【導讀】業(yè)主的高層管理設定總體方針，同時選擇合適的組織來負責給定的項目任務。針中，會指出如何將項目生命周期中的任務劃分給不同的組織，以及聘用什么樣的專業(yè)人員。業(yè)主高層管理所做出的決策也將對被選出進行項目管理的組織產(chǎn)生影響。通常會有多種分解項。例如，快速路徑法的應用。這里需要指出的是哪種分解方法更為有效，這完全取決于項目的具體情況。由不同組織組成一個單一聯(lián)合體，以統(tǒng)一指令來承擔設計和施工任。業(yè)主自行建造項目，在這里所有工作均由業(yè)主內(nèi)部部門處理；一種情況是，項目所需人員由職能部門提供。要支持，因而也被稱為以項目為導向的組織。設計單位同時代表業(yè)主在施工期間監(jiān)。盡管具體工作由眾多的專業(yè)分包商來承擔，但卻由總承包商對工程本身負責。合同中的分包商簽分包合同，轉(zhuǎn)而另尋求其他分包商。即由“職能式”組織變化成“矩

　　

【正文】 ave technical reporting responsibilities to several different and higher tiers in the anization. The key to a cost effective effort is the development of this project subanization into a single team under the leadership of a strong project manager. 4. The extent to which decisionmaking will be centralized or decentralized is crucial to the anization of the megaproject. Consequently, it is important to recognize the changing nature of the anizational structure as a project is carried out in various stages. OwnerBuilder Operation In this approach an owner must have a steady flow of ongoing projects in order to maintain a large work force for inhouse operation. However, the owner may choose to subcontract a substantial portion of the project to outside consultants and contractors for both design and construction, even though it retains centralized decision making to integrate all efforts in project implementation. Turnkey Operation Some owners wish to delegate all responsibilities of design and construction to outside consultants in a turnkey project arrangement. A contractor agrees to provide the pleted facility on the basis of performance specifications set forth by the owner. The contractor may even assume the responsibility of operating the project if the owner so desires. In order for a turnkey operation to succeed, the owner must be able to provide a set of unambiguous performance specifications to the contractor and must have plete confidence in the capability of the contractor to carry out the mission. This approach is the direct opposite of the ownerbuilder approach in which the owner wishes to retain the maximum amount of control for the design construction process. Leadership and Motivation for the Project Team The project manager, in the broadest sense of the term, is the most important person for the success or failure of a project. The project manager is responsible for planning, anizing and controlling the project. In turn, the project manager receives authority from the management of the anization to mobilize the necessary resources to plete a project. The project manager must be able to exert interpersonal influence in order to lead the project team. The project manager often gains the support of his/her team through a bination of the following: 1. Formal authority resulting from an official capacity which is empowered to issue orders. 2. Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued anization rewards or penalties. 3. Expert power when the project manager is perceived as possessing special knowledge or expertise for the job. 4. Attractive power because the project manager has a personality or other characteristics to convince others. In a matrix anization, the members of the functional departments may be accustomed to a single reporting line in a hierarchical structure, but the project manager coordinates the activities of the team members drawn from functional departments. The functional structure within the matrix anization is responsible for priorities, coordination, administration and final decisions pertaining to project implementation. Thus, there are potential conflicts between functional divisions and project teams. The project manager must be given the responsibility and authority to resolve various conflicts such that the established project policy and quality standards will not be jeopardized. When contending issues of a more fundamental nature are developed, they must be brought to the attention of a high level in the management and be resolved expeditiously.