如何做到优秀的项目管理(ppt71)英文-项目管理(编辑修改稿)

如何做到优秀的项目管理(ppt71)英文-项目管理(编辑修改稿)内容摘要：

d the World‘s Best Car! If you put together the world‘s best auto transmission, best brakes, best engine, best chassis, etc., you probably won‘t have a very good car Why? They haven‘t been designed to work together. All rights reserved. Same for an Organization… When done to a pany, you wind up with an anizational Frankenstein. . . A hodgepodge of disjointed parts that don‘t make a functioning whole. All rights reserved. Joint Optimization You have to jointly optimize the three ponents. Tools, systems, and people must work together. All rights reserved. An Example The process shown below is balanced. Each stage produces 100 units per hour, which is exactly the rate needed by the following stage. Now we decide to improve it. All rights reserved. The ―Improved‖ Process We have improved Stage 2, so that it can produce 150 units per hour. However, Stage 1 cannot provide that level of input to the second stage, nor can Stage 3 accept 150 units per hour, so we have not improved the overall process. This is what happens when you suboptimize. All rights reserved. Training Alone Isn‘t Enough Training addresses the ―people‖ ponent. By itself it is hitandrun training. Another example of suboptimization. All rights reserved. For instance We know several anizations that have trained hundreds of employees to manage projects. Followup surveys reveal that only about 10 % of those trained actually use what they learned. All rights reserved. Why this Result? There are no systems in place to support the newly learned skills. Other employees resist the new approach because they don‘t understand it. People also don‘t perform newly learned skills immediately. All rights reserved. Skills Must Be Developed Training must be followed with some coaching. Worldclass athletes aren‘t developed over night! All rights reserved. Do They Have Aptitude? Furthermore, it does no good to train people to manage projects who have no aptitude.。 You must select the right people to do the job. All rights reserved. Selecting Project Managers Project managers should be selected for management aptitude, not technical ability. A major aptitude is dealing with people. All rights reserved. The Need for ―People Skills‖ Project managers almost always have a lot of responsibility but no authority. If they are to get anything done, it will be through influence or negotiating. All rights reserved. I Hate People Problems! Technical people sometimes hate dealing with ―people problems.‖ When this is true, they should not be made managers. All rights reserved. You Need Dual Career Paths However,they often bee managers to make more money—and make themselves and everyone else miserable. Set up a dual career path, so technical people can make as much money as managers. All rights reserved. Working Project Managers Project managers often do technical work and also manage the project. When there is a conflict between doing work and managing, the work always takes priority and the managing suffers. All rights reserved. Sacrificing Quality Alternatively, if you put tremendous time pressures on them, they will release garbage—they sacrifice quality. Neither of these responses is acceptable. All rights reserved. Have Your Cake amp。 Eat It Too I suggest you consider having dedicated project managers, because… They can get really good at the job, and It frees your technical people to do their technical jobs. All rights reserved. Provide Systems and Tools Once you have the right people in place, to get full benefit from training, you must provide tools and put systems in place that allow the skills to be practiced. And you must train more than just those who will manage。