibilitiesareassigned.Planningstage:thelevelofeffortincreasesandplansaredevelopedtodeterminewhattheprojectwillentail,whenitwillbescheduled,whomitwillbenefit,whatqualitylevelshouldbemaintainedandwhatthebudgetwillbe.Executionstage:Amajorportionoftheprojectworktakesplace-bothphysicalandmental.Thephysicalproductisproduced(abridge,areport,andsoftwareprogram),Time,costandspecificationmeasuresareusedforcontrol.Istheprojectonschedule,onbudget,andmeetingspecifications?Whataretheforecastsofeachofthesemeasures?Whatrevisions/changesarenecessary?Deliverystage:Includesthetwoactivities:deliveringtheprojectproducttothecustomerandredeployingprojectresources.Deliveryoftheprojectmightincludecustomertrainingandtransferringdocuments.Redeploymentusuallyinvolvesreleasingprojectequipment/materialstootherprojectsandfindingnewassignmentsforteamsmembers,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,23,WHYUSEPROJECTMANAGEMENT?为什么要用项目管理？,ProjectManagementandproductivityarerelated！项目管理与生产力相关！,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,24,TheImportanceofProjectManagement项目管理的重要性(Thedawningof“theageofProjectManagement”),CompressionoftheProductLifeCycle产品生命周期的缩短GlobalCompetition全球性竞争KnowledgeExplosion知识爆炸CorporateDownsizingforsurvival求生存公司压缩IncreasedCustomerFocus客户化服务的增强RapidDevelopmentofDevelopingcountriesandClosedEconomies第三世界，发展中国家飞速发展以及封闭经济的解禁SmallProjectsRepresentBigProblems小项目代表大问题,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,25,TheimportanceofProjectManagement&TheAgeofProjectManagement项目管理的重要性与项目管理的时代,1-2,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,26,TheImportanceofProjectManagement,GlobalcompetitionTodaysopenmarketdemandsnotonlycheaperproductsandservicesbutalsobetterproductsandservices.ThishasledtotheemergenceofthequalitymovementacrosstheworldwithISO9000certificationarequirementfordoingbusiness.ISO9000isafamilyofinternationalstandardsforqualitymanagementandassurance.Thesestandardscoverdesign,procurement,qualityassurance,anddeliveryprocessesforeverythingfrombankingtomanufacturing.QualitymanagementandimprovementinvariablyinvolveprojectmanagementMoreandmoreworkisbeingclassifiedasprojects,Individualsarebeingassignedresponsibilitytoachieveaspecificobjectivewithinagivenbudgetandbyaspecifieddeadline.Projectmanagement,withitstriplefocusontime,cost,andperformance,isprovingtobeanefficient,flexiblewaytogetthingsdone.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,27,TheImportanceofProjectManagement,KnowledgeexplosionThegrowthinnewknowledgehasincreasedthecomplexityofprojectsbecauseprojectsencompassthelatestadvances.Forexample,buildingaroad30yearsagowassomewhatsimpleprocess.Today,eachareahaveincreasedincomplexity,includingmaterials,specifications,codes,aesthetics,equipment,andrequiredspecialists.Similarly,intodaysdigital,electronicageitisbecominghardtofindanewproductthatdoesnotcontainatleastonemicrochip.Projectcomplexityhasincreasedtheneedtointegratedivergenttechnologies.Projectmanagementhasemergedasanimportantdisciplineforachievingthistask.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,28,TheImportanceofProjectManagement,CorporateDownsizingThelastdecadehasseenadramaticrestructuringoforganizationallife.Downsizingandstickingtocorecompetencieshavebecomenecessaryforsurvivalformanyfirms.Middlemanagementisamereskeletonofthepast.Intodaysflatterandleanerorganizations,wherechangeisaconstant,projectmanagementisreplacingmiddlemanagementasawayofensuringthatthingsgetdone.Corporatedownsizinghasalsoledtoachangeinthewayorganizationsapproachprojects.Companiesoutsourcesignificantsegmentsofprojectwork,andprojectmanagementhavetomanagenotonlytheirownpeoplebutalsotheircounterpartsindifferentorganizations.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,29,TheImportanceofProjectManagement,IncreasedCustomerfocusIncreasedcompetitionhasplacedapremiumoncustomersatisfaction.Customersnolongersimplesettleforgenericproductsandservices.Theywantcustomizedproductsandservicesthatcatertotheirspecificneeds.Thismandaterequiresamuchcloserworkingrelationshipbetweentheproviderandthereceiver.Increasedcustomerattentionhasalsopromptedthedevelopmentofcustomizedproductsandservices.Projectmanagementiscriticalbothtodevelopmentofcustomizedproductsandservicesandtosustaininglucrativerelationshipswithcustomers.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,30,TheImportanceofProjectManagement,RapiddevelopmentofthirdworldandclosedeconomiesThecollapseoftheSovietEmpireandthegraduateopeningofAsiancommunistcountrieshavecreatedanexplosionofpent-updemandwithinthesesocietiesforallmangerofconsumergoodsandinfrastructuredevelopment.Westernfirmsarescramblingtointroducetheirproductsandservicetothesenewmarkets,manyfirmsareusingprojectmanagementtechniquestoestablishdistributionchannels,andforeignbasesofoperations,thesehistoricalchangehavecreatedatremendousmarketforcoreprojectworkintheareaofheavyconstructionandtelecommunicationsaseasternEuropeanandAsiancountriesstrivetorevitalizetheirinefficientindustriesanddecrepitinfrastructure.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,31,TheImportanceofProjectManagement,SmallprojectsrepresentbigproblemsThevelocityofchangerequiredtoremaincompetitiveorsimplykeepuphascreatedanorganizationalclimateinwhichhundredsofprojectsareimplementedconcurrently.Thisclimatehascreatedamultiprojectenvironmentandaplethoraofnewproblems.Sharingandprioritizingresourcesacrossaportfolioofprojectsisamajorchallengeforseniormanagement.Smallprojectstypicallycarrythesameormoreriskasdolargeprojects.Becausesomanyprojectsaregoingonconcurrentlyandbecausetheperceptionoftheinefficiencyimpactissmall,measuringinefficiencyisusuallynonexistent.Unfortunately,manysmallprojectssoonadduptolargesumsofmoney,manycustomersandmillionsofdollarsarelosteachyearonsmallprojectsinproductandserviceorganizations.Manysmallprojectscaneatupthepeopleresourcesofafirmandrepresenthiddencostsnotmeasuredintheaccountingsystem.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,32,TheImportanceofProjectManagement,Organizationswithmanysmallprojectgoingonconcurrentlyfacethedifficultprojectmanagementproblems.Akeyquestionbecomesoneofhowtocreateanorganizationalenvironmentthatsupportsmultiprojectmanagement.Aprocessisneededtoprioritizeanddevelopaportfolioofsmallprojectsthatsupportsthemissionoftheorganization.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,33,TheImportanceofProjectManagement,Insummary,thereareavarietyofenvironmentalforcesinteractingintodaysbusinessworldthatcontributetotheincreaseddemandforgoodprojectmanagementacrossallindustriesandsectors.Projectmanagementapprearstobeideallysuitedforabusinessenvironmentrequiringaccountability,flexibility,innovation,speedandcontinuousimprovement,however,peopledonotembracechangeeasilyorquickly.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,34,The“professional”PMPMIMembership美国项目管理协会会员数从90年到2001年剧增情况。,1990:7,500members2001:86,000members,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,35,战略管理、运作管理与项目管理Strategicmanagement,Operationmanagementandprojectmanagement,战略管理（Strategicmanagement）它从宏观上帮助组织明确和把握组织发展的方向。运作管理（OperationManagement)对日常的、重复性的工作管理项目管理（Projectmanagement)对一次性的、创新性工作的管理,战略管理Strategymanagement,项目管理Projectmanagement,运作管理OperationManagement,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,36,TheThree-LeggedStool三腿凳,Project,Manager,Line,Management,Management,Senior,(I.e.Sponsor),Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,37,MATURITYINPROJECTMANAGEMENTISLIKEATHREE-LEGGEDSTOOL.THELEGSREPRESENTTHE:三条腿分别代表：ProjectManager项目经理LineManager(s)直线经理ExecutiveManagement(i.e.ProjectSponsor)高级执行管理人，项目赞助发起人Maturitycannotexistwithoutstability,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,38,TOPOFTHETHREE-LEGGEDSTOOL三腿凳的顶部,ORGANIZATIONALSTRUCTURE组织结构,ORGANIZATIONALBEHAVIOR组织行为,TOOLS&工具和技术TECHNIQUES,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,39,Money(controlledbyProjectmanager)资金（由项目经理控制）Manpower(controlledbylinemanager）人力由直线经理控制Equipment(controlledbylinemanager)设备由直线经理控制Facilities(controlledbylinemanager)设施由直线经理控制Materials(controlledbylinemanager)材料由直线经理控制Information/technology(controlledbylinemanager)信息/技术由直线经理控制Projectmanagermust,therefore,negotiatewithlinemanagersforallprojectresources,因此，项目经理必须与直线经理沟通协商以获得所有项目资源。Effectiveprojectmanagementrequiresanunderstandingofquantitativetoolsandtechniques,organizationalstructures,organizationalbehavior.有效的项目管理需要了解定量工具和技术、组织结构以及组织行为等。,Resourcesthatmostcompanieshave多数公司具有的资源,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,40,CapabilityMaturityModel(CMM)能力成熟度模型（developedbySEIandPMIatCarnegieMellonUniversity),Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,41,CapabilityMaturityModel(CMM)能力成熟度模型（developedbySEIandPMIatCarnegieMellonUniversity),Eachlevelrepresentsanadvanceintheuseofbenchmarkedprojectmanagementbestpractices.Level1:Thereisanabsenceofaprocessfordevelopingaprojectplanthatincludescost,time,andperformance(Unpredictableprocesses)Level2:Repeatableprocessesusedprimarilyonlargemission-criticalprojects.Level3Well-definedprocessesthatareintegratedwithorganizationprocesses.Level4:Thehighestlevelrepresentsseamless,integrated,holisticprojectsystemsandprocessesthatincludestrategicdecisionsthattakeintoaccountprojectselection,plans,performance,andlessonslearned.Level5:Continuousimprovementbyarchivingandusinglessonslearnedtoimproveprojectmanagementlearned.,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,42,IntegratedManagementofProjects项目的综合管理,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,43,IntegrationofProjectswiththeStrategicPlan,Insomeorganizations,selectionandmanagementofprojectsoftenfailtosupportthestrategicplanoftheorganization.Strategicplansarewrittenbyonegroupofmanagers,projectsselectedbyanothergroup,andprojectsimplementedbyanother.在一些组织中，项目的选择和管理常常未能支持组织的战略计划。战略计划由一群管理人员编撰，而项目有另一组人选择，又由再一组人来实施。Theseindependentdecisionsbydifferentgroupsofmanagerscreateasetofconditionsleadingtoconflict,confusion,andfrequently,anunsatisfiedcustomer.不同管理人员群体的这些独立决策产生了一系列的情况，导致了冲突、混乱、以及常常使客户不满意。Undertheseconditions,resourcesoftheorganizationarewastedinnon-value-addedactivities/projects.在这些情况下，组织的资源被浪费在没有附加值的活动/项目上。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,44,Anintegratedprojectmanagementsystem,Anintegratedprojectmanagementsystemisoneinwhichallofthepartsareinterrelated.Achangeinanyoneofthepartswillinfluencethewhole.在整合的项目管理系统中，所有的部分都是彼此相关的，任何部分的变化会影响整体。Everyorganizationhasacustomeritisseekingtosatisfy.Thecustomersetstheraisondetrefortheorganization.每个组织都有其力图满足的客户，客户决定了组织的生存理由。Mission,objectives,andorganizationstrategiesaresettomeettheneedsofcustomers.使命、目标、和组织战略的制定必须满足客户的需要。Developmentofamission,objectives.Andorganizationstrategiesdependontheexternalandinternalenvironmentalfactors.使命、目标、和组织战略取决于外部和内部的环境因素。,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,45,TheTechnicalandSocioculturalDimensionsoftheProjectManagementProcess项目管理过程技术和社会文化维度(科学与艺术）,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,46,Operationsandprojectssharemanycharacteristics,theyareperformedbypeople,constrainedbylimitedresources,planned,executedandcontrolled.(commonpoints)共同点：都是有人来实施的，受有限资源的限制，都需要计划、实施和控制。Operationsandprojectsdifferprimarilyinthatoperationisongoingandrepetitivewhileprojectsaretemporaryandunique.(differentpoints)其主要区别是：运作是正在进行中，重复性的工作，而项目是临时的，唯一性的。Projectsareoftenimplementedasameanofachievinganorganizationsstrategicplan.(corporatestrategicgoalandplancanbeachievedbyprojects)项目常常作为实现组织战略计划的工具而实施的。公司目标和计划是通过项目来实现的。,Thedifferencebetweenprojectandoperation?项目与运作的区别？,Sep.-Nov.2004暨南大学管理学院,佟瑞(EdwardTong)MBA,MPMcopyrightreserved,47,Newproductorservicedevelopment,effectingachangeinstructure,staffing,orstyleofanorganization,新产品或服务开发，影响结构、人员或组织类型的变化。Designingnewtransportationvehicle(car,train,shipaircraft)设计新的运输交通工具（如汽车、火车，轮船、飞机）Developanewormodifiedinformationsystem(MIS