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企业的项目化改制是提高企业管理效率,合理利用资源,以及提高执行力的有效手段。越来越多的企业开始重视项目在有效实施企业战略目标中的关键作用。与传统的非项目化企业架构相比,项目化的企业机制更能够适应快速多变的市场环境,有效地利用资源,并提高管理层对企业运作的整体把握。但在项目化改制过程中,很多企业难以避免地会出现一段相对混乱的时期,主要表现在内部流程混乱、责权相对模糊、项目的成功率不高等问题。应该讲这些问题是体制转型中不可避免的,而衡量企业项目化管理完善性的重要指标就是项目管理的成熟度。本文不讨论项目管理成熟度的各种具体的标准与规范,而将重点放在讨论项目管理成熟度的演进过程,以及在这一过程中可能会遇到的各种问题。同时通过对既往经验的总结,给处在转型不同时期的企业以合理的建议,帮助企业更好地完成这一转制过程。
Enterprise project restructuring is to improve the efficiency of enterprise management, rational use of resources, and improve the implementation of effective means. More and more companies are beginning to value the key role of the project in effectively implementing business strategy. Compared with the traditional non-project-oriented enterprise structure, the project-oriented enterprise mechanism can adapt to the rapidly changing market environment, make effective use of resources and enhance management’s overall grasp of the operation of the enterprise. However, during the process of project reorganization, many enterprises are facing a period of relative chaos inevitably, mainly due to internal chaos, relatively vague powers and responsibilities, and low success rate of projects. Should be said that these problems are inevitable in the institutional transformation, and measure the perfection of enterprise project management is an important indicator of project management maturity. This article does not discuss various specific standards and practices for project management maturity but focuses on discussing the evolution of project management maturity and the various issues that may be encountered in the process. At the same time, through the summary of past experience, enterprises in different stages of transformation are given reasonable advice to help enterprises to complete the transformation process better.