1、THE BOSTON CONSULTING GROUP江西移動(dòng)通信有限公司組織和流程優(yōu)化咨詢項(xiàng)目項(xiàng)目管理中的挑戰(zhàn) 與核心項(xiàng)目組的討論2003年11月3日議程項(xiàng)目管理方法的綜述項(xiàng)目小組的形成小組和隊(duì)員的評(píng)估組織和流程優(yōu)化項(xiàng)目實(shí)施的關(guān)鍵成功因素需要留意的一些有關(guān)項(xiàng)目管理的曲解只要有一個(gè)計(jì)劃就可以避免意外枝節(jié)的發(fā)生（但很多項(xiàng)目工作不可能長(zhǎng)時(shí)間等待計(jì)劃的完善）需要有更完整的目標(biāo)/需求定義文件（通常導(dǎo)致大量過(guò)多的文件）項(xiàng)目應(yīng)完全模塊化模塊越小越有利于實(shí)施工作安排（但過(guò)細(xì)的模塊化將導(dǎo)致資源分化）在開(kāi)發(fā)前就固化所有細(xì)節(jié)（但實(shí)際上,有可能需要在項(xiàng)目過(guò)程中逐步完善）項(xiàng)目所有功能可以一蹴而就（實(shí)際上階段化的進(jìn)展反

2、而可以加快速度）完全掌握內(nèi)部控制、現(xiàn)狀匯報(bào)和完善的流程可以改善項(xiàng)目質(zhì)量（而忽略了對(duì)項(xiàng)目組的授權(quán)與激勵(lì)）正式的高級(jí)管理層匯報(bào)可以激勵(lì)項(xiàng)目組（但應(yīng)控制在主要里程碑上）更多的關(guān)注技術(shù)細(xì)節(jié)（而忽略了關(guān)注市場(chǎng)變化）能夠快速開(kāi)發(fā)就足夠了（而忽略了開(kāi)發(fā)決策所需時(shí)間）項(xiàng)目管理要素為保障實(shí)施計(jì)劃的成功，必須遵循一套良好的項(xiàng)目管理體系，包括規(guī)范化的溝通、決策和階段化的流程項(xiàng)目流程應(yīng)該清晰、簡(jiǎn)單、短小精干項(xiàng)目流程需要模塊化、階段化，以提高管理效率具備完善的項(xiàng)目管理組織，權(quán)責(zé)利明確具備明確的、規(guī)范化的項(xiàng)目組匯報(bào)、管理和決策機(jī)制組織提供充分的輔助支持功能項(xiàng)目小組往往需要進(jìn)行規(guī)劃管理和跟蹤管理等工作規(guī)劃管理整體項(xiàng)目時(shí)間表

3、里程碑關(guān)鍵路徑資源需求（人財(cái)物）跟蹤管理每個(gè)項(xiàng)目模塊/階段的投入與產(chǎn)出已知信息、資料主要行動(dòng)步驟輸出成果、文件參與人員負(fù)責(zé)人決策層簡(jiǎn)化工作流程和信息流、并行化工作、減少等候時(shí)間、做好前期準(zhǔn)備工作可以利用項(xiàng)目管理軟件，例如Microsoft Project協(xié)助管理項(xiàng)目項(xiàng)目規(guī)劃.112關(guān)鍵行動(dòng)步驟工作安排子項(xiàng)目時(shí)間表12312. _. _ . _. _. _ . _. _. _ . _. _. _ . _. _. _ . _. _. _ . _. _. _ . _. _. _ . _. _. _ . _23. _. _ . _. _. _ . _. _. _ . _行動(dòng)步驟項(xiàng)目實(shí)施應(yīng)劃分為易于管理

4、的子模塊示例向管理委員會(huì)提交的匯報(bào)文件模版項(xiàng)目進(jìn)度報(bào)告人力資源投入資金投入項(xiàng)目問(wèn)題分析（按項(xiàng)目分列）問(wèn)題一問(wèn)題描述根本原因解決方法/下一步行動(dòng)所需決策問(wèn)題二問(wèn)題描述根本原因解決方法/下一步行動(dòng)所需決策問(wèn)題三問(wèn)題描述根本原因解決方法/下一步行動(dòng)所需決策項(xiàng)目時(shí)間安排進(jìn)度表1234567項(xiàng)目一項(xiàng)目二模塊一模塊二項(xiàng)目二模塊一模塊二。里程碑資金投入項(xiàng)目一項(xiàng)目二項(xiàng)目三項(xiàng)目名稱項(xiàng)目一項(xiàng)目二模塊一模塊二項(xiàng)目三模塊一模塊二實(shí)際投入150人天60人天40人天20人天100人天30人天50人天計(jì)劃投入100人天50人天30人天20人天100人天50人天50人天誤差50人天10人天10人天-20人天-實(shí)際計(jì)劃向管理委

5、員會(huì)提交的項(xiàng)目問(wèn)題分析報(bào)告模版標(biāo)準(zhǔn)的匯報(bào)模版有助于管理委員會(huì)了解問(wèn)題及作出決策問(wèn)題描述項(xiàng)目一項(xiàng)目延誤項(xiàng)目二項(xiàng)目延誤項(xiàng)目三部分功能暫缺。根本原因技術(shù)問(wèn)題需要增加開(kāi)發(fā)力度因集成商出現(xiàn)財(cái)政困難需更換伙伴系統(tǒng)集成商延誤。解決方法/下一步行動(dòng)與相關(guān)部門(mén)協(xié)調(diào)增調(diào)開(kāi)發(fā)人手，或延遲產(chǎn)品推出期限需額外資金投入以購(gòu)買(mǎi)較昂貴的替代產(chǎn)品首先推出部分功能，或延遲產(chǎn)品推出期限以等待完善功能。所需決策在潛在解決方案中選擇其一是否增加資金投入額度應(yīng)否按期推出不具備所有功能的產(chǎn)品。議程項(xiàng)目管理方法的綜述項(xiàng)目小組的形成小組和隊(duì)員的評(píng)估組織和流程優(yōu)化項(xiàng)目實(shí)施的關(guān)鍵成功因素有效的項(xiàng)目小組可以從兩個(gè)方面去考量低高團(tuán)隊(duì)合作(行為的效率)

6、項(xiàng)目方向(工作的效率)The degree to which individual and team goals are clearly defined and understood清晰不清晰項(xiàng)目小組的合力作用沒(méi)有充分體現(xiàn)高效的團(tuán)隊(duì)低效率的團(tuán)隊(duì)沒(méi)有側(cè)重的小組The degree to which team members skills, experience and perspectives are optimised within the team高效的項(xiàng)目小組有一些共同的特點(diǎn)項(xiàng)目方向明確和現(xiàn)實(shí)的項(xiàng)目目標(biāo)切實(shí)的項(xiàng)目計(jì)劃清晰定義角色和職責(zé)有效地利用資源審慎地判斷優(yōu)先階段性的回顧團(tuán)隊(duì)合作有責(zé)任心

7、并受尊重的項(xiàng)目領(lǐng)導(dǎo)開(kāi)發(fā)的溝通合作和信任每一個(gè)人的相互支持互補(bǔ)的能力有效解決問(wèn)題和沖突的流程和方法有效的項(xiàng)目領(lǐng)導(dǎo)需要掌握對(duì)項(xiàng)目方向的把握和對(duì)隊(duì)員持開(kāi)放態(tài)度的良好平衡Source:BCG analysis高效率的項(xiàng)目實(shí)施需要有三個(gè)方面的領(lǐng)導(dǎo)才能工作團(tuán)隊(duì)個(gè)人Source:John Adain, Effective Teamwork建立和維護(hù)團(tuán)隊(duì)發(fā)展和激勵(lì)個(gè)人明確具體工作項(xiàng)目方向團(tuán)隊(duì)合作實(shí)際上, 每一個(gè)成員都需要關(guān)注這三個(gè)方面項(xiàng)目小組的士氣和信心可能在整個(gè)進(jìn)程中有所波動(dòng)比較典型的階段XXX小組的士氣/信心團(tuán)隊(duì)建設(shè)的工作:啟動(dòng)維護(hù)結(jié)束危險(xiǎn)地帶項(xiàng)目領(lǐng)導(dǎo)者一個(gè)很重要的工作是盡可能避免和減低士氣的下落實(shí)際上隊(duì)

8、員的整體士氣管理層的期望項(xiàng)目進(jìn)程議程項(xiàng)目管理方法的綜述項(xiàng)目小組的形成小組和隊(duì)員的評(píng)估組織和流程優(yōu)化項(xiàng)目實(shí)施的關(guān)鍵成功因素監(jiān)測(cè)和管理項(xiàng)目小組表現(xiàn)的幾個(gè)主要方法在項(xiàng)目進(jìn)程中可以通過(guò)幾種方式監(jiān)測(cè)和管理小組的表現(xiàn)階段性的項(xiàng)目小組回顧向所有項(xiàng)目隊(duì)員詢問(wèn)小組的表現(xiàn)和效率對(duì)個(gè)人表現(xiàn)的評(píng)估反饋和個(gè)人的指導(dǎo)等對(duì)項(xiàng)目小組表現(xiàn)和效率的關(guān)注可以幫助提高隊(duì)員的士氣和積極性提早發(fā)現(xiàn)問(wèn)題避免問(wèn)題擴(kuò)大減少/避免士氣的跌落和起伏項(xiàng)目小組效率的問(wèn)卷你是否同意以下對(duì)項(xiàng)目小組的描述:描述1.項(xiàng)目的目標(biāo)已經(jīng)非常清晰2.我對(duì)于我們項(xiàng)目小組能夠按時(shí)完成任務(wù)充滿信心3.我對(duì)我自己應(yīng)該產(chǎn)出那些成果非常了解4. 我明確知道我的工作模塊如何與其他

9、同事結(jié)合5.所有的隊(duì)員都對(duì)本項(xiàng)目非常投入6.所有的隊(duì)員都對(duì)項(xiàng)目作出了積極的貢獻(xiàn)7.隊(duì)員之間有充分的信任8.隊(duì)員的個(gè)人能力得到了充分的發(fā)揮9.Team members listen carefully to others ideas10.Information is shared willingly amongst team members11. Important issues are rigorously debated12.Innovative thinking is encouraged13.This team takes time to explore differences of o

10、pinion openly before making decisions14.There is a high degree of cooperation and support between team members15.Motivation within the team is high16.Morale within the team is high17.This team is making good progress towards achieving project objectives18.I have a strong belief in the value this tea

11、m will create for this companyStrongly StronglyAgree Disagree 5432154321543215432154321543215432154321543215432154321543215432154321543215432154321543211.項(xiàng)目的目標(biāo)已經(jīng)非常清晰2.我對(duì)于項(xiàng)目小組能夠按時(shí)完成任務(wù)充滿信心3.我對(duì)我自己應(yīng)該產(chǎn)出那些成果非常了解4. 我明確知道我的工作模塊如何與其他同事結(jié)合5.所有的隊(duì)員都對(duì)本項(xiàng)目非常投入6.所有的隊(duì)員都對(duì)項(xiàng)目作出了積極的貢獻(xiàn)7.隊(duì)員之間有充分的信任Drilling Team Average Sco

12、re1這樣的項(xiàng)目小組反饋可能提早預(yù)見(jiàn)問(wèn)題StatementsDatabase Upper QuartileScore1(1)5 = Strongly agree1 = Strongly disagree2.73.0對(duì)項(xiàng)目進(jìn)展時(shí)間上有疑問(wèn)有些隊(duì)員投入不夠?qū)ζ渌?duì)員工作不甚了解缺乏信任感隊(duì)員的個(gè)人評(píng)估 (I)Relative Ranking to Others at Same Seniority1 = Outstanding3 = Meets expectations4 = Below expectations2 = Abov

13、e expectations5 = PoorNote: 3 = Norm. Ratings other than 3 should be explained, X = N/AEvaluation of: _Job Description:_Project Name: _Department: _Date of Appraisal: _Project Sponsor: _Project Leader: _Period Assignment: From _To _Time Commitment (%): _Hours on this project: _Project Description:De

14、scription of Role:Summary EvaluationAreas of StrengthAreas for ImprovementOverall Assessment of PerformanceSpecial Circumstances (eg Project outcome, clarity of objective, degree of management required, special situations, etc) that should be consideredA condensed version of this review could be use

15、d with project teamsEXAMPLE1.解決問(wèn)題的能力Commentsa.Analytical, technical skills (quality, rigour, accuracy, documentation)b.Resourceful, tenacious, exhaustivec.Findings appropriately supported by analysesd.Innovative, creative, conceptuale.Develop persuasive insights on how the business works/could work2

16、.實(shí)際性和效率a.Ability to structure work and output; logicb.Timeliness, reliabilityc.Business judgement, common sensed.Ability to reach the so what and translate into action3.溝通能力a.Concise wording and slide designb.Logical structure/clear storyline and conclusionsc.Participation in team dialogue: articula

17、te, cogent, succinctd.Listening skillse.Presence, charisma and sparkf.Presented well and clearlyg.Able to interact with senior management4.建立關(guān)系和協(xié)調(diào)能力a.Gained respect/built lasting relationshipsb.Worked in understanding, empathetic stylec.Advocate for change, persuasivenessd.Managed team members and t

18、eam process effectivelyx12345Overall Score _xOverall Score _xOverall Score _xOverall Score _隊(duì)員的個(gè)人評(píng)估(II)EXAMPLE1234512345123455.對(duì)團(tuán)隊(duì)的貢獻(xiàn) Commentsa.Effective use of company resourcesb.Asks for help when neededc.Keeps team aware of progress and findingsd.Demonstrated motivation, initiative, enthusiasme.A

19、ctive interest/contributes ideas beyond own module6.對(duì)公司的投入a.Integrity/honesty/generates trustb.Treats people with respectc.Receptive/responsive to feedbackd.Team player: reaches out/encourages people to give their beste.Helps disseminate knowledge/contributes to company intellectual capitalOverall S

20、core _Overall Score _Overall Project Rating (please tick box)1=Outstanding performance. Many areas of strength and no core weaknesses sighted2 =Performance well above expectations for someone of this tenure3 =Meets expectations. Performance strong along a number of dimensions, some weaknesses. Exact

21、ly what I would expect from someone of this tenure4 =Did not meet expectations; performance weak in one or more areas of core skills5 =Very poor performancePlease give three suggestions for how and where this person should be asking the next project leader for helpTeam member comments (if any) regar

22、ding this evaluationUpward feedback discussion taken place (Please see guidelines attached)Date and initials_Signed:Team Member: _Project Leader: _ Project sponsor: _隊(duì)員的個(gè)人評(píng)估(III)EXAMPLEx12345x12345建設(shè)性的反饋可以提高員工的效率, 并促進(jìn)能力的提升Benefits Of FeedbackBuilds morale levels within the teamIdentifies and acknowl

23、edges a persons skills, contributions etcAffirming FeedbackReinforces desirable or effective behavioursDevelopmental FeedbackAssists people to understand opportunities for developmentIdentifies specific areas in need of developmentPrevents a problem from being repeatedClears up misunderstandingsPrev

24、ents small issues between individuals from becoming unmanageableSource:Garnett Consulting議程項(xiàng)目管理方法的綜述項(xiàng)目小組的形成小組和隊(duì)員的評(píng)估組織和流程優(yōu)化項(xiàng)目實(shí)施的關(guān)鍵成功因素這樣的一次根本性的改革可以分為五個(gè)階段每個(gè)階段有著不同的挑戰(zhàn)準(zhǔn)備期以及堅(jiān)定執(zhí)行期的艱巨性尤其不可小視關(guān)鍵問(wèn)題潛在危險(xiǎn)改革能帶來(lái)什么好處？應(yīng)該如何改革？計(jì)劃能否實(shí)現(xiàn)？如何參與其中？核心推進(jìn)層行動(dòng)迅速而下層沒(méi)有跟上認(rèn)為計(jì)劃定好，任務(wù)分配完畢就大功告成認(rèn)為上下達(dá)成了一致的理解而事實(shí)不然管理層對(duì)改革關(guān)注減弱領(lǐng)導(dǎo)堅(jiān)定與否？簡(jiǎn)單的行動(dòng)結(jié)束后，下

25、面的行動(dòng)都很艱巨沒(méi)有達(dá)到預(yù)期效果改革熱情消退后抱怨增多，不滿情緒爆發(fā)對(duì)領(lǐng)導(dǎo)層是否仍然堅(jiān)定改革失去信心是否達(dá)到目的？認(rèn)為改革從此結(jié)束，而沒(méi)有認(rèn)識(shí)到后續(xù)工作的重要性認(rèn)為新的運(yùn)營(yíng)模式從此一成不變 推行改革實(shí)施堅(jiān)定執(zhí)行改革明確改革必要性 為改革作出準(zhǔn)備取得改革成果認(rèn)為改革可有可無(wú)對(duì)自身和領(lǐng)導(dǎo)層對(duì)改革的決心沒(méi)有把握認(rèn)為可以一蹴而就地開(kāi)始行動(dòng)沒(méi)有清晰的行動(dòng)范圍、目的以及計(jì)劃沒(méi)有上下一心的改革認(rèn)同感管理層與員工的認(rèn)識(shí)有誤差管理層高估員工行動(dòng)能力改革實(shí)施最為艱巨的階段成功地應(yīng)對(duì)改革的挑戰(zhàn)需要把握六個(gè)關(guān)鍵因素明確令人信服的行動(dòng)目標(biāo)建立強(qiáng)有力的領(lǐng)導(dǎo)層進(jìn)行嚴(yán)格的項(xiàng)目管理推動(dòng)利害關(guān)系者的支持補(bǔ)充能力與文化上的差距調(diào)整

26、企業(yè)基礎(chǔ)設(shè)施 推行改革實(shí)施堅(jiān)定執(zhí)行改革明確改革的必要性 為改革作出準(zhǔn)備取得改革成果最高領(lǐng)導(dǎo)層積極地尋求具利害關(guān)系者和員工的支持支持管理層和員工、具利害關(guān)系者的溝通收集和分析以下的監(jiān)測(cè)資料：溝通的有效性員工、管理層和具利害關(guān)系者對(duì)改革的決心和準(zhǔn)備六個(gè)關(guān)鍵成功因素有著各自的內(nèi)涵.明確令人信服的行動(dòng)目標(biāo)最高領(lǐng)導(dǎo)層對(duì)新的營(yíng)運(yùn)模式作出決策對(duì)新的戰(zhàn)略和實(shí)施方案對(duì)需要配備的資源(人,財(cái),物)的承諾和支持對(duì)高層次的時(shí)間表達(dá)成一致協(xié)助制定行動(dòng)目標(biāo)建立強(qiáng)有力的領(lǐng)導(dǎo)層總經(jīng)理和最高領(lǐng)導(dǎo)層展示對(duì)改革的決心和支持委任地位顯著且富經(jīng)驗(yàn)的經(jīng)理執(zhí)行改革方案對(duì)管理層提供適當(dāng)?shù)呐嘤?xùn)以確保項(xiàng)目的順利推行進(jìn)行嚴(yán)格的項(xiàng)目管理提供充分的資

27、源推行改革方案委派富經(jīng)驗(yàn)的員工執(zhí)行計(jì)劃協(xié)助挑選適合的員工推行項(xiàng)目提供適當(dāng)?shù)捻?xiàng)目培訓(xùn)制定詳細(xì)的項(xiàng)目計(jì)劃制定監(jiān)管機(jī)制以確保項(xiàng)目按時(shí)完成推動(dòng)利害關(guān)系者和員工的支持補(bǔ)充能力與文化上的差距管理層可以：制定員工調(diào)職的安排和政策協(xié)助改造新的企業(yè)文化帶領(lǐng)企業(yè)改造文化為員工樹(shù)立榜樣安排員工進(jìn)行調(diào)職提供所需的人力資源以縮減企業(yè)能力上的差距調(diào)整企業(yè)基礎(chǔ)設(shè)施委派人員調(diào)整預(yù)算流程貫徹推行新的績(jī)效考核指標(biāo)調(diào)整人力資源政策和管理程序調(diào)整必要的計(jì)費(fèi)、IT等系統(tǒng)等以支持新的戰(zhàn)略和營(yíng)運(yùn)模式.需要在每個(gè)階段的大量工作明確改革的必要性為改革作出準(zhǔn)備 推行改革實(shí)施堅(jiān)定執(zhí)行改革取得改革成果建立強(qiáng)有力的領(lǐng)導(dǎo)層進(jìn)行嚴(yán)格的項(xiàng)目管理推動(dòng)利害關(guān)系者的支持補(bǔ)充能力與文化上的差距調(diào)整企業(yè)基礎(chǔ)設(shè)施明確令人信服的行動(dòng)目標(biāo)對(duì)于改革的必要性達(dá)成一致管理層制定新目標(biāo)并達(dá)到共識(shí)任命改革推進(jìn)核心管理層制定項(xiàng)目規(guī)劃制定項(xiàng)目工作計(jì)劃舉辦項(xiàng)目組啟動(dòng)會(huì)議為項(xiàng)目組成員提供培訓(xùn)(1) 推行及監(jiān)管評(píng)估項(xiàng)目的成效制定有針對(duì)性的攻堅(jiān)方案評(píng)估目標(biāo)聽(tīng)眾群對(duì)溝通的需要制定促進(jìn)雙方溝通的計(jì)劃實(shí)施促進(jìn)溝通的方案評(píng)估效用并解決相應(yīng)的溝通問(wèn)題人事任命的程序和政策設(shè)計(jì)制定企業(yè)能力和企業(yè)文化差距彌補(bǔ)戰(zhàn)略評(píng)估現(xiàn)有績(jī)效指標(biāo)與預(yù)算流程是否與新方案匹配確認(rèn)對(duì)計(jì)