《Fundamentals of Project Management 4th Edition》读书笔记 第一章 项目管理总览

CHAPTER 1 An Overview of Project Management

项目管理总览

 

 

项目失败的一个常见的原因就是缺乏足够的项目计划。人们总是倾向于采用试错的方式去工作，立马着手去工作，但却导致后来的返工，甚至将错就错。

The reason for these failures isconsistently found to be inadequate project planning. People adopt aready-fire-aim approach in an effort to get a job done really fast and end upspending far more time than necessary by reworking errors, recovering from diversionsdown “blind alleys,” and so on.

 

直觉和经验的方法往往不可靠。

They want to know whether using goodproject management really reduces the failures and the rework, and I can onlysay you will have to try it and see for yourself. If you can achieve levels ofrework of only a few percent using a seat-of-the-pants approach to managingprojects, then keep doing what you’re doing! However, I don’t believe you willfind this to be true.

 

一个常见错误是，项目经理单独为项目组进行计划。这样不仅让计划得不到彻底承认和接纳，而且还会有很多漏洞。PM不可能考虑到所有事情，对任务的估计不准确。项目管理的第一项准则就是让实际实施的人来帮助制定计划。

One mistake made by inexperienced projectmanagers is to plan the project for the team. Not only do they get no buy-in totheir plan, but that plan is usually full of holes. Managers can’t think ofeverything, their estimates of task durations are wrong, and the entire thingfalls apart after the project is started. The first rule of project managementis that the people who must do the work should help plan it.

 

PM的角色应该是一个使能者，帮助别人来把工作搞定，为项目组排除干扰，获取需要的资源，为项目组提供支持。

The role of the project manager is that ofan enabler. Her job is to help the team get the work completed, to “run interference”for the team, to get scarce resources that team members need, and to bufferthem from outside forces that would disrupt the work.

 

领导力的最好定义是：让别人想要做你要做的事。