Ch2. 项目生命期与组织
-Project Life Cycle and Organization
2.1 项目生命期
－The Project Life Cycle
2.1.1 项目生命期的特征
－Characteristics of the Project Life Cycle
Ø 项目生命期确定了将项目的开始和结束连接起来的阶段
The project life cycle defines the phases that connect the beginning of a project to its end
Ø 从一个阶段向另一阶段转移一般会涉及某种形式的技术交接
The transition from one phase to another within a project’s life cycle generally involves, and is usually defined by, some form of technical transfer or handoff.
Ø 通常前一阶段的可交付成果在验收后才能开始下一阶段工作，但“快速跟进”进度压缩技术允许在验收前就开始下阶段工作（风险增加）
Deliverables from one phase are usually reviewed y and approved before work starts on the next phase. The application of the schedule compression technique called fast tracking allows a phase to begin prior to the approval of the previous phase’s Deliverables (risk increase)
Ø 项目生命期通常规定Project life cycles generally define：
n 项目的各阶段应当从事何种技术工作
What technical work to do in each phase
n 项目各阶段可交付成果应何时生成，以及如何审查、核实和确认
When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated
n 项目各阶段有哪些人员参与
Who is involved in each phase
n 如何控制和批准项目各个阶段
How to control and approve each phase
Ø 说明项目生命期可以十分笼统，也可以非常详细（可以包括表格、图标和和对表等）
Project life cycle descriptions can be very general or very detailed (can include forms, charts, and checklists)
Ø 大多数项目生命期的共同特点：
Most project life cycles share a number of common characteristics
n 项目阶段一般按顺序首尾相接
Phases are generally sequential
n 人力投入和费用，开始时低，随之增高，在项目结尾时迅速降低
Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion
n 项目成功可能性随项目执行逐渐上升，风险和不确定性逐渐下降
The level of uncertainty is highest and, hence, risk of failing to achieve the objectives is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues
n 项目利害关系者对项目的影响力对项目执行逐渐下降
The ability of the stakeholders to influence the final characteristics of the project’s product and the final cost of the project is highest at the start, and gets progressively lower as the project continue
Ø 尽管许多项目生命期具有彼此相似的阶段名称，所要求的可交付成果名称也极为相似，但其内容决少雷同
Although many project life cycles have similar phase names with similar deliverables, few life cycles are identical.
2.1.2 项目阶段的特征
－Characteristics of Project Phases
Ø 每个项目阶段都以一个或数个可交付成果的完成为标志
The completion and approval of one or more deliverables characterizes a project phase
Ø 可交付成果是某种有形的、可验证的工作成果
A deliverable is a measurable, verifiable work product
Ø 一些可交付成果对应着项目管理过程，另一些可能是最终产品的一部分
Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products
Ø 项目阶段的结束通常以对完成的工作和可交付成果的审查为标志，目的是确定是否验收、是否仍然需要增加工作，或者是否考虑结束这一阶段
A project phase is generally concluded with a review of the work accomplished and the deliverables to determine acceptance, whether extra work is still required, or whether the phase should be considered closed
Ø 阶段末可进行一次审查，目的是取得对结束当前阶段并启动下一阶段的核准。阶段末审查也称为阶段放行口、阶段关卡或验收站
A phase-end review can be held with the explicit goals of obtaining authorization to close the current phase and to initiate the subsequent one. Phase-end reviews are also called phase exits, phase gates, or kill points
2.1.3 项目生命期与产品生命期的关系
－Project Life Cycle and Product Life Cycle Relationships
Ø 应把项目生命期与产品生命期区分开来
Should be taken to distinguish the project life cycle from the product life cycle.
Ø 项目生命期往往是产品生命期的一部分
Often consider the project life cycle as part of the product life cycle
2.2 项目利害关系者
－Project Stakeholders
Ø 项目利害关系者就是参与项目、或利益受项目影响的个人和组织，会对项目的目标和结果施加影响
Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the project’s objectives and outcomes
Ø 项目管理团队必须识别利害关系者、确定他们的要求和期望、对其影响进行管理，确保项目取得成功
The project management team must identify the stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project
Ø 项目利害关系者参与项目的责任和权限变化很大，在不同阶段也会变化
Stakeholders have varying levels of responsibility and authority when participating on a project and these can change over the course of the project’s life cycle
Ø 识别项目利害关系者有时很困难；未能识别某重要利害关系者可能给项目造成重大问题
Sometimes, stakeholder identification can be difficult. Failure to identify a key stakeholder can cause major problems
Ø 项目经理必须管理利害关系者的期望；他们的目标往往彼此相距甚远
Project managers must manage stakeholder expectations, which can be difficult because stakeholders often have very different or conflicting objectives
如何管理利害关系者What should we do with stakeholders?
1) 识别所有他们Identify ALL of them
2) 决定所有他们的要求Determine ALL of their requirements
3) 决定他们的期望Determine their expectations
4) 与他们沟通Communicate with them
5) 管理他们的影响Manage their influence
2.3 组织的影响
－Organizational Influences
2.3.1 组织制度
－Organizational Systems
Ø 基于项目的组织：运作主要由项目构成
Project-based organizations ： whose operations consist primarily of projects
n 收入主要来自于项目
Revenue primarily from performing projects
n 采用了项目化管理的组织
Organizations that have adopted management by projects
Ø 非基于项目的组织Non-project-based organization
2.3.2 组织文化与作风
－Organizational Cultures and Styles
2.3.3 组织机构
－Organizational Structure
Figure 2-6. Organizational Structure Influences on Projects
协调员coordinator和联络员expediter
The project coordinator reports to a high-level manager and has authority to make some decisions. The project expediter has no authority to make decisions.
2.3.4 项目管理办公室在组织机构中的作用
－The Role of the PMO in Organizational Structures
A PMO usually takes one of three roles:
Ø Providing the policies, methodologies and templates for managing projects within the organization
Ø Providing support and guidance to others in the organization on how to manage projects, training others in project management or project management software, and assisting with specific project management tools
Ø Providing project managers for different projects, and being responsible for |