项目管理办公室.doc

Project Management Office 项目管理办公室 A project management office （PMO） is an organizational unit to centralize and coordinate the management of projects under its domain. A PMO can also be referred to as a “program management office,” “project office,” or “program office.” A PMO oversees the management of projects, programs, or a combination of both. The projects supported or administered by the PMO may not be related other than by being managed together. Some PMOs, however, do coordinate and manage related projects. In many organizations, those projects are indeed grouped or are related in some manner based on the way the PMO will coordinate and manage those projects. The PMO focuses on the coordinated planning, prioritization and execution of projects and subprojects that are tied to the parent organizations or clients overall business objectives. 项目管理办公室（PMO）是组织中集中和协调管理其管辖的各个项目的实体。项目管理办公室也可以叫做“计划管理办公室”或“计划办公室”。项目管理办公室监督项目或计划，或者两者组合的管理。由项目管理办公室支持或负责日常事务的项目除了一起管理之外，彼此之间不一定有关系。但是，有些项目管理办公室的确协调和管理互相联系的项目。在许多组织中，项目的确根据项目管理办公室协调与管理这些项目的方式而组合，或以某种方式互相联系起来。项目管理办公室将注意力集中在与母体组织或顾客整体经营目标紧密联系的项目和子项目的统一规划、优先顺序、轻重缓急和执行方面。 PMOs can operate on a continuum, from providing project management support functions in the form of training, software, standardized policies, and procedures, to actual direct management and responsibility for achieving the project objectives. A specific PMO can receive delegated authority to act as an integral stakeholder and a key decision-maker during the initiation stage of each project, can have the authority to make recommendations, or can terminate projects to keep the business objectives consistent. In addition, the PMO can be involved in the selection, management, and redeployment, if necessary, of shared project personnel and, where possible, dedicated project personnel. 项目管理办公室的任务范围很广，事无巨细，从为项目管理提供培训、软件、标准方针与程序方面的支持，到实际直接管理并承担实现项目目标的责任。具体的项目管理办公室在每一个项目的发起阶段可以接受委托与权限，充当利害关系者代表和关键的决策人，还可能有权提出建议，甚至有权为坚持经营目标而终止项目。此外，如有必要，项目管理办公室也参与对全职或兼职项目团队人员的选用、管理和调动，如有可能，应尽量选用全职的团队人员。 项目管理办公室(中英对照)2Some of the key features of a PMO include, but are not limited to: 项目管理办公室的某些重要特征包括，但不限于如下方面： Shared and coordinated resources across all projects administered by the PMO 所有项目共同使用的资源由项目管理办公室管理并协调； Identification and development of project management methodology, best practices, and standards 识别与提出项目管理方法系、最好的做法和标准； Clearinghouse and management for project policies, procedures, templates, and other shared documentation 交换项目方针、程序、样板和其他共用文件的场所； Centralized configuration management for all projects administered by the PMO 对所有由项目管理办公室管理的项目进行集中的配置管理； Centralized repository and management for both shared and unique risks for all projects 对所有项目的共同与独特风险进行集中缓冲与管理； Central office for operation and management of project tools, such as enterprise-wide project management software 使用与管理项目工具，如全组织项目管理软件的集中场所； Central coordination of communication management across projects 统一协调各项目之间的沟通管理； A mentoring platform for project managers 各项目经理的辅导站； Central monitoring of all PMO project timelines and budgets, usually at the enterprise level 一般站在组织的角度集中监视所有由项目管理办公室管理的项目时间进度和预算； Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization. 在项目经理与任何内部或外部质量人员或标准组织之间协调整个项目的标准。项目管理办公室(中英对照)3 Differences between project managers and a PMO may include the following: 项目管理与项目管理办公室之间的差别可能包括如下方面： Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization. 项目经理与项目管理办公室追求的目标不同，并因此而服从不同的要求。然而，所有这些努力都应同组织的战略保持一致。 A project manager is responsible for delivering specific project objectives within the constraints of the project, while a PMO is an organizational structure with specific mandates that can include an enterprisewide perspective. 项目经理负责在项目的制约范围内提交具体的项目成果，而项目管理办公室是一种包括诸如全组织视野等在内的具体强制性要求的组织结构。 The project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives. 项目经理的注意力中心是事先规定好的项目目标，而项目管理办公室负责管理重要的计划范围变更，可能将其视为能够更好地实现经营目标的潜在机会。 The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects. 项目经理控制分配给项目的资源，以便最好地实现项目目标，而项目管理办公室在所有的项目中以最优的方式使用共用的组织资源。 The project manager manages the scope, schedule, cost, and quality of the products of the work packages, while the PMO manages overall risk, overall opportunity, and the interdependencies among projects. 项目经理管理工作细目成果的范围、进度、费用和质量，而项目管理办公室管理整体风险、整体机会和项目之间的相互依赖关系。 The project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview. 项目经理报告项目绩效和项目具体的信息，而项目管理办公室提供统一的报告，以及从单位整体角度对由其管辖的项目的看法。综合行动、管理及子项目(中英对照)1 Portfolios and Portfolio Management 综合行动与综合行动管理 A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs in the portfolio may not necessarily be interdependent or directly related. Funding and support can be assigned on the basis of risk/reward categories, specific lines of business, or general types of projects, such as infrastructure and internal process improvement. 综合行动是为了便于有效管理以实现战略经营目标，而将项目或计划与其他工作组合后形成的。综合行动中的项目或计划不一定互相依赖或有直接关系，可以根据风险或好处的类型、具体的经营品种或一般类型的项目来分配资金或后勤保证，例如，基础设施与内部流程改进。 Organizations manage their portfolios based on specific goals. One goal of portfolio management is to maximize the value of the portfolio by careful examination of candidate projects and programs for inclusion in the portfolio and the timely exclusion of projects not meeting the portfolios strategic objectives. Other goals are to balance the portfolio among incremental and radical investments and for efficient use of resources. Senior managers or senior management teams typically take on the responsibility of portfolio management for an organization. 组织根据具体的目的来管理综合行动。综合行动管理的目的之一是通过慎重选择项目或计划并及时剔除不满足综合行动战略目标的项目，使综合行动的价值达到最大。其他的目的用来权衡逐步投资与基本投资的利弊和有效利用资源。高层管理人员或高层项目管理人员一般承担组织的综合行动管理的责任。 综合行动、管理及子项目(中英对照)2 Subprojects 子项目 Projects are frequently divided into more manageable components or subprojects, although the individual subprojects can be referred to as projects and managed as such. Subprojects are often contracted to an external enterprise or to another functional unit in the performing organization. Examples include: 项目经常被划分为多个较易管理的组成部分或子项目。单个子项目可以叫做项目并加以管理。子项目常常发包给外部单位或实施组织内部的其他职能单位。下面是子项目的一些例子： Subprojects based on the project process, such as a single phase in the project life cycle 根据项目过程规定的子项目，如项目生命期的一个阶段。 Subprojects according to human resource skill requirements, such as plumbers or electricians needed on a construction project 根据人力资源技能确定的子项目，如施工项目中的水电工人。 Subprojects involving specialized technology, such as the automated testing of computer programs on a software development project. 需要使用专业技术的子项目，如软件开发项目中的计算机程序自动测试。 On very large projects, the subprojects can consist of a series of even smaller subprojects. 对于非常大的项目，子项目可以由更小的子项目组成。Project Management Context 项目管理环境 Project management exists in a broader context that includes program management, portfolio management and project management office. Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject, in which a program consisting of several associated projects will contribute to the achievement of a strategic plan. 项目管理处于广泛的环境之中，包括计划管理、综合行动和项目管理办公室。战略计划、综合行动、计划、项目与子项目经常组成为多层次的系统，其中由若干项目联系的项目组成的计划有助于战略计划的实现。 Programs and Program Management 计划与计划管理 A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program. For example: 计划是经过协调统一管理以便获取单独管理时无法取得的效益和控制的一组互相联系的项目。许多计划还包括处于计划中各单个项目范围之外的有关工作的因素。例如： 管理环境及计划与计划管理(中英对照)1 Project Management Context 项目管理环境 Project management exists in a broader context that includes program management, portfolio management and project management office. Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject, in which a program consisting of several associated projects will contribute to the achievement of a strategic plan. 项目管理处于广泛的环境之中，包括计划管理、综合行动和项目管理办公室。战略计划、综合行动、计划、项目与子项目经常组成为多层次的系统，其中由若干项目联系的项目组成的计划有助于战略计划的实现。 Programs and Program Management 计划与计划管理 A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program. For example: 计划是经过协调统一管理以便获取单独管理时无法取得的效益和控制的一组互相联系的项目。许多计划还包括处于计划中各单个项目范围之外的有关工作的因素。例如： 管理环境及计划与计划管理(中英对照)2 A new car model program can be broken up into projects for the design and upgrades of each major component （for example, transmission, engine, interior, exterior） while the ongoing manufacturing occurs on the assembly line 某新型汽车计划可分解为各个主要部件（如传动、发动机、车箱内部和外部）设计和更新的若干项目，而不打断装配线上的制造过程。 Many electronics firms have program managers who are responsible for both individual product releases （projects） and the coordination of multiple releases over a period of time （an ongoing operation）。 许多电子器件公司都有“计划经理”，他们既负责单项产品的推出（项目），也负责长期协调多项产品的推出（持续运作）。 Programs also involve a series of repetitive or cyclical undertakings. For example: 计划还可能涉及一系列重复的或循环执行的任务。例如： Utilities often speak of an annual “construction program,” a series of projects built on previous efforts 公用事业部门常说“年度施工计划”，是靠以前的努力建成的一系列项目。 管理环境及计划与计划管理(中英对照)3 Many nonprofit organizations have a “fundraising program,” to obtain financial support involving a series of discrete projects, such as a membership drive or an auction 许多非营利性的组织都有“资金筹集计划”，这是为获取资助的一系列需要单个进行的项目，诸如会员征集活动或拍卖活动。 Publishing a newspaper or magazine is also a program with each individual issue managed as a project. This is an example of where general operations can become “management by projects”。 报刊杂志的出版工作也是计划，每一期都按项目进行管理。出版工作本身是一项持续的业务，但是每期期刊则是其中的一个项目。报刊杂志的出版是一般连续业务“按照项目管理”的一个例子。 In contrast with project management, program management is the centralized, coordinated management of a group of projects to achieve the programs strategic objectives and benefits. 同项目管理相比，计划管理是为了实现计划的战略目标与利益，而对一组项目进行的统一协调管理。处理人际关系技能(中英对照) Interpersonal Skills 处理人际关系技能 The management of interpersonal relationships includes: 管理人际关系包括： Effective communication. The exchange of information 有效的沟通。交流信息。 Influencing the organization. The ability to “get things done” 对组织施加影响。“把事情办成”的能力。 Leadership. Developing a vision and strategy, and motivating people to achieve that vision and strategy 领导。构见远景和战略，并激励人们实现之。 Motivation. Energizing people to achieve high levels of performance and to overcome barriers to change 激励。让人们充满活力去取得高水平的业绩并克服变革的障碍。 Negotiation and conflict management. Conferring with others to come to terms with them or to reach an agreement 谈判与冲突管理。与他人商讨，与其取得一致或达成协议。 Problem solving. The combination of problem definition, alternatives identification and analysis, and decision-making. 解决问题。将明确问题、识别解决