项目管理(中英文对照49)

1、?工程管理?Project Management佟 瑞Jinan UniversityClifford F.Gray /Erik W.LarsonProject Management:The Managerial processSession #2 Sep.-Dec. 2004 Jinan University1工程选择与组织战略 The Project Selection& Organization strategy Sep.-Dec. 2004 Jinan University2The thought for success 成功思维The successful man lengthens

2、 his stride when he discovers that signpost has deceived him; the failure looks for a place to sit down. - J.R. Rogers 成功的人发现受到路标愚弄时，仍迈步而行，但失败者却找个地方先坐下来再说。Sep.-Dec. 2004 Jinan University3Aligning Projects with organization Strategy工程与组织战略相一致Identification of projects priority and linkage with the st

3、rategic plan 工程优先权的识别及与战略规划的联系Value contribution to the organizations strategic plan 对组织战略规划的价值奉献。Project managers need to understand the Strategic management Process. 工程经理需要了解战略管理过程 Sep.-Dec. 2004 Jinan University4Comments from Project managersWhere did this project come from?Should I stop working

4、on this project and start on the new one?Why are we doing this project?How can all these projects be first priority?Where do they get the resources to do this project? Sep.-Dec. 2004 Jinan University5Aligning Project with Organization Strategy 工程与组织战略相一致Strategy is implemented through projects. Ever

5、y project should have a clear link to organization strategy 战略是通过工程来实现的，每一工程都应该与组织战略有清晰的联系。 There are too many organizations in which many managers cannot identify a projects and link it with the strategic plan 太多的组织中，许多经理们不能够识别工程并将之与组织战略方案联系起来。 Sep.-Dec. 2004 Jinan University6What is Strategic mana

6、gement?Strategic management is the process of assessing what we are and deciding and implementing what we intend to be and how we are going to get there. Strategy describes how an organization intends to compete with the resources available in the existing and perceived future environment. Sep.-Dec.

7、 2004 Jinan University7Two major dimensions of strategic management Responding to changes in the external environment.Allocating scarce resources of the firm to improve its competitive position.Constant scanning of the external environment for changes in a major requirement for survival in a dynamic

8、 competitive environment. Sep.-Dec. 2004 Jinan University8Strategic management s focusIt provides the theme and focus of the future direction of the organization.It supports consistency of action at every level of the organization.It encourages integration because effort and resources are committed

9、to common goals and strategies.It is a continuous, iterative process aimed at developing an integrated and coordinated long-term plan of action.Sep.-Dec. 2004 Jinan University9The Strategic Management Process 战略管理过程 Strategy can decide the survival of an organization. 战略能够决定组织的生存 But what the action

10、 course it should pursue can decide the success or failure of an organization 但它要采取的行动路线却能决定组织的成败。Strategic management requires strong links among mission, goals, objectives, strategy, and implementation, 战略管理要求组织使命、目标、目的，战略以及执行强紧密联系。Sep.-Dec. 2004 Jinan University10The Strategic Management Process

11、战略管理过程Review and define the organizational mission. 评论和界定组织使命Set Long-range goals and objectives. 设立长期目标和目的。Analyze and formulate strategies to reach objectives 分析并说明战略以期到达目标Implement strategies through projects. 通过工程来执行战略 Sep.-Dec. 2004 Jinan University11 Strategic Management Process 战略管理过程 2-1Sep.

12、-Dec. 2004 Jinan University12The Strategic Management Process 战略管理过程Everyone in the organization should be keenly aware of the organizations mission 组织内每个人应当敏锐地知道组织使命 The mission statement communicates and identifies the purpose of the organization to all stakeholders. 使命说明是对所有的工程干系人传达并识别组织的目的。Sep.-

13、Dec. 2004 Jinan University13The Strategic Management Process 战略管理过程Mission statements can be used for evaluating organization performance 使命说明可以用来评价组织绩效 Statements frequently include organizational philosophy, key technologies, public image, and contribution to society. 该说明常常包括组织哲学，关键技术、公众形象，以及对社会的奉

14、献等 Mission statements change infrequently, but, it has to be revised when the nature of the business changes or shifts 使命说明很少变化。但业务性质改变或转换时，这就需要修改使命说明了。The statement cant be anybodys mission statement, 使命说明不能是任何人的使命说明Sep.-Dec. 2004 Jinan University14Long-Range Goals and Objectives长程目标和目的Organization

15、al objectives set targets for all levels of the organization 组织目标为组织各级层面设定了目标Objectives answer in detail where a firm is headed and when it is going to get there. 目标详细答复了公司的去向问题以及何时到达目的地。Objectives for the organization cover markets, products, innovation, productivity, quality, finance, profitabilit

16、y, employees, and consumers 组织目标涵盖了市场、产品、创新、生产力、质量、财务、收益性、员工以及消费者In summary, organizational objectives drive your projects. 总之，组织目标驱开工程. Sep.-Dec. 2004 Jinan University15Analyze and Formulate Strategies to Reach Objectives.分析并说明能达成目标的战略Formulating strategy answers the question of what needs to be do

17、ne to reach objectives. 战略说明答复了到达目标需要做什么的问题。Strategy formulation includes determining and evaluating alternatives that support the organizations objectives and selecting the best alternative.战略说明包括确定和评估能支持组织目标的可选择方案并选定最正确方案。Sep.-Dec. 2004 Jinan University16Analyze and Formulate Strategies to Reach O

18、bjectives.分析并说明能达成目标的战略Strategy formulation ends with cascading objectives or tasks assigned to lower divisions, departments or individuals 战略说明是以组织目标或任务分配给次层部门或个人而结束的20% managements effort on strategy formulation, 80% on determining how strategy will be implemented. 战略说明消耗20%的管理努力，决定如何执行战略却要消耗80%。

19、Sep.-Dec. 2004 Jinan University17Implement Strategies through Projects 通过工程来实现战略 Implementation answers the question of how strategies will be realized, given available resources 执行答复了在给定可供资源的条件下战略如何实现 Without implementation, success is impossible. 没有执行，成功是不可能的Sep.-Dec. 2004 Jinan University18The Ne

20、ed for an Effective Project Portfolio Management System 需要一个有效的工程组合管理系统Absence of a Priority System Linked to strategy Creates Problems 缺少与战略相联系的工程优先权系统会产生问题Conflicts frequently occur among functional managers and cause lack of trust. 职能经理间常发生冲突而导致缺乏信任。Frequent meetings are called to establish or re

21、negotiate priorities.常召开会议以建立或重新商谈工程优先权问题Sep.-Dec. 2004 Jinan University19The Need for an Effective Project Portfolio Management System 需要一个有效的工程组合管理系统(续People frequently shift from one project to another, Employees are confused about which projects are important 人们频繁调动不同工程，员工对那些工程是重要的常感到困惑。People a

22、re working on multiple projects and feel inefficient, 人们同时干多个工程而感到效率低下。 Resources are not adequate 资源不充足 Sep.-Dec. 2004 Jinan University20The Need for an Effective Project Portfolio Management System 需要一个有效的工程组合管理系统Organization Politics Project selection may be based not so much on facts and sound r

23、easoning, but rather on the persuasiveness and power of people advocating projects. 工程选择不是基于大量的事实和合理的论证，而是基于人们对于工程主张的说服力和权利。Savvy project managers recognize the importance of having “friends in higher courts who can advocate for their case and protect their interests. 有悟性的工程经理会意识到“朝里有人好做官的重要性，这样“朝里的

24、人会帮助工程经理们鼓吹他们的工程并保护他们的利益。Sep.-Dec. 2004 Jinan University21Strategy, Objectives, and Project Linkages 战略、目标以及工程联系2-2Sep.-Dec. 2004 Jinan University22Portfolio of Projects By Type工程类型组合2-4Sep.-Dec. 2004 Jinan University23Classification of ProjectCompliance (must do) projectCompliance projects are typi

25、cally those needed to meet regulatory conditions required to operate in a region; hence, they are called “must do projects.Emergency projects, such as rebuilding a soybean factory destroyed by fire, meet the must do criterion.Compliance and emergency projects usually have penalties if they are not i

26、mplemented.Sep.-Dec. 2004 Jinan University24Operational projectsOperational projects are those that are needed to support current operations.These projects are designed to improve efficiency of delivery systems, reduce products costs, and improve performance.TQM projects are examples of operational

27、projects.Sep.-Dec. 2004 Jinan University25Strategic projectsStrategic projects are those that directly support the organization long run mission.They frequently are directed toward increasing revenue or market share.Examples of strategic projects are new products, research and development.Anyone gen

28、erating a project proposal should classify their proposal by type, so the appropriate criteria can be used to evaluate their proposal.Sep.-Dec. 2004 Jinan University26Major Project Proposal主工程建议书2-5Sep.-Dec. 2004 Jinan University27Risk Analysis 风险分析2-6Sep.-Dec. 2004 Jinan University28Project Screeni

29、ng Process工程筛选过程2-7Sep.-Dec. 2004 Jinan University29Project Screening Matrix 工程筛选矩阵2-8Sep.-Dec. 2004 Jinan University30Project Portfolio Matrix 工程组合矩阵 (David and Jim Matheson)2-10Sep.-Dec. 2004 Jinan University31The grid has four quadrantsBread-and butter projects typically involve evolutionary impr

30、ovements to current products and services. Examples include software upgrades and manufacturing cost reduction efforts.Pearls represent revolutionary commercial advances using proven technical advances. Examples include next-generation integrated circuit chip and subsurface imaging to locate oil and

31、 gas.Sep.-Dec. 2004 Jinan University32The grid has four quadrantsOysters involve technological breakthroughs with high commercial payoffs. Examples include embryonic DNA treatments and new kinds of metal alloys.White elephants are projects that at one time showed promise but are no longer viable. Ex

32、amples include products for a saturated market or a potent energy source with toxic side effects. Sep.-Dec. 2004 Jinan University33R&D organizations Organizations often have too many white elephants and too few pearls and oysters.To maintain strategic advantage they recommend that organization capit

33、alize on peals, eliminate or reposition white elephants and balance resources devoted to bread-and-butter and oyster projects to achieve alignment with overall strategy. Sep.-Dec. 2004 Jinan University34Not enough timeToo riskyPoliticallyunacceptableDependenceinfeasiblePastChoiceZoneRemember: You do

34、 not know all the alternatives You dont have the time to consider all the alternatives, anywayThink risk, dependence, the past & powerA Conceptual Framework for Project ChoiceA Conceptual Framework 概念框架WhichProject do I Choose?该选哪一个工程呢？Sep.-Dec. 2004 Jinan University35Characteristics of Benefits利益特征

35、Resource Quality Needed所需资源质量 Improved Profitability (cash flow) 提高利润现金流 Customer Satisfaction 客户满意 New Market Penetration 新市场渗透 New Technology Development 新技术开发 Technology Transfer 技术转让 Enhanced Reputation 提高知名度 Workforce Stability 劳动力稳定 Reduction of Unused Capacity 减少未用生产量 Skills Improvement 技能提高

36、Business Knowledge (market) 商业知识市场 Manpower(human resource) 人力人力资源 Facilities (existing condition) 设施现有条件 Equipment and Machinery 设备及机械 Specialized Expertise (special skill) 特殊专有技术特殊技能 Patents / Rights / Licenses专利/授权/许可 Project Management Skills 工程管理技能 Reputation 信誉 Money (capital raising) 资金融资Stra

37、tegic Considerations 策略考虑Sep.-Dec. 2004 Jinan University36StrategicAssessment策略评估StrategicIssues策略问题Strengths &Weaknesses强势和弱势Opportunities&Threats机会和威胁低Low中Medium高HighStrong强Medium中Low低Resource Quality 资源质量项目利益Project BenefitsProject Strategic Assessment 工程策略评估Sep.-Dec. 2004 Jinan University37LowMe

38、diumHighStrongMediumLowResource Quality neededProject BenefitsLowHighMediumProject Priority 项目优先Strategic Importance 战略重要性Sep.-Dec. 2004 Jinan University38Project selection is the process of evaluating individual projects or groups of projects, and then choosing to implement some set of them so that

39、 the objectives of the parent organization will be achieved 工程选择是对单个或一组工程进行评估并选择实施对象从而实现母公司目标的过程。Managers often use decision-aiding models to extract the relevant issues of a problem from the details in which the problem is embedded 经理们经常要用到决策辅助模型来从产生问题的众多细节中提炼出相关要点。 Models represent the problems st

40、ructure and can be useful in selecting and evaluating projectsProject Selection Process 工程选择过程Sep.-Dec. 2004 Jinan University39 2 Basic Types of Models 模型的根本类型Nonnumeric非数学模型 Numeric 数学模型Two Critical Facts:Models do not make decisions - People do! 模型是不能做决策的，而一定是人。 Manager, not the model, bears respo

41、nsibility for the decision.All models, however sophisticated, are only partial representations of the reality they are meant to reflect, no model can yield an optimal decision except within its own, possibly inadequate, framework.Project Selection Models 工程选择模型Sep.-Dec. 2004 Jinan University40Sacred

42、 Cow 圣牛， 工程由组织中高层权威人士最先提议，一般从简单的评论开始的。由评论导致工程产生，如新产品初步设想，新市场的开发等。Operating Necessity 经营需要，比方。非典袭来，北京修建小汤山医院。就不需要过多的正式评估。Competitive Necessity 竞争需要 ， 这也不需要使用那些缜密的数学分析。Product Line Extension - 拓展产品系列，要看工程是否在一定程度上适合现有产品品种、填补品种空白、加强薄弱环节还是在新的领域拓展产品品种。 Comparative Benefit Model - several projects are cons

43、idered and the one with the most benefit to the firm is selected 比较利益模型 ，从众多备选工程中选择那些能使公司收益最大的工程，Nonnumeric Project Selection Models非数学工程选择模型Sep.-Dec. 2004 Jinan University41Payback period - initial fixed investment/estimated annual cash inflows from the project 回收期最初固定投资/年现金流。没有考虑回收期之后的现金流入，也没有考虑风险

44、因素Average Rate of Return - average annual % profit/average investment 平均回报率是平均年利润与工程最初投资或平均投资的比率。 以上两种方法都未考虑货币的时间价值。Discounted Cash Flow - Present Value Method 净现值法 ，NPV, net present value (Also called NPV method, net present value method)Internal Rate of Return - Finds rate of return that equates p

45、resent value of inflows and outflows 内部收益率法Profitability Index - NPV of all future expected cash flows/initial cash investment 利润率指数if this ratio is greater than 1.0, the project may be accepted. 如果比值大于1，工程可以接受。Numeric Project Selection Models数学工程选择模型 利润/盈利能力Sep.-Dec. 2004 Jinan University42Unweight

46、ed 0-1 Factor Model 非加权0-1因素模型Unweighted Factor Scoring Model非加权评分模型Weighted Factor Scoring Model 加权因素评分模型Constrained Weighted Factor Scoring Model 附带约束条件的加权因素评分模型Goal Programming with Multiple ObjectivesScoring Numeric Selection Models评分数学选择模型Examples of valuation models that use multiple criteria

47、to evaluatea project are listed below. These are sometimes used to overcomesome of the disadvantages of profitability models, particularly their focus on a single decision criteria. 克服盈利能力模型的一些缺陷，尤其是那些只考虑了单一决策标准的模型。Sep.-Dec. 2004 Jinan University43Realism - reality of managers decision 实用性Capability

48、- able to simulate different scenarios and optimize the decision 功能性， 能够模拟工程内部和外部的各种情况，并能使决策最优化。Flexibility - provide valid results within the range of conditions 灵活性，模型应该具有易于调整或自我调节能力，以适用企业环境的变化。 Ease of Use - reasonably convenient, easy execution, and easily understood 易用性，易于使用和理解，并易于获得。Cost - Data gathering and modeling costs should be low relative to the cost of the project 本钱，数据收集和建立模型的本钱要低于相应的工程本钱。Easy Computerization - m