第三章项目管理双语.ppt

Chapter Three: Organization：Structure and Culture 3.1：Project Management Structure Matrix management works, but it sure is difficult at times. All matrix managers must keep up their health and take Stress-Tabs.(57-1-1) ----A project manager Many business organizations have struggled with creating a system for organizing projects while managing ongoing operations. (58-2-1) One of the major reasons for this struggle is that projects contradict fundamental design principles associated with traditional organizations.(58-2-2) A second reason businesses find it difficult to effectively organize projects is that most projects are multidisciplinary in nature because they require the coordinated efforts of a variety of specialists to be completed.(58-3-1) 许多组织一直在为创建一个这样的系统而奋斗：在组织项目的同时管理企业当前的运营。这样做很困难： 项目与传统组织的基本设计原则存在冲突。项目是独特的，一次性的，有独立的起点和终点；而大多数组织的设计是为了有效地管理企业运营； 大多数项目本质上是跨学科的，需要各行各业专家的共同努力才能完成；而多数组织是根据职能专长的不同将专业人才分配到不同的部门，而这会阻碍不同职能领域的整合。 Most organizations are departmentalized according to functional expertise with specialists from design, marketing, manufacturing, and finance residing in different units. Many researchers have noted that these groupings naturally develop unique customs, norms, values, and working styles that inhibit “integration” across functional boundaries.(58-3-5) In most organizations authority is distributed hierarchically across functional lines. Because projects span across function areas, identifying and legitimizing project management authority is often problematic.在大多数组织中，权利是在各职能领域按等级结构划分的，因为项目横跨各职能领域，确立项目管理权威并使之合法化就必然存在问题。(58-3-11) Four forms: Functional Organization Dedicated Project Team Matrix Organization Structure Organizing Projects within Virtual Organization 3.1.1: Functional Organization One approach to organizing projects is to simply manage them within the existing functional hierarchy of the organization. Once management decides to implement a project, the different segments of the project are delegated to the respective functional