《管理学专业英语教程（第四版下）》课件Unit 5 Projects in Contemporary Organizations.ppt

1、OutlinesOutlines1234 Project Management is Everywhere Three Paramount Forces Forces Fostering Project ManagementHow to Think of A ProjectProject Management is Everywhere Alions share of the credit for the development of the techniques and practices of project management belongs to the militarythe ev

2、olution of worldwide competitive markets for the production and consumption of goods and servicesthe growing demand for a broad range of complex,sophisticated,customized goods and servicesthe exponential expansion of human knowledgeThree Paramount ForcesThree paramount forcesForces Fostering Project

3、 Managementv First,the expansion of knowledge allows an increasing number of academic disciplines to be used in solving problems associated with the development,production,and distribution of goods and services.v Second,satisfying the continuing demand for more complex and customized products and se

4、rvices depends on our ability to make product design an integrated and inherent part of our production and distribution systems.v Third,worldwide markets force us to include cultural and environmental differences in our managerial decisions about what,where,when,and how to produce and distribute out

5、put.Forces Fostering Project Managementv Another important societal force is the intense competition among institutions fostered by our economic system resulting in organizational crusades“v In addition,these forces operate in a society that assumes that technology can do anything.v Finally,the proj

6、ects we undertake are large and getting larger.Three Project ObjectivesvThree direct project objectives or goalsperformance(or scope),time,and cost.How to Think of A ProjectvTimevCostvspecificationsthe expectations of the clientProject Successs Four Dimensions123 project efficiency impact on the cus

7、tomer the business impact on the organization4opening new opportunities for the futureHow to Think of A Projectcrucial,but unstated,elementmust considerHow to Think of A ProjectvIn the past 25 years or so,other direct and ancillary objectives have been suggested.vThese did not replace the traditiona

8、l time,cost,and performance.However,in text(2),we will find that good projects may fail anyway.Text(2):Why Good Projects Fail Anywaythe traditional approach to project management shifts the project teams focus away from the end result project teams can execute their tasks flawlessly,on time and unde

9、r budget,and yet the overall project may still fail to deliver the intended results.A close look of solutions by cases1234 How Rapid-Results Teams WorkResults OrientedVerticalFastHow Rapid-Results Teams WorkteamTeams of A World BanktargetImprove the productivity of 120,000 small-scale farmers in Nic

10、aragua by 30%in 16 yearsproblemIf the World Bank had kept proceeding in the traditional way on a project of this magnitude,it would have been years before managers found out or if the various work streams could be integrated and thus if the project would ultimately achieve its goals.What the group d

11、oAdd rapid results initiatives to the implementation processResults OrientedteamA team in Nicaraguatarget1.To increase Grade A milk production 2.To increase pig weight3.to secure commitments problem1.Lack of elasticity2.Too solw3.The team feel lack of rewardingWhat the group do1.It allows project pl

12、anners to test whether the activities in the overall plan will add up to the intended result and to alter the plans if need be.2.It produces real benefits in the short term.3.It is able to deliver results is more rewarding and energizing for teams than plodding along through partial solutions.Vertic

13、al&FastProject plans typically unfold as a series of activities represented on a timeline by horizontal bars.In this context,rapid-results initiatives are vertical.Consider the two examples beforeThe short time frame fosters a sense of personal challenge,ensuring that team members feel a sense of urgency right from the start that leaves no time to squander on big studies or interorganizational bickering.