Dear colleagues：
親愛的國際公司同事們：
“In today’s complex business environment we must find new ways to reduce costs, shorten schedules, increase productivity and build our bottom line. Managing diverse international projects means we have to get along with local staff, manage new-found resources, understand our Clients’ objectives and communicate with each other as never before.
在當(dāng)今復(fù)雜的商業(yè)環(huán)境下，我們必須尋找新的方式來降低成本、加快進(jìn)度、提高生產(chǎn)效率和建立我們的成本底線。管理各式各樣的國際工程意味著我們必須學(xué)會(huì)與當(dāng)?shù)貑T工相處，管理新增資源，明確客戶的目標(biāo)并且團(tuán)隊(duì)中互相之間的溝通交流要做到前所未有的地步。
To assist in this quest, CRCE has introduced a support level PMO (Project Management Office) in its head office and throughout its entire organization. With its success, CRCE is planning higher levels of PMO (Project Management Office) to ensure it operates according to internationally accepted project management principles and reaps the benefits in the world-wide marketplace.
為了探尋上述提及目標(biāo)的實(shí)現(xiàn)之道，中鐵建工國際公司首先在機(jī)關(guān)總部新成立了一個(gè)支持性的部門——項(xiàng)目管理辦公室。基于機(jī)關(guān)項(xiàng)目管理辦公室建立的成功經(jīng)驗(yàn)，國際公司正在計(jì)劃建立更高層次的項(xiàng)目管理辦公室，以確保項(xiàng)目管理按照國際通用原則來執(zhí)行，為公司在全球市場贏得效益。
As the PMO takes shape, it will provide our organization with an infrastructure of people, procedures, and tools that will help us achieve more effective project management. It will allow us to better lever our project management standards, allocate local resources and establish consistent performance measures, thereby streamlining all our efforts.
項(xiàng)目管理辦公室初具雛形后，將為公司提供人員、流程和工具等基礎(chǔ)硬件設(shè)施，以幫助我們實(shí)現(xiàn)更有效的項(xiàng)目管理。同時(shí)項(xiàng)目管理辦公室將提高公司的項(xiàng)目管理標(biāo)準(zhǔn)，配置當(dāng)?shù)刭Y源以及制定統(tǒng)一的績效評(píng)估政策，從而使項(xiàng)目管理達(dá)到最高效，形成流水式施工管理。
Digging deeper then, what are the benefits of PMO? First, the PMO provides a framework for consistently managing projects through CRCE’s standard methodology while ensuring everyone is aligned with our Clients’ goals and strategies. Secondly, it gives our Project Managers clear lines of responsibility while coordinating people, processes, and tools. Standardization and repeatability afford us better communication, reduced project cost and schedule, improved resource management, more accountability, improved quality, better forecasting and less overhead.
繼續(xù)深挖項(xiàng)目管理辦公室的意義，有哪些方面呢？第一，項(xiàng)目管理辦公室通過為國際公司設(shè)立標(biāo)準(zhǔn)，提供了從前到后一整套的項(xiàng)目管理的架構(gòu)，同時(shí)確保了公司全體員工對(duì)客戶目標(biāo)的明確和對(duì)客戶戰(zhàn)略的貫徹落實(shí)。第二，它也讓我們的項(xiàng)目經(jīng)理清晰地認(rèn)識(shí)到在項(xiàng)目管理過程中協(xié)調(diào)人員、工藝和設(shè)備工具時(shí)所需承擔(dān)的責(zé)任。標(biāo)準(zhǔn)作業(yè)和可重復(fù)性幫助我們更好地進(jìn)行內(nèi)部溝通，降低項(xiàng)目成本，加快工程進(jìn)度，促進(jìn)資源管理，職責(zé)更明確，質(zhì)量進(jìn)一步提高，更好地對(duì)項(xiàng)目進(jìn)行預(yù)測的同時(shí)減少管理費(fèi)用。
The steps to build an effective PMO are as follows:
以下內(nèi)容為建立一個(gè)有效的項(xiàng)目管理辦公室需要采取的步驟：
1. Having Effective Management Support.
1. 管理層提供有效的支持
Successful PMO leadership requires full understanding that organizational change management (OCM) is a significant shift in organizational culture as well as the potential change for each staffing role and responsibility. Regardless of the time it takes, fundamental OCM is the foundation upon which every successful PMO is built. As with any shift in organizational structure, policy, or procedure, there must be justification for the changes in terms of cost benefit and return on investment (ROI).
項(xiàng)目管理辦公室對(duì)項(xiàng)目管理成功的指導(dǎo)必須基于管理層對(duì)組織變更管理的深刻認(rèn)識(shí)，組織變更管理會(huì)使組織文化發(fā)生重大變化，并且有潛在可能使公司各崗位的角色和責(zé)任有所轉(zhuǎn)變。雖然所要花費(fèi)的時(shí)間較長，但功能性組織變更管理是項(xiàng)目管理辦公室成功建立的基石。每一次對(duì)組織架構(gòu)、政策或流程進(jìn)行變更時(shí)，都要明確這些變更在成本效益和投資回報(bào)上是否符合公司的利益。
2. Determine the Structure and Build the Team
2. 確定架構(gòu)和成立團(tuán)隊(duì)
The next step in building a PMO is to build the structure and develop the team. The main things considered in establishing the structure are availability of resources, existing project management standards and methodologies, current roles and responsibilities, the strengths and weaknesses of the organization, project size and volume and current project management. A major consideration for the project business is how to build PMO the best way so it can manage the critical interfaces between engineering, procurement and construction.
建立項(xiàng)目管理辦公室的下一步是建立組織架構(gòu)并開發(fā)團(tuán)隊(duì)。建立組織架構(gòu)時(shí)最主要考慮的事項(xiàng)包括資源的可用性、現(xiàn)有的項(xiàng)目管理標(biāo)準(zhǔn)和方法、各崗位的角色和職責(zé)、組織的優(yōu)勢(shì)和劣勢(shì)、項(xiàng)目體量和現(xiàn)存的項(xiàng)目管理狀況。經(jīng)營項(xiàng)目時(shí)主要需思考的是如何以最完善的方式建立項(xiàng)目管理辦公室，以達(dá)到同時(shí)有效管理設(shè)計(jì)、采購、施工三個(gè)關(guān)鍵界面的目的。
3. Develop and Document Standard Guidelines
3. 編制標(biāo)準(zhǔn)指導(dǎo)手冊(cè)并存檔
Once the structure and team members have been determined, it becomes time to develop and document the PMO standards, practices and methodologies (guidelines) for project management. These standards will allow for consistency across the organization and CRCE’s portfolio of all projects. They will also comprise a large portion of the training that projects managers and staff will receive in the next step. Standardization is an important part of allowing an organization to compare various projects and
allocate resources where and when they are necessary.
組織架構(gòu)和團(tuán)隊(duì)成員確定后，項(xiàng)目管理辦公室下一步要做的是制定項(xiàng)目管理的標(biāo)準(zhǔn)、實(shí)踐和方法（詳見《項(xiàng)目管理指導(dǎo)手冊(cè)》）。這些標(biāo)準(zhǔn)將得到整個(gè)國際公司各級(jí)領(lǐng)導(dǎo)及所有項(xiàng)目管理者的貫徹落實(shí)。這些標(biāo)準(zhǔn)的落實(shí)也意味著下一階段要對(duì)項(xiàng)目經(jīng)理和員工進(jìn)行大范圍的培訓(xùn)。標(biāo)準(zhǔn)化作業(yè)是允許一個(gè)組織對(duì)不同項(xiàng)目進(jìn)行比較，按照需求日期和地點(diǎn)進(jìn)行資源的合理配置的一個(gè)重要前提條件。
4. Identify Skills and Train the Staff
4. 劃分技能等級(jí)和培訓(xùn)員工
After the development of the project management guidelines is complete, the PMO must identify the proficiency levels and support the skill sets of its project managers and staff in order to optimize its training. In any PMO it is inevitable that staff members and project teams will come and go and organizational standards will change and evolve. CRCE’s training program will ensure that all new employees receive training on the same standards and existing employees will remain aware of any changes.
項(xiàng)目管理指導(dǎo)手冊(cè)的編寫完成之后，項(xiàng)目管理辦公室必須對(duì)項(xiàng)目經(jīng)理和員工技術(shù)熟練程度進(jìn)行劃分，并且根據(jù)項(xiàng)目經(jīng)理和員工安排已有技能安排有針對(duì)性的培訓(xùn)課程，以使培訓(xùn)效果最大化。在任何項(xiàng)目管理辦公室都不能避免項(xiàng)目成員和團(tuán)隊(duì)有人員流動(dòng)的情況發(fā)生，并且組織結(jié)構(gòu)的標(biāo)準(zhǔn)會(huì)隨著項(xiàng)目進(jìn)展不斷提高。CRCE的培訓(xùn)計(jì)劃將確保所有新員工受到同樣標(biāo)準(zhǔn)的培訓(xùn)，并且資歷更深的員工了解這些變更。
5. Measure Success and Continuously Improve
5. 檢測項(xiàng)目管理實(shí)施效果和持續(xù)改進(jìn)
After training, the focus of the PMO shifts to assessing and measuring success. At this point, progress and performance reporting will be based on standardized tools, templates and methodologies. It also marks the beginning of a continuous improvement and the transition from PMO deployment to operational sustainment. As the PMO evolves, project team members will be aware of the metrics by which their projects are measured. There will be ways to improve and there will be a concerted effort to be more successful.
培訓(xùn)結(jié)束后，項(xiàng)目管理辦公室的工作重點(diǎn)將轉(zhuǎn)移到評(píng)估和測量前期工作的成效。此時(shí)將按照標(biāo)準(zhǔn)化的工具、模板和方法進(jìn)行項(xiàng)目進(jìn)度和進(jìn)展報(bào)告。這也標(biāo)志著持續(xù)改進(jìn)的開始，并且項(xiàng)目管理辦公室的工作重點(diǎn)將從工作部署轉(zhuǎn)向運(yùn)維工作。在項(xiàng)目管理辦公室發(fā)展的過程中項(xiàng)目團(tuán)隊(duì)成員也要關(guān)注運(yùn)用何種標(biāo)準(zhǔn)對(duì)項(xiàng)目進(jìn)行績效測量。項(xiàng)目管理可以持續(xù)改進(jìn)，在大家的齊心協(xié)力下共同完成。
To summarize,CRCE’s PMO will facilitate the management of all projects through consistent and repeatable standards and methodologies. This will bring many benefits. Most important it will complement our existing structure and it will make us better prepared to deliver each and every project.”
總而言之，CRCE項(xiàng)目管理辦公室將通過制定從始至終的具有可重復(fù)性的標(biāo)準(zhǔn)和方法促進(jìn)所有項(xiàng)目的管理，這將為公司帶來巨大的效益。最重要的是，項(xiàng)目管理辦公室將對(duì)我們現(xiàn)存的架構(gòu)進(jìn)行補(bǔ)充，為完成每一個(gè)項(xiàng)目做更充足的準(zhǔn)備。
文：Paul Haviland
翻譯：王皓淳
