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class="main-left"> <div id="5vajrimf" class="article"> <script type="text/javascript">s("title_top");</script> <h1 class="title">項(xiàng)目管理的三角鏈?zhǔn)鞘裁?/h1> <div id="5vajrimf" class="info"> <span id="5vajrimf" class="time">時(shí)間：2024-09-21 16:20:34 </span> <span id="5vajrimf" class="sm_after_time"></span> <span id="5vajrimf" class="source"><a target="_blank" href="http://m.1-jiu.com/edu/xiangmuguanli/" title="項(xiàng)目管理">項(xiàng)目管理</a></span> <span id="5vajrimf" class="source"><a target="_blank" href="http://m.1-jiu.com/usr/login.html" title="我要投稿">我要投稿</a></span> </div> <script type="text/javascript">s("content_top");</script> <div id="5vajrimf" class="content"> <div id="5vajrimf" class="excellent_articles_box"> <ul> <li id="5vajrimf" class="excellent_articles_title">相關(guān)推薦</li> </ul> </div> <p>項(xiàng)目管理的三角鏈?zhǔn)鞘裁?/p> <p> 　　每一個(gè)項(xiàng)目都有其固有的特殊性，所以在每一個(gè)具體的項(xiàng)目中，項(xiàng)目關(guān)系人對(duì)項(xiàng)目結(jié)果和項(xiàng)目實(shí)施過(guò)程的期望會(huì)有所不同或各有側(cè)重。所以，面對(duì)具體的項(xiàng)目，項(xiàng)目經(jīng)理首先要主動(dòng)地、系統(tǒng)地識(shí)別三類主要項(xiàng)目關(guān)系人對(duì)項(xiàng)目結(jié)果和項(xiàng)目實(shí)施過(guò)程的期望，然后對(duì)這諸多的期望進(jìn)行科學(xué)管理，求同存異，達(dá)成一致。</p> <p> 　　當(dāng)前，在IT客戶項(xiàng)目的實(shí)施過(guò)程中，項(xiàng)目經(jīng)理不再是以項(xiàng)目協(xié)調(diào)員、資源計(jì)劃員、進(jìn)度控制員、數(shù)據(jù)統(tǒng)計(jì)員、資料保管員或救火隊(duì)員的角色出現(xiàn)，項(xiàng)目經(jīng)理肩負(fù)著公司的管理層、客戶、項(xiàng)目團(tuán)隊(duì)這三類主要的項(xiàng)目關(guān)系人賦予的三重責(zé)任。</p> <p> 　　雖然各個(gè)項(xiàng)目有其獨(dú)特性，但是當(dāng)前大多數(shù)的IT客戶項(xiàng)目對(duì)項(xiàng)目的期望有一定的普遍性，我們分別從“對(duì)項(xiàng)目實(shí)施過(guò)程的期望”和“對(duì)項(xiàng)目結(jié)果的期望”兩個(gè)方面來(lái)進(jìn)行討論。</p> <p> <strong>　　對(duì)實(shí)施過(guò)程的期望</strong></p> <p> 　　IT客戶項(xiàng)目的實(shí)施不再是一個(gè)只有輸入和輸出的黑盒，項(xiàng)目實(shí)施的過(guò)程開(kāi)始對(duì)項(xiàng)目關(guān)系人變得透明。項(xiàng)目關(guān)系人需要了解項(xiàng)目實(shí)施的過(guò)程，他們可能會(huì)根據(jù)項(xiàng)目狀況及時(shí)調(diào)整自己對(duì)項(xiàng)目結(jié)果的期望;也可能根據(jù)自己對(duì)項(xiàng)目結(jié)果的期望，及時(shí)協(xié)助項(xiàng)目經(jīng)理調(diào)整項(xiàng)目實(shí)施的過(guò)程。項(xiàng)目經(jīng)理同樣需要在項(xiàng)目實(shí)施啟動(dòng)之前，了解三類主要項(xiàng)目關(guān)系人對(duì)項(xiàng)目實(shí)施過(guò)程的期望。</p> <p> 　　通常負(fù)責(zé)項(xiàng)目實(shí)施的公司的管理層對(duì)項(xiàng)目實(shí)施過(guò)程會(huì)有如下的期望：</p> <p> 　　公司資源被合理有效地利用，沒(méi)有浪費(fèi);和其他項(xiàng)目的實(shí)施不產(chǎn)生沖突;參與項(xiàng)目的人員喜歡他們?cè)陧?xiàng)目中的工作并能盡力;能隨時(shí)得知項(xiàng)目的實(shí)施情況和問(wèn)題報(bào)告;能隨時(shí)得知項(xiàng)目團(tuán)隊(duì)對(duì)項(xiàng)目實(shí)施的看法;能隨時(shí)得知客戶對(duì)項(xiàng)目實(shí)施和項(xiàng)目團(tuán)隊(duì)的看法;項(xiàng)目實(shí)施過(guò)程順利，時(shí)間進(jìn)度、預(yù)算、工作范圍等關(guān)鍵指標(biāo)按計(jì)劃進(jìn)行，不需要公司再為項(xiàng)目投入更多的人、財(cái)、物等資源;項(xiàng)目經(jīng)理能夠居安思危、未雨綢繆，防范問(wèn)題的出現(xiàn);出現(xiàn)問(wèn)題，項(xiàng)目經(jīng)理和團(tuán)隊(duì)能尋找出最佳的解決方案并妥善解決問(wèn)題;客戶對(duì)項(xiàng)目實(shí)施滿意、沒(méi)有抱怨;項(xiàng)目經(jīng)理能使用成熟的項(xiàng)目管理體系管理項(xiàng)目，并得到客戶的認(rèn)可和賞識(shí);項(xiàng)目實(shí)施過(guò)程能體現(xiàn)本公司員工的專業(yè)水平，得到客戶和業(yè)界的認(rèn)可。</p> <p> 　　項(xiàng)目團(tuán)隊(duì)成員對(duì)項(xiàng)目實(shí)施通常會(huì)有如下期望：</p> <p> 　　●項(xiàng)目目標(biāo)清晰、有明確的項(xiàng)目計(jì)劃、知道自己的工作方向;項(xiàng)目經(jīng)理能提供合適的工作環(huán)境和氛圍;項(xiàng)目經(jīng)理的領(lǐng)導(dǎo)風(fēng)格比較合適，能和項(xiàng)目經(jīng)理相處愉快;在項(xiàng)目實(shí)施過(guò)程中的優(yōu)秀表現(xiàn)能得到適當(dāng)?shù)恼J(rèn)可;有專業(yè)的項(xiàng)目管理流程，但是沒(méi)有繁文縟節(jié)的文本工作和文字游戲;有可供參考的模板和歷史文件，在需要的時(shí)候可以得到資深人員的指點(diǎn);在項(xiàng)目實(shí)施過(guò)程中無(wú)意犯下的小錯(cuò)誤，能得到項(xiàng)目經(jīng)理和其他人員一定程度的包容和諒解;能切實(shí)感受到自己的工作對(duì)項(xiàng)目整體目標(biāo)的貢獻(xiàn)作用，在項(xiàng)目實(shí)施過(guò)程中能得到項(xiàng)目經(jīng)理、客戶和公司高層的注意、重視和認(rèn)可;能夠有和客戶直接溝通的機(jī)會(huì);有寬松的工作環(huán)境和民主的工作氛圍，可以坦誠(chéng)提出自己的意見(jiàn)和建議，并看到自己提出的合理建議得到采納;項(xiàng)目經(jīng)理在做決策的時(shí)候，能夠征求團(tuán)隊(duì)成員的意見(jiàn);能有匯報(bào)自己工作成果的機(jī)會(huì)。</p> <p> 　　IT項(xiàng)目不斷進(jìn)一步地客戶化，項(xiàng)目實(shí)施過(guò)程中，客戶的參與變得更加重要。他們不僅參與項(xiàng)目階段成果的檢驗(yàn)，同時(shí)他們更清楚項(xiàng)目實(shí)施的每一個(gè)步驟都會(huì)直接關(guān)系到項(xiàng)目結(jié)果的成敗。</p> <p> 　　客戶對(duì)項(xiàng)目實(shí)施過(guò)程通常會(huì)有如下的期望：</p> <p> 　　項(xiàng)目的實(shí)施由合格的項(xiàng)目經(jīng)理來(lái)負(fù)責(zé);項(xiàng)目實(shí)施團(tuán)隊(duì)成員要技能過(guò)硬、態(tài)度認(rèn)真、方法適當(dāng);客戶可以及時(shí)了解項(xiàng)目的進(jìn)展?fàn)顩r;客戶可以比較方便地根據(jù)實(shí)際情況調(diào)整對(duì)項(xiàng)目的需求和期望;如果客戶提出新的需求或?qū)υ枨筮M(jìn)行更改時(shí)，實(shí)施方能迅速反應(yīng)、采取行動(dòng);項(xiàng)目實(shí)施過(guò)程中，能允許客戶方人員的參與和見(jiàn)習(xí)，以提高客戶方人員的技能水平;項(xiàng)目工作都能按時(shí)完成，并能和客戶的其他廠商進(jìn)行密切的配合;對(duì)界面不清的工作有一定的包容性，能適量地完成一些分外的工作;不需要客戶在項(xiàng)目實(shí)施過(guò)程中再支出超出預(yù)算的人、財(cái)、物力等資源;關(guān)鍵任務(wù)的完成能請(qǐng)客戶參與檢查;項(xiàng)目實(shí)施過(guò)程中遇到的問(wèn)題能讓客戶知悉;項(xiàng)目經(jīng)理和項(xiàng)目團(tuán)隊(duì)有能力處理實(shí)施過(guò)程中發(fā)生的意外問(wèn)題;如果需要客戶配合，一定要提前通知客戶，并提供詳細(xì)的工作說(shuō)明;項(xiàng)目實(shí)施過(guò)程不要擾亂客戶的正常業(yè)務(wù);項(xiàng)目的每一個(gè)步驟要符合質(zhì)量要求;對(duì)于客戶提出的疑問(wèn)，項(xiàng)目團(tuán)隊(duì)要給予毫無(wú)保留的解釋。</p> <p> <strong>　　對(duì)項(xiàng)目結(jié)果的期望</strong></p> <p> 　　在IT客戶項(xiàng)目中，項(xiàng)目關(guān)系人對(duì)項(xiàng)目結(jié)果的期望有同有異。</p> <p> 　　公司管理層對(duì)項(xiàng)目結(jié)果有如下的期望：</p> <p> 　　●實(shí)現(xiàn)了公司對(duì)項(xiàng)目的預(yù)期利潤(rùn)指標(biāo)，客戶滿意，日后的維護(hù)成本較低，項(xiàng)目經(jīng)理和項(xiàng)目團(tuán)隊(duì)成員的能力通過(guò)參與項(xiàng)目實(shí)施得到了提高，公司可以把此項(xiàng)目作為成功案例進(jìn)行宣傳，項(xiàng)目成功后公司美譽(yù)度在市場(chǎng)上因之提高。項(xiàng)目團(tuán)隊(duì)成員對(duì)項(xiàng)目結(jié)果通常會(huì)有如下的期望：</p> <p> 　　●項(xiàng)目結(jié)果和項(xiàng)目所交付成果得到客戶的認(rèn)可，客戶方的相關(guān)人員在接受項(xiàng)目所交付的產(chǎn)品之后能夠很快熟悉產(chǎn)品的使用和維護(hù)，客戶方相關(guān)人員對(duì)項(xiàng)目所交付產(chǎn)品的使用感到非常順手，客戶對(duì)項(xiàng)目團(tuán)隊(duì)成員提出表?yè)P(yáng)或表示感謝，客戶同意讓實(shí)施方把該項(xiàng)目作為成功案例進(jìn)行宣傳;客戶希望和項(xiàng)目團(tuán)隊(duì)成員繼續(xù)維持友好的關(guān)系，客戶提出再次購(gòu)買，公司領(lǐng)導(dǎo)對(duì)項(xiàng)目團(tuán)隊(duì)提出表彰，項(xiàng)目經(jīng)理對(duì)項(xiàng)目團(tuán)隊(duì)成員給予好的績(jī)效評(píng)價(jià)，團(tuán)隊(duì)成員通過(guò)參與項(xiàng)目實(shí)施成為某一方面的技術(shù)高手或?qū)＜摇?/p> <p> 　　而作為IT項(xiàng)目的客戶，他們對(duì)項(xiàng)目結(jié)果的期望和項(xiàng)目實(shí)施方的聚焦點(diǎn)會(huì)有不同，通常客戶對(duì)項(xiàng)目結(jié)果的期望如下：</p> <p> 　　●實(shí)現(xiàn)合同簽定之時(shí)，項(xiàng)目實(shí)施方對(duì)項(xiàng)目結(jié)果和項(xiàng)目所交付產(chǎn)品的書面或口頭承諾;實(shí)現(xiàn)客戶在合同簽定之時(shí)，對(duì)項(xiàng)目所交付產(chǎn)品的預(yù)期功能和性能指標(biāo)的期望;通過(guò)使用項(xiàng)目所交付的產(chǎn)品，客戶業(yè)務(wù)的能力或效率有所提高;項(xiàng)目相關(guān)資料能夠在項(xiàng)目所交付產(chǎn)品移交的時(shí)候一起移交給客戶，利于客戶日后查閱;項(xiàng)目所交付產(chǎn)品易于使用和維護(hù)，并且返修次數(shù)較低;項(xiàng)目所交付產(chǎn)品有擴(kuò)展性;項(xiàng)目所交付產(chǎn)品能夠升級(jí);項(xiàng)目交付之后，如果項(xiàng)目所交付產(chǎn)品出現(xiàn)問(wèn)題，實(shí)施方能夠迅速反應(yīng)、給予解決;項(xiàng)目實(shí)施方對(duì)項(xiàng)目所交付產(chǎn)品長(zhǎng)期負(fù)責(zé);如果在項(xiàng)目所交付產(chǎn)品的使用過(guò)程中，有需要咨詢的地方，項(xiàng)目實(shí)施方可以提供及時(shí)的咨詢;日后的維護(hù)成本低;和別的廠家的系統(tǒng)有兼容性。</p> <p> 　　國(guó)家統(tǒng)計(jì)局2001年IT系統(tǒng)升級(jí)項(xiàng)目的實(shí)施需要對(duì)客戶正在運(yùn)行的系統(tǒng)進(jìn)行升級(jí)改造，所以客戶對(duì)項(xiàng)目實(shí)施的期望之一是：項(xiàng)目實(shí)施對(duì)現(xiàn)有運(yùn)行系統(tǒng)所承載的客戶業(yè)務(wù)不能造成影響。而在另外一個(gè)IT系統(tǒng)新建項(xiàng)目中，客戶對(duì)項(xiàng)目實(shí)施的期望之一是：密切配合其他廠商，保證各項(xiàng)任務(wù)按進(jìn)度計(jì)劃完成。</p> <p> 　　斯帝芬•科威說(shuō)：“效率出自平衡”，項(xiàng)目經(jīng)理和他所領(lǐng)導(dǎo)的項(xiàng)目團(tuán)隊(duì)在項(xiàng)目實(shí)施中要最大程度地滿足這三類主要項(xiàng)目關(guān)系人對(duì)項(xiàng)目的期望，可以使用“優(yōu)先順序法”對(duì)不同項(xiàng)目關(guān)系人的期望進(jìn)行排序，也可以通過(guò)“分類管理法”把這些期望分為“必須類”和“希望類”進(jìn)行管理。</p> <p> <strong>　　項(xiàng)目經(jīng)理所擔(dān)當(dāng)?shù)娜刎?zé)任</strong></p> <p> 　　第一，項(xiàng)目經(jīng)理要向公司的管理層負(fù)責(zé)。公司管理層通過(guò)發(fā)布《項(xiàng)目章程》等方式，授權(quán)項(xiàng)目經(jīng)理負(fù)責(zé)項(xiàng)目的實(shí)施，同時(shí)對(duì)項(xiàng)目的實(shí)施寄予了一定的期望。這種期望可能是：贏取既定的利潤(rùn)、贏取期望的市場(chǎng)美譽(yù)、為其它項(xiàng)目的實(shí)施樹(shù)立榜樣或其它。項(xiàng)目經(jīng)理有責(zé)任通過(guò)對(duì)項(xiàng)目實(shí)施的管理達(dá)到公司管理層的期望。</p> <p> 　　第二，項(xiàng)目經(jīng)理要向客戶負(fù)責(zé)。在客戶簽署項(xiàng)目合同的時(shí)候，就對(duì)項(xiàng)目設(shè)置了預(yù)期的目標(biāo)，這種目標(biāo)可能是：實(shí)現(xiàn)項(xiàng)目所交付產(chǎn)品的預(yù)期功能和性能，從而提升客戶自身的業(yè)務(wù)能力或效率。項(xiàng)目經(jīng)理要通過(guò)對(duì)項(xiàng)目實(shí)施的有效管理，使項(xiàng)目實(shí)施的最終結(jié)果能滿足或超出客戶的期望。</p> <p> 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