主會場--演講資料.pdf

《主會場--演講資料.pdf》由會員分享，可在線閱讀，更多相關《主會場--演講資料.pdf（62頁珍藏版）》請在三個皮匠報告上搜索。

1、The projectization of work工作項目化3 The move to structure work as projects 將工作結構化為項目的趨勢 Contrasts to traditional“functional”based organizational work arrangements 與傳統的“職能”為基礎的組織工作安排的對比 Mid 20thcentury trend 20世紀中葉趨勢 Post WW2 era(1940s to 1960s)large complex initiatives includingdefence,aerospace,infras

2、tructure projects二戰后時期（1940年代至1960年代）大型復雜項目，包括國防、航空航天、基礎設施項目 Critical Path Method(CPM)關鍵路徑法（CPM）Program Evaluation&Review Technique(PERT)計劃評審技術（PERT）Earned Value Management(EVM)掙值管理（EVM）1970s to 1980s technological advances,increased competition1970年代至1980年代技術進步，競爭加劇 Cross sector adoption of project

3、 management 項目管理跨行業采納 Project based industries;IT,construction,engineering.基于項目的行業；IT、建筑、工程 Project management professional associations,項目管理專業協會 PMI,APM,AIPM.Emergence of Risk Management 風險管理的出現The projectization of work工作項目化4 1990s to present Globalization,digital transformation,market volatility1

4、990年代至今全球化、數字化轉型、市場波動 Increased acceleration of project-based work 基于項目的工作加速增加 Project management aims to provide flexibility to innovate,respond to market changes項目管理旨在提供靈活性以創新，應對市場變化 Better align initiatives to organizational strategic imperatives and goals更好地將計劃與組織戰略要務和目標對齊 Project management met

5、hodologies 項目管理方法論 PMI PMBoK,PRINCE2,Agile,Lean Project management standards 項目管理標準 Professional association based 基于專業協會的 PMI PMBoK,APM BoK(UK),others like GAAP.National Standards bodies 國家標準化機構 ANSI(USA),BSI(UK),SA(Australia),SAC(China).Today Complexity,adaptability,efficiency,organizational chang

6、e,AI今天復雜性、適應性、效率、組織變革、AI All of the above plus 上述所有加上 Outcome-oriented work structures 結果導向的工作結構 Intended to be able to handle complexity and change effectively.旨在有效處理復雜性和變化The effects of project delays and cost overruns 項目延期和成本超支的影響5 Serious economic and social impacts,affecting 嚴重的經濟和社會影響，影響 Finan

7、cial health of the project 項目的財務健康 Stakeholders and end users 利益相關者與終端用戶 The wider economy and society 更廣泛的經濟和社會 Economic impacts 經濟影響 Increases in direct costs,may require additional funding allocations直接成本增加，可能需要額外的資金分配 Inflation,finance costs,interest,labour and material cost increases通貨膨脹、財務成本、利

8、息、勞動力和材料成本增加 Penalties and legal costs 罰款和法律成本 Reduced ROI 投資回報率降低 Opportunity costs 機會成本 Lost revenue from delayed product launches 產品發布延遲導致的收入損失 Competitors capture market share 競爭對手搶占市場份額The effects of project delays and cost overruns 項目延期和成本超支的影響6 Non-economic impacts(often more disastrous than

9、economic impacts)非經濟影響（通常比經濟影響更具災難性）Reputational damage 聲譽損害 Impacts future business prospects,client trust,loss of business 影響未來業務前景、客戶信任、業務流失 Loss of strategic advantage 失去戰略優勢 Stakeholder dissatisfaction 利益相關者不滿 Clients,investors,stakeholders lose confidence in project management客戶、投資者、利益相關者對項目管理

10、失去信心 Strained relationships 關系緊張 Loss of future business 業務流失 Disruption to other-including future-projects 對其他項目的影響，包括未來的項目 Delays or cancellation to cover costs overruns為彌補成本超支而推遲或取消 Reduced morale,increased stress,staff turnover.士氣低落、壓力增加、員工流失Leveraging the ISO Standards利用ISO標準7ISO 21508:2018(EVM

11、 Standard EVM標準)and 21512:2014(Implementation Guidance 實施指導)Provides very useful“how to”system and processguidance for 提供非常實用的“操作指南”系統和流程指導，用于1.How to set up a project for success 如何為項目成功奠定基礎Plan the Work 規劃工作2.Monitor and control the project during the delivery phase 在交付階段監控和控制項目Work the Plan 執行計劃Provides a methodology and system for successful projects 為成功項目提供方法論和系統With more than 50-years of freely available lessons learned to leverage from有超過50年的免費經驗教訓可供利用