【正文】 階段末評(píng)審，以及當(dāng)風(fēng)險(xiǎn) 很大時(shí)的繼續(xù)／不繼續(xù)決定。項(xiàng)目組合經(jīng)理負(fù)責(zé)對(duì)一組項(xiàng)目或項(xiàng)目集進(jìn)行宏觀治理，這些項(xiàng)目或項(xiàng)目集可能相關(guān)或不相關(guān)。他們對(duì)每個(gè)項(xiàng)目的投資回報(bào)、價(jià)值、風(fēng)險(xiǎn)和其他屬性進(jìn)行評(píng)審。項(xiàng)目集經(jīng)理負(fù)責(zé)統(tǒng)籌管理一組相關(guān)的項(xiàng)目，從而取得對(duì)單個(gè)項(xiàng)目分別管理所無(wú)法實(shí)現(xiàn)的利益和控制。項(xiàng)目管理辦公室。如果 PMO 對(duì)項(xiàng)目結(jié)果負(fù)有直接或間接的 責(zé)任，那么它就是項(xiàng)目的一個(gè)干系人。 ? 項(xiàng)目經(jīng)理。這是一個(gè)富有挑戰(zhàn)且備受矚目的角色，具有重要的職責(zé)和不同的權(quán)力。項(xiàng)目經(jīng)理必須能理解項(xiàng)目的細(xì)節(jié)，但又能從項(xiàng)目全局的角度進(jìn)行管理。 項(xiàng)目經(jīng)理在與干系人的溝通中負(fù)主要責(zé)任，尤其是與項(xiàng)目發(fā)起人、項(xiàng) 目團(tuán)隊(duì)和其他關(guān)鍵干系人的溝通。項(xiàng)目團(tuán)隊(duì)。團(tuán)隊(duì)中的個(gè)人來(lái)自不同的團(tuán)體，分別掌握某些具體的專業(yè)知識(shí)或技能，并執(zhí)行項(xiàng)目工作。職能經(jīng)理是在企業(yè)的行政或職能領(lǐng)域（如人力資源、財(cái)務(wù)、會(huì)計(jì)或采購(gòu)）承擔(dān)管理角色的重要人物。職 能經(jīng)理可為項(xiàng)目提供相關(guān)領(lǐng)域的專業(yè)技術(shù)或服務(wù)。運(yùn)營(yíng)經(jīng)理是在核心業(yè)務(wù)領(lǐng)域（如研發(fā)、設(shè)計(jì)、制造、供應(yīng)、測(cè)試或維護(hù)）承擔(dān)管理角色的個(gè)人?；陧?xiàng)目的類型，在項(xiàng)目完成時(shí)，需要把項(xiàng)目的技術(shù)文件和其他永久性記錄正式移交給相關(guān)的運(yùn)營(yíng)管理人員。賣方／業(yè)務(wù)伙伴。業(yè)務(wù)伙伴也是外部公司，但他們與本企業(yè)間存在特殊的關(guān)系。業(yè)務(wù)伙伴為項(xiàng)目提供專業(yè)技術(shù)，或提供安裝、定制、培訓(xùn)或支持等特定服務(wù)。組織的項(xiàng)目管理成熟度及其項(xiàng)目管理系統(tǒng)也會(huì)影響項(xiàng)目。本節(jié)下文將介紹可能對(duì)項(xiàng)目產(chǎn)生影響的組織特征和結(jié)構(gòu)。文化與風(fēng)格通常被稱為“文化規(guī)范”。例如，如何完成工作、哪些工作方式是可接受的，以及誰(shuí)能有力推動(dòng)工作的完成。 組織文化是一種事業(yè)環(huán)境因素。例如，在某些情況下，位 于組織結(jié)構(gòu)圖頂層的那個(gè)人其實(shí)并不掌握實(shí)權(quán)。 組織結(jié)構(gòu) 組織結(jié)構(gòu)是一種事業(yè)環(huán)境因素，它可能影響資源的可用性，并影響項(xiàng)目的管理模式。表 21 列出了幾種主要組織結(jié)構(gòu)及其與項(xiàng)目有關(guān)的重 要特征。弱矩陣型組織保留了職能型組織的大部分特征，其項(xiàng)目經(jīng)理的角色更像是協(xié)調(diào)員或聯(lián)絡(luò)員，而非真正的項(xiàng)目經(jīng)理。平衡矩陣型組織雖然承認(rèn)全職項(xiàng)目經(jīng)理的必要性，但并未授權(quán)其全 權(quán)管理項(xiàng)目和項(xiàng)目資金。與職能型組織相反的是項(xiàng)目型組織，如圖 211 所示。項(xiàng)目型組織中也有被稱為“部門”的組織單元，但這些部門或者直接向項(xiàng)目經(jīng)理報(bào)告，或者為各個(gè)項(xiàng)目提供支持服務(wù)。例如，即使那些典型的職能型組織，也有可能建立專門的項(xiàng)目團(tuán)隊(duì)，來(lái)實(shí)施重要的項(xiàng)目。它可能擁有來(lái)自各職能部門的全職人員，可以制定自己的辦事流程，甚至 可以不按標(biāo)準(zhǔn)或正式的匯報(bào)結(jié)構(gòu)運(yùn)作。這些過(guò)程資產(chǎn)包括正式和非正式的計(jì)劃、政策、程序和指南。組織過(guò)程資產(chǎn)可能包括完整的進(jìn)度計(jì)劃、風(fēng)險(xiǎn)數(shù)據(jù)和掙值數(shù)據(jù)。組織過(guò)程資產(chǎn)可分成以下兩大類。 ? 風(fēng)險(xiǎn)控制程序，包括風(fēng)險(xiǎn)的類別、概率的定義和風(fēng)險(xiǎn)的后果，以及概率影響矩陣； ? 排序、批準(zhǔn)與簽發(fā)工作授權(quán)的程序。 Chapter 2 Project Life Cycle and Organization Projects and project management take place in an environment that is broader than that of the project itself. The project management team must understand this broader context to ensure work is carried out in alignment with the goals of the enterprise, and managed in accordance with the established practices of the organization. This chapter describes the basic structure of a project as well as other important highlevel considerations including how projects impact ongoing operational work, the influence of stakeholders beyond the immediate project team, and how organizational structure affects the way the project is staffed, managed, and executed. The following major sections are discussed: The Project Life Cycle Overview Projects vs. Operational Work Stakeholders Organizational Influences on Project Management The Project Life Cycle Overview A project life cycle is a collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. A life cycle can be documented with a methodology. While every project has a definite start and a definite end, the specific deliverables and activities that take place in between will vary widely from project to project. The life cycle provides the basic framework for managing the project, regardless of the specific work involved. Characteristics of the Project Life Cycle Projects can vary in size and plexity from a simple project to a more elaborate and plex endeavor, such as designing and producing a new aircraft. No matter how large or small, simple or plex, all projects can be mapped to the following generic life cycle structure (see Figure 21): ? Starting the project, ? Organizing and preparing, ? Carrying out the project work, and ? Finishing the project. This generic life cycle structure is often referred to when municating with upper management or other entities less familiar with the details of the project. This highlevel view can provide a mon frame of reference for paring projectseven if they are dissimilar in nature. The generic life cycle structure generally consists of the following characteristics: ? Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close. The dashed line in Figure 21 illustrates this typical pattern. ? Figure 22 illustrates that the level of uncertainty and the risk of failing to achieve the project objectives are greatest at the start of the project. Uncertainty and overall project risk decrease over the life of the project. ? Ability to influence the final characteristics of the project39。s objective may benefit from being divided into phases. Relationship to a Product39。s retirement. Generally, a project life cycle is contained within one or more product life cycles. Care should be taken to distinguish the project life cycle from the product life cycle. All projects have a purpose or objective, but in those cases where the objective is a service or result, there may be no product life cycle involved. When the output of the project is related to a product, there are many possible relationships. For instance, the development of a new product could be a project on its own. Alternatively, an existing product might benefit from a project to add new functions or features, or a project might be created to develop a new model. Many facets of the product life cycle lend themselves to being run as small projects, for example: performing a feasibility study, conducting market research, running an advertising campaign, installing a product, holding focus groups, trialing a product in a test market, etc. In each of these examples the project life cycle would differ from the product life cycle. Since one product may have many projects associated with it, additional efficiencies may be gained by managing all related projects collectively. For instance, a number of separate projects may be related to the development of a new automobile. Each project may be distinct, but still contributes a key deliverable necessary to bring the automobile to market. Oversight of all projects by a higher authority could significantly increase the likelihood of success. Managing a group of projects in a coordinated way, to obtain benefits not available f