chapter 2 组织环境：战略结构和文化

Chapter2

TheOrganizationalContext:

Strategy,Structure,andCulture组织环境：战略，结构和文化Chapter2LearningObjectives学习目标Aftercompletingthischapter,studentswillbeableto:通过学习，学生应该能够：Understandhoweffectiveprojectmanagementcontributestoachievingstrategicobjectives.理解有效的项目管理如何推动实现战略目标Recognizethreecomponentsofthecorporatestrategymodel:formulation,implementation,andevaluation.识别公司战略模型的三个组成部分：规划，实施和评价Seetheimportanceofidentifyingcriticalprojectstakeholdersandmanagingthemwithinthecontextofprojectdevelopment.领会识别关键的项目利益方以及在项目开发背景下管理他们的重要性Recognizethestrengthsandweaknessesofthreebasicformsoforganizationalstructureandtheirimplicationsformanagingprojects.识别三种组织架构基本形式的优劣势以及它们对项目管理的影响Chapter2LearningObjectives

学习目标Aftercompletingthischapter,studentswillbeableto:通过学习，学生应该能够：Understandhowcompaniescanchangetheirstructureintoa“heavyweightprojectorganization”structuretofacilitateeffectiveprojectmanagementpractices.理解公司为实现高效的项目管理实践如何转变自身结构成为一个“重型项目组织”Identifythecharacteristicsofthreeformsofprojectmanagementoffice(PMO).识别三种项目管理办公室（PMO）形式的各自特征Understandkeyconceptsofcorporatecultureandhowculturesareformed.理解企业文化的基本概念，了解企业文化是如何形成的Recognizethepositiveeffectsofasupportiveorganizationalcultureonprojectmanagementpracticesversusthoseofaculturethatworksagainstprojectmanagement.相对于那些不利于项目管理的组织文化，认识到支持性的组织文化对于项目管理实践的积极影响ProjectsandOrganizationalStrategy

项目和组织战略Strategicmanagement–thescienceofformulating,implementingandevaluatingcross-functionaldecisions（跨功能决策）

thatenableanorganization

（组织）

toachieveitsobjectives（目标）.Consistsof:Developingvisionandmissionstatements发展愿景和使命陈述Formulating,implementingandevaluating规划，实施和评价Makingcrossfunctionaldecisions跨功能决策制定Achievingobjectives

目标实现ProjectsReflectStrategy项目反映战略Afirmwishingto……mayhaveaprojectRedevelopproductsorprocesses（重建产品或流程）

toreengineerproductsorprocesses.（重新设计产品或流程）changesstrategicdirection（战略方向）

orproductportfolioconfiguration（产品组合配置）tocreatenewproductlines（新生产线）.improvecross-organizationalcommunication&efficiency（跨组织交流效率）toinstallanenterpriseITsystem.（安装企业信息系统）Projectsaresteppingstones

（垫脚石）ofcorporatestrategyThefirm’sstrategicdevelopmentisadrivingforce（驱动力）

behindprojectdevelopmentSomeexamplesinclude:RelationshipofStrategicElements

战略性要素间的关联Mission（使命）Objectives（目标）Strategy（战略）Goals（任务）Programs（程序）“…thebusinessofsupplyingsystemcomponentstoaworld-widenonresidentialairconditionermarket.”MissionObjectives14.5%ROINon-decreasingdividendsSocially-consciousimageStrategiesExistingproductsinexistingmarketswithimagemaintenanceExistingproductsinnewmarkets(foreign,restricted)Newproductsinexistingmarkets(significantlyimproveimage)GoalsYear1:8%ROI,$1dividend,maintainimage,unitcostdown5%Year2:9%ROI,$1dividend,improveimageYear3:12%ROI,$1dividend,improveimageYear4:14%ROI,$1.10dividendPrograms1.ProductCostImprovementProgram(PCIP)2.ImageAssessmentProgram(IAP)3.ProductRedesignProgram(PRP)4.ProductDevelopmentProgram(PDP)IllustratingAlignmentBetweenStrategicElementsandProjects

战略元素与项目间的直线联系Copyright©2013PearsonEducationStakeholderManagement利益相关者管理Stakeholdersareallindividualsorgroups（所有个人或团体）

whohaveanactivestake（有效的股权）

intheprojectandcanpotentiallyimpact,eitherpositivelyornegatively（不论是积极影响还是消极影响）,itsdevelopment.Setsofprojectstakeholdersinclude:InternalStakeholders（内部利益相关者）Topmanagement

（高层管理者）Accountant（会计师）Otherfunctionalmanagers（其他职能经理）Projectteammembers（项目团队成员）ExternalStakeholders（外部利益相关者）Clients（顾客）Competitors（竞争者）Suppliers（供应商）Environmental,political,consumer,andotherintervenergroups（环境、政治，消费者及其他干预群体）ProjectStakeholderRelationships

项目利益相关者间关系项目经理项目团队会计师顾客高层管理者外部环境其他职能经理母组织ManagingStakeholders利益相关者管理Assesstheenvironment评估环境Identifythegoalsoftheprincipalactors识别主要成员的目标Assessyourowncapabilities评估自身能力Definetheproblem明确问题Developsolutions寻求解决方案Testandrefinethesolutions测试并完善方案ProjectStakeholderManagementCycle

项目利益相关者管理循环2.Gatherinformationonstakeholders（搜集利益相关者信息）7.Implementstakeholdermanagementstrategy（实施利益相关者的管理策略）4.Determinestakeholderstrengthsandweaknesses（确定利益相关者的优劣势）5.Identifystakeholderstrategy（明确利益相关者的战略）

6.Predictstakeholderbehavior（预测利益相关者的行为）

3.Identifystakeholders’mission（发现利益相关者的目标）1.IdentifyStakeholders（识别利益相关者）OrganizationalStructure组织架构Consistsofthreekeyelements:Designatesformalreportingrelationships明确正式的汇报关系numberoflevelsinthehierarchy等级水平spanofcontrol控制范围Identifiesgroupingsof:individualsintodepartments个人到部门departmentsintothetotalorganization部门到总组织Designofsystemsforeffectivecommunication有效的沟通Coordination协调integrationacrossdepartments跨部门整合FormsofOrganizationStructure

组织结构的形式Functionalorganizations（职能型组织）

–grouppeopleperformingsimilaractivitiesintodepartments（部门）Projectorganizations（项目组织）

–grouppeopleinto

projectteams（项目团队）

ontemporaryassignments（临时作业）Matrixorganizations（矩阵组织）

–createadualhierarchyinwhichfunctionsandprojects

（职能和项目）haveequalprominence（同等重要）FunctionalOrganizationalStructure

职能型组织结构FunctionalStructures职能型结构Strengths（优势）Weaknesses（劣势）1、Firm’sdesignmaintained（维持公司组织架构设计）2、Fostersdevelopmentofin-depthknowledge

（促进知识的深入化发展）3、Standardcareerpaths（标准的职业道路）4、Projectteammembersremainconnectedwiththeirfunctionalgroup（项目团队成员依旧和职能团队保持联系）1、Functionalsiloing

（职能筒仓）2、Lackofcustomerfocus（客户关注缺乏）3、Projectsmaytakelonger（项目运作时间较长）4、Projectsmaybesub-optimized

（项目并非最优化）SiloEffectFoundinFunctionalStructures

职能型结构中的筒仓效应ProjectOrganizationalStructure

项目组织架构ProjectStructures项目架构Strengths（优势）Weaknesses（劣势）Projectmanagersoleauthority（项目经理的绝对权力）Improvedcommunication（改善沟通）Effectivedecision-making（高效决策）Creationofprojectmanagementexperts（培养项目管理专家）Rapidresponse（快速反应）Expensivetosetupandmaintainteams（组建和维护团队成本过高）Chanceofloyaltytotheprojectratherthanthefirm（可能造成员工对于项目的忠诚度高于对公司的忠诚度）Nopoolofspecificknowledge（没有特定的知识）Workersunassignedatprojectend（项目结束后员工被闲置）MatrixOrganizationalStructure

矩阵组织架构MatrixStructures矩阵架构Strengths（优势）Weaknesses（劣势）Suitedtodynamicenvironments（适用于动态环境）Equalemphasisonprojectmanagementandfunctionalefficiency（同样重视项目管理和职能效率）Promotescoordinationacrossfunctionalunits（促进跨职能单元的协调）Maximizesscarceresources（稀缺资源的最大化）Dualhierarchiesmeantwobosses（两个层级意味着两位不同的老板）Negotiationrequiredinordertoshareresources（需要通过谈判来共享资源）Workerscaughtbetweencompetingproject&functionaldemands（员工可能会陷入项目要求和职能要求的矛盾中）HeavyweightProjectOrganizations重型项目组织Organizationscansometimesgaintremendousbenefitfromcreatingafully-dedicatedprojectorganization（专门的项目组织）LockheedCorporation’s“Skunkworks”洛克希德公司的“臭鼬工程”Projectmanagerauthorityexpanded项目经理权力的扩大Functionalalignmentabandonedinfavorofmarketopportunism职能序列别摒弃，取而代之的是市场机会主义Focusonexternalcustomer专注于外部客户02-21Manager’sPerceptionsofEffectivenessofVariousStructuresonProjectSuccess

对于不同组织结构，管理人员对项目成功有效性的理解ProjectManagementOffices

项目管理办公室Centralizedunitsthatoverseeorimprove（监督和改进）themanagementofprojectsResourcecentersfor:Technicaldetails技术细节Expertise专业知识Repository知识库Centerforexcellence人才中心FormsofPMOs项目管理办公室的组成Weatherstation（气象站）–monitoringandtracking（监测和追踪）Controltower（控制塔）–projectmanagementisaskilltobeprotectedandsupported（保护和支持）Resourcepool（资源库）–maintainandprovide（维持和提供）acadreofskilledprojectprofessionalsPMOControlTowerPMO控制塔Performsfourfunctions:Establishesstandardsformanagingprojects建立项目管理的标准Consultsonhowtofollowthesestandards协商如何跟进这些标准Enforcesthestandards

强力执行标准Improvesthestandards

改进标准AlternativeLevelsofProjectOffices

项目办公室的组织层级OrganizationalCulture组织文化Theunwritten

rules（不成文规则）

ofbehavior,ornormsthatareusedtoshapeandguidebehavior（塑造和引导行为）,

issharedbysomesubsetoforganization（一些组织的小团体）

membersandistaughttoallnewmembers（传授给所有的新成员）

ofthecompany.Unwritten

不成文Rulesofbehavior

行为准则Heldbysomesubsetoftheorganization被一些组织的小团体把控Taughttoallnewmembers

传授给所有的新成员KeyFactorsThatAffectCultureDevelopment

影响文化建设的关键因素Technology技术Environment环境Geographicallocation地理位置Rewardsystems奖励机制Rulesandprocedures规则和程序Keyorganizationalmembers关键组织成员Criticalincidents危机事故02-28CultureAffectsProjectManagement

文化影响项目管理

Departmentalinteraction部门互动Employeecommitmenttogoals员工对于目标的投入程度Projectplanning项目规划Performanceevaluation绩效评估02-29Summary总结Understandhoweffectiveprojectmanagementcontributestoachievingstrategicobjectives.

理解有效的项目管理如何推动实现战略目标Recognizethreecomponentsofthecorporatestrategymodel:formulation,implementation,andevaluation.

识别公司战略模型的三个组成部分：规划，实施和评