组织的影响 - 摘自PMI项目管理知识体系指南2000版

2.3 ORGANIZATION INFLUENCES组织的影响

Projects are typically part of an organization larger than the project----corporations, government agencies, health-care institutions, international bodies, professional associations, and others. Even when the project is the organization (joint ventures, partnering), the project will still be influenced by the organization or organizations that set it up. The maturity of the organization with respect to its project management systems, culture, style, organizational structure, and project management office can also influence the project. The following sections describe key aspects of these larger organization structures that are likely to influence the project.

项目通常是一个比项目大的组织的一部分，如公司、政府机构、保健机构、国际组织和专业协会等。即使组织是专为项目设立的（如合资、合伙企业），项目也会受到设立它的一个或多个组织影响。以下各节介绍可能会对项目造成影响的组织结构的主要方面。

2.3.1 Organizational Systems组织体系

Project-based organizations are those whose operations consist primarily of projects. These organizations fall into two categories:

基于项目的组织是指它们的业务主要是项目，这些组织可分为两类：

? Organizations that derive their revenue primarily from performing projects for

others-----architectural firms, engineering firms, consultants, construction contractors, government contractors, nongovernmental organization, etc.

? 靠为其他组织执行项目而获得收入的组织——如建筑设计公司、工程设计公司、

咨询公司、建设承包商、政府承包商、非政府组织等等。

? Organizations that have adopted management by projects (see Section 1.3) ? 按照项目模式进行管理的组织（见1.3节）

These organizations tend to have management systems in place to facilitate project management. For example, their financial systems are often specifically designed for accounting, tracking, and reporting on multiple simultaneous projects.

这些组织往往都已有管理系统来为项目管理提供便利。例如，组织的财务系统通常是专门设计的，可用于对多个同时进行的项目进行核算、跟踪和报告。

Nonproject-based organizations often lack management systems designed to support project needs efficiently and effectively. The absence of project-oriented systems usually makes project management more difficult. In some cases, nonproject-based organizations will have departments or other subunits that operate as project-based organizations with systems to match.

不基于项目的组织通常缺乏能够为有效地、高效率地支持项目需要而设计的管理系统。由于缺少面向项目的体系，使项目管理十分困难。在某些情况下，不基于项目的组织也有一些部门或下属单位，这些部门或单位的运作与基于项目的组织相同，并配有相应的系统。

The project management team should be acutely aware of how the organization’s systems affect the project. For example, if the organization rewards its functional managers for charging staff time to projects, then the project management team may need to implement controls to ensure that assigned staff members are being used effectively on the project.

项目管理团队应当敏感地意识到组织系统是如何影响项目的。例如，如果组织是根据职能部门分派给项目的员工工作时间对职能部门进行奖赏的，那么项目管理团队可能需要采

取控制措施，以确保分派的员工被有效地用在项目上。

2.3.2 Organizational Cultures And Styles组织文化和风格

Most organizations have developed unique and describable cultures. These cultures are reflected in their shared values, norms, beliefs, and expectations; in their policies and procedures; in their view of authority relationships; and in numerous other factors. Organizational cultures often have a direct influence on the project. For example:

大多数组织有其独特和具体的文化。这些文化反映在它们的价值观、规范、信念和期望中，也反映在组织政策、工作程序、等级关系及其他诸多方面。组织文化对项目经常有直接的影响，例如：

? A team proposing an unusual or high-risk approach is more likely to secure

approval in an aggressive or entrepreneurial organization. ? 在一个有创新和开拓意识的企业组织内，团队建设采取的不同寻常或较高风险的

方法很可能得到批准。

? A project manager with a highly participative style is apt to encounter problems

in a rigidly hierarchical organization, while a project manager with an authoritarian style will be equally challenged in a participative organization. ? 而在一个有着严格等级意识的组织内，具有高度参与风格的项目管理容易遇到麻

烦；而独裁式的项目经理在一个参与型的组织中也会遇到同样的困难。 2.3.3 Organizational Structure组织结构

The structure of the performing organization often constrains the availability of or terms under which resources become available to the project. Organizational structures can be characterized as spanning a spectrum from funcational to projectized, with a variety of matrix structures in between. Figure 2-6 shows key project-related characteristics of the major types of enterprise organizational structures. Project organization is discussed in Section 9.1, organizational planning.

执行组织的结构往往制约着能否获得项目所需资源。组织结构可以表示为从职能型组织到项目型组织的组织谱，介于两者之间的是各种各样的矩阵型组织。图2-6说明了主要企业组织结构类型中与项目相关联的重要特征。项目组织在9.1节——项目组织计划编制中讨论。

The classic functional organization, shown in Figure 2-7, is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level, with engineering further subdivided into functional organizations that support the business of the larger organization (e.g., mechanical and electrical). Functional organizations still have projects, but the perceived scope of the project is limited to the boundaries of the function: the engineering department in a functional organization will do its work independent of the manufacturing or marketing departments.

典型的职能型组织结构如图2-7所示，它是一个层次式结构，每个员工都有一个明确的上级。员工按专业划分所属部门，例如在顶层可分为生产部门、市场部门、工程部门和会计部门。工程部门又可细分为机械部门和电气部门。职能型组织也可有项目，但项目的开展范围仅限于职能部门内部，工程部门的工作与制造部门或市场部门的工作相互独立。

For example, when a new product development is undertaken in a purely functional organization, the design phase is often called a design project and includes only engineering department staff. If questions about manufacturing arise, they are passed up

the hierarchy to the department head, who consults with the head of the manufacturing department. The engineering department head then passes the answer back down the hierarchy to the engineering project manager.

例如，当新产品的开发在一个纯职能型组织内部进行时，设计阶段称为设计项目并仅包括工程部门人员。如果出现有关制造的问题，问题会被逐层上报到本部门经理，由他同制造部门经理协商，制造部门经理再将答案反馈给工程部门经理，由他将答复逐层下发。”

At the opposite end of the spectrum is the projectized organization, shown in Figure 2-8. In a projectized organization, team members are often collocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have organizational units called departments, but these groups either report directly to the project manager or provide support services to the various projects.

在组织谱的另一端是项目型组织，如图2-8所示。在项目型组织中，团队成员通常是并列的。组织的大部分资源都用于项目工作，项目经理有很大的独立性和权限。项目型组织通常设有称为部门的组织单元，但这些部门或直接向项目经理报告工作，或对各个项目提供支持服务。

Matrix organizations, as shown in Figure 2-9 through 2-11, are a blend of functional and projectized characteristics. Weak matrices maintain may of the characteristics of a functional organization, and the project manager role is more that of a coordinator or expediter than that of a manager. In similar fashion, strong matrices have many of the characteristics of the projectized organization-------full-time project managers with considerable authority and full-time project administrative staff.

矩阵型组织如图2-9到图2-11所示，兼有职能型组织与项目型组织的特征。弱矩阵型组织保留了职能型组织的许多特点，项目经理的角色更象协调者或者督促者而非经理。同样在强矩阵型组织中，具有项目型组织的许多特点——拥有具有较大权限的全职项目经理以及全职项目管理人员。

Most modern organizations involve all these structures at various levels, as shown in Figure 2-12. For example, even a fundamentally functional organization may create a special project team to handle a critical project. Such a team may have many of the characteristics of a project in a projectized organization. The team may include full-time staff from different functional departments, it may develop its own set of operating procedures, and it may operate outside the standard, formalized reporting structure.

多数现代组织在不同层次上包含所有这些结构，如图2-12所示。例如，即使一个完全的职能型组织也可能组建一个专门的项目团队以应对重要的项目，这样的项目管理团队可能具有项目型组织中项目的许多特征：拥有来自不同职能部门的全职人员，可以制定自己的运作程序，可能不按标准的、正式的报告级别来开展工作。

2.3.4 Project Office项目管理办公室

There is a range of uses for what constitutes a project office. A project office may operate on a continuum from providing support functions to project managers in the form of training, software, templates, etc. to actually being responsible for the results of the project.

项目管理办公室有多种用途。它可以持续运作，从以培训、软件、模板等形式向项目经理提供帮助，到实际对项目结果负责。

图2-6 组织结构对项目的影响

组织类别 项目特点 项目经理的权威 执行组织中，全时为项目工作人员的百分比 项目经理的角色 项目经理角色的常用头衔 项目管理行政人员 职能型组织 很少或没有 几乎没有 部分时间 项目协调员/项目主管 部分时间 矩阵型组织 弱矩阵型组织 平衡矩阵型组织 强矩阵型组织 有限 0-25% 部分时间 项目协调员/项目主管 部分时间 小到中等 15-60% 全时 项目协调员/项目主任 部分时间 中等到大 50-95% 全时 项目经理/计划经理 全时 项目型组织 大到几乎全权 85-100% 全时 项目经理/计划经理 全时 图2-7 职能型组织总裁项目协调职能部门经理职能部门经理职能部门经理员工员工员工员工员工员工员工员工员工(红字代表了参与项目活动的员工)图2-8 项目型组织项目协调总 裁项目经理项目经理项目经理员工员工员工员工员工员工员工员工员工(红字代表了参与项目活动的员工)

图2-9 弱矩阵型组织总 裁职能部门经理职能部门经理职能部门经理员工员工员工员工员工员工员工(红字代表了参与项目活动的员工)项目协调