近来,我接触了一些建设企业集团。令我感到惊异的是,在这些以项目为主要盈利来源的企业中,企业管理的水平远远滞后于这些企业在项目现场的管理水平。很多项目型企业在企业层面依然采取生产型企业的管理方式,甚至采取的是政府行政管理的方式。这种项目治理方式的滞后严重影响了项目的成功率。当与这些企业的老总们谈起应该应用项目管理理论革新企业时,很多人给我的说法是:“从理论上讲是这样,但实际上这样做行不通。”这种情况不仅在项目管理中,也不仅在项目型企业中大量存在,它还存在于其他许许多多各式各样的企业、各式各样的管理活动中。可为什么会出现这种情况?本文试图简单 Recently, I have contacted some construction enterprise groups. To my surprise, among these project-based sources of profit, the level of enterprise management lags far behind the management level of these enterprises at the project site. Many project-based enterprises still take the management of production-oriented enterprises at the enterprise level, and even adopt the way of government administration. The lag of this project management method has seriously affected the success rate of the project. When talking to CEOs of these companies about the need to revolutionize the business with project management theory, many people have given me the impression that “in theory it is, but in fact it does not work.” This is not the case only in Project management, not only in a large number of project-based enterprises exist, it exists in many other many and many kinds of businesses, a wide range of management activities. Why does this happen? This article tries to be simple