《项目管理》章节试读

《项目管理》的笔记-第79页

There will still be resistance to change unless 1)people believe that the change is possible, and 2)people believe that they will somehow benefit from the change.

《项目管理》的笔记-第80页

The ideal purpose of change management is to create a superior culture. There are different
types of project management cultures based upon the nature of the business, the amount
of trust and cooperation, and the competitive environment. Typical types of cultures include:
● Cooperative cultures: These are based upon trust and effective communications,
internally and externally.
● Noncooperative cultures: In these cultures, mistrust prevails. Employees worry
more about themselves and their personal interests than what’s best for the team,
company, or customer.
● Competitive cultures: These cultures force project teams to compete with one
another for valuable corporate resources. In these cultures, project managers often
demand that the employees demonstrate more loyalty to the project than to their
line managers. This can be disastrous when employees are working on many
projects at the same time.
● Isolated cultures: These occur when a large organization allows functional units
to develop their own project management cultures and can result in a culturewithin-
a-culture environment.
● Fragmented cultures: These occur when part of the team is geographically separated
from the rest of the team. Fragmented cultures also occur on multinational projects,
where the home office or corporate team may have a strong culture for project
management but the foreign team has no sustainable project management culture.
Cooperative cultures thrive on effective communication, trust, and cooperation.
Decisions are based upon the best interest of all of the stakeholders. Executive sponsorship
is passive, and very few problems go to the executive levels for resolution. Projects are managed informally and with minimal documentation and few meetings. This culture takes
years to achieve and functions well during favorable and unfavorable economic conditions.

《项目管理》的笔记-第7页 - 定义项目成功

项目成功包含着完成工具要满足：在一定时间期限内，一定的预算成本内，在适当的性能和规格下，得到客户或试用者认可；尽量减少范围变化或者在范围变化上达成共识；不影响组织的主要工作流程；不改变企业文化。
范围的变化
范围变化是不可避免的，特别是对于互联网产品。互联网产品小步快跑的方式很利于范围变化时的处理，冻结当前版本，新增或修改或添加的需求反映在下一个版本。但要注意，这并不是为产品需求随意变动打开方便之门，产品需求的增加或减少的唯一评判标准：核心用户需求强弱。
不影响组织的主要工作流程
在产品的开发测试阶段，产品经理要充当项目经理的角色，这时候产品经理是要承担起研发、测试、质量等部门之间的协调、沟通和指导。往往时间很紧急，很容易口头表达或在文档中描述需求的70%左右，当时大家都是明白了，但是没过多久，记性弱化了，慢慢理解就出现偏差了，做出来的需求跟要求的不一致了。生气没用、扯皮也没用。能够优化这个的主要办法就是：严格按照流程走，需求文档清晰表达需求、业务规则、性能约束等；详细设计说明书要清晰表达设计架构；需求文档、研发实现方案、测试用例也都要经过严格评审。
不改变企业文化
无论你在选择公司时，是否谨慎考虑，一旦进入公司，在项目阶段，你都是带着脚镣跳舞。