项目管理知识体系在成都天奥公司涉外项目中的应用研究
摘要
项目管理在发达国家和地区已经得到了普遍和成熟的应用，并已形成了以英国PRINCE和美国PMBOK为代表的全球通用项目管理知识体系。在中国，项目管理刚刚处于起步阶段，为数不多的项目管理研究主要还集中在建筑施工企业和军事国防领域，对民用高科技项目的研究还处于初步探索阶段，尤其对涉外高科技系统项目的研究近于空白。成都天奥实业有限公司作为一个有军工企业背景的高科技公司，率先进入了港澳及东南亚高科技市场领域，承接了香港特区政府和东南亚部分国家的数个高科技工程，其中的香港特区政府消防处（HKSAR FSD）第三代调派系统项目已经结束。在这个工程中，由于香港特区与内地在项目管理体制和文化背景等方面存在很大差异，加上天奥公司和国内许多其他企业一样对项目管理并没有深入的研究，项目的开展很不顺利，暴露出不少的问题。本文正是在这个特定的环境下，立足于以国际先进的项目管理知识体系为指引，针对天奥公司从事的香港FSD工程管理中的问题进行研究，旨在探索一条国内军工企业模式下的高科技企业从事涉外高科技项目管理之路，本文的研究内容也适用于国内企业从事一般的民品高科技项目管理。
本文将按照提出问题、分析问题、解决问题的基本思路来进行研究。在提出问题部分，本文着重对一些有代表意义的重要问题进行了描述。在分析问题部分，首先引入PRINCE和C-PMBOK项目管理知识体系的基本思想，并在此基础上对问题进行全面分析。在解决问题部分，本文以项目的生命周期为主线，从项目管理体制的建立、项目启动期和项目实施期三个阶段对天奥公司FSD工程提出了具体的解决方案。在项目体制的建立阶段，本文着重对项目的组织形式和建立项目经理负责制进行了探讨。在项目启动期和实施期，本文紧紧围绕项目管理三大要素即计划管理、质量管理、成本管理进行探讨，制定实施措施，同时，对国内项目基本没有开展的范围管理和索赔管理等也进行了重点探讨。
C-PMBOK和PRINCE项目管理知识体系是框架性的工作指南，是项目管理的努力方向。天奥公司FSD工程是一个有军工背景的企
业从事的涉外项目，直接应用这两个知识体系还存在一定的困难，也容易脱离实际。因此，本文对如何灵活应用这两个知识体系提出了一些自己的看法，如项目管理体制中的项目组织和项目经理设置以及项目实施过程中的人力资源管理等等。
由于FSD工程是国内高科技企业进入国际高科技工程市场的敲门砖，国内企业对类似的项目管理模式还没有进行研究，基本是一片空白。本文在这方面的研究，旨在能为天奥公司及其他相关企业提供一些参考，对推动类似的项目管理起到一些积极作用。
Project management has been widely used in developed countries and regions around the world, which directly leads to the establishment of global universal project management knowledge systems represented by PMBOK (USA) and PRINCE (U.K.). Although the first step for project management had been walked out in China, the already limited researches focused mainly on the areas of construction enterprises and military/national defense enterprises. Researches for the application of project management to civil hi-tech project is now only at the beginning of preliminary exploring and is a blank to foreign-related hi-tech project.
Being a high-tech enterprise which has a strong background of military enterprise, Chengdu Spaceon Industries Co., Ltd. entered the markets of Hong Kong, Macao and the south-east Asia in early years by several high-tech projects among which the Third Generation Mobilizing System of the Fires Services Department of the Hong Kong Special Administration Region (FSD project) had been successfully finished. FSD project exposed manly problems due to big differences in project management system and culture background between the mainland and HKSAR and that Spaceon didn’t carry out before thorough research on project management just like other mainland enterprises.
Based on the aforesaid specific conditions, guided by the internationally advanced project management knowledge system, focused on problems exposed in Spaceon’s FDS project, this article is aimed at exploring a method for foreign-related high-tech project management for domestic military enterprises. The research is also of great reference value for domestic civil hi-tech project management.
This article follows the basic clue of “PROBLEM, ANALYZING and SOLUTION”. In PROBLEM part, the author presents some representative problems in details and lists some simple questions. In
ANALYZING part, basic ideas for PMBOK and PRINCE project management knowledge systems are introduced and based on which the problems exposed are thoroughly analyzed. In SOLUTION part, the author put forward his practicable solutions to FSD project from project management system establishing, project initiation and project implementation following the thread of a project lifecycle. At project system establishment stage, how a project is organized and how to establish project manager responsibility are explored. At project initiation and implementation stage, the three core elements (i.e., planning management, quality management and cost management) of project management are discussed. In addition, scope management and claim management that did not carried out by domestic projects before are probed in emphasis as well.
C-PMBOK and PRINCE are framework guides for project management system, showing the direction we shall pursue for project management. Spaceon FSD project is a foreign-related project undertaken by an enterprise with strong military backgroud, hence, there must be problem to directly stereotype the two knowledge systems of C-PMBOK and PRINCE, which is likely away from practice as well. Therefore, this article puts forward its’ ideas on how to flexibly apply the two knowledge systems, e.g., project organization and project management setting in project management knowledge system and human resource management during project implementation, etc.
FSD project is a stepping-stone for domestic hi-tech enterprise to enter international market and project management mode hasn’t been researched by other mainland enterprises. Therefore, this article is intended to provide some references for Spaceon and other similar enterprises and to push forward project management for similar projects.
本文将按照提出问题、分析问题、解决问题的基本思路来进行研究。在提出问题部分，本文着重对一些有代表意义的重要问题进行了描述。在分析问题部分，首先引入PRINCE和C-PMBOK项目管理知识体系的基本思想，并在此基础上对问题进行全面分析。在解决问题部分，本文以项目的生命周期为主线，从项目管理体制的建立、项目启动期和项目实施期三个阶段对天奥公司FSD工程提出了具体的解决方案。在项目体制的建立阶段，本文着重对项目的组织形式和建立项目经理负责制进行了探讨。在项目启动期和实施期，本文紧紧围绕项目管理三大要素即计划管理、质量管理、成本管理进行探讨，制定实施措施，同时，对国内项目基本没有开展的范围管理和索赔管理等也进行了重点探讨。
C-PMBOK和PRINCE项目管理知识体系是框架性的工作指南，是项目管理的努力方向。天奥公司FSD工程是一个有军工背景的企
业从事的涉外项目，直接应用这两个知识体系还存在一定的困难，也容易脱离实际。因此，本文对如何灵活应用这两个知识体系提出了一些自己的看法，如项目管理体制中的项目组织和项目经理设置以及项目实施过程中的人力资源管理等等。
由于FSD工程是国内高科技企业进入国际高科技工程市场的敲门砖，国内企业对类似的项目管理模式还没有进行研究，基本是一片空白。本文在这方面的研究，旨在能为天奥公司及其他相关企业提供一些参考，对推动类似的项目管理起到一些积极作用。
Project management has been widely used in developed countries and regions around the world, which directly leads to the establishment of global universal project management knowledge systems represented by PMBOK (USA) and PRINCE (U.K.). Although the first step for project management had been walked out in China, the already limited researches focused mainly on the areas of construction enterprises and military/national defense enterprises. Researches for the application of project management to civil hi-tech project is now only at the beginning of preliminary exploring and is a blank to foreign-related hi-tech project.
Being a high-tech enterprise which has a strong background of military enterprise, Chengdu Spaceon Industries Co., Ltd. entered the markets of Hong Kong, Macao and the south-east Asia in early years by several high-tech projects among which the Third Generation Mobilizing System of the Fires Services Department of the Hong Kong Special Administration Region (FSD project) had been successfully finished. FSD project exposed manly problems due to big differences in project management system and culture background between the mainland and HKSAR and that Spaceon didn’t carry out before thorough research on project management just like other mainland enterprises.
Based on the aforesaid specific conditions, guided by the internationally advanced project management knowledge system, focused on problems exposed in Spaceon’s FDS project, this article is aimed at exploring a method for foreign-related high-tech project management for domestic military enterprises. The research is also of great reference value for domestic civil hi-tech project management.
This article follows the basic clue of “PROBLEM, ANALYZING and SOLUTION”. In PROBLEM part, the author presents some representative problems in details and lists some simple questions. In
ANALYZING part, basic ideas for PMBOK and PRINCE project management knowledge systems are introduced and based on which the problems exposed are thoroughly analyzed. In SOLUTION part, the author put forward his practicable solutions to FSD project from project management system establishing, project initiation and project implementation following the thread of a project lifecycle. At project system establishment stage, how a project is organized and how to establish project manager responsibility are explored. At project initiation and implementation stage, the three core elements (i.e., planning management, quality management and cost management) of project management are discussed. In addition, scope management and claim management that did not carried out by domestic projects before are probed in emphasis as well.
C-PMBOK and PRINCE are framework guides for project management system, showing the direction we shall pursue for project management. Spaceon FSD project is a foreign-related project undertaken by an enterprise with strong military backgroud, hence, there must be problem to directly stereotype the two knowledge systems of C-PMBOK and PRINCE, which is likely away from practice as well. Therefore, this article puts forward its’ ideas on how to flexibly apply the two knowledge systems, e.g., project organization and project management setting in project management knowledge system and human resource management during project implementation, etc.
FSD project is a stepping-stone for domestic hi-tech enterprise to enter international market and project management mode hasn’t been researched by other mainland enterprises. Therefore, this article is intended to provide some references for Spaceon and other similar enterprises and to push forward project management for similar projects.
引文
[1] 中国项目管理研究委员会，《中国项目管理知识体系与国际项目管理专业资质认证标准》，机械工业出版社，2000年
[2] 中国项目管理学术委员会，《中国项目管理知识体系纲要》，电子工业出版社，2002
[3] 白思俊主编，《现代项目管理》，机械工业出版社，2003年
[4] J.D.弗雷姆著，郭宝柱译，《组织机构中的项目管理》，世界地图出版社，2000年
[5] 杰克.吉多著，张金成等译，《成功的项目管理》，机械工业出版社，1999年
[6] 琼.努森特等著，黄志强等译，《怎样当好项目经理》，上海人民出版社，1999年
[7] 左美云著，《实用项目管理》，清华大学出版社，2001年
[8] 毕星、翟丽主编，《项目管理》，复旦大学出版社，2000年
[9] 田振郁主编，黎冰副主编，《工程项目管理使用手册》，中国建筑工业出版社，1991年
[10] 成虎编著，《工程项目管理（第二版）》，中国建筑工业出版社，2001年
[11] 王德海、张晓婉、赵维宁主编，《现代项目管理的理论与方法——项目管理者操作指南》，中国农业出版社，1998年
[12] 代凯军编著，《决胜项目管理》，新疆人民出版社，2000年12月
[13] 苏伟伦编著，《项目经理人手册》，中国纺织出版社，2000年8月
[14] 袁义才、陈军编著，《项目管理手册》，中信出版社，2001年1月
[15] 戴维·克利兰著，《项目经理便携手册》，机械工业出版社，2002年
[16] 钱明辉、风陶编著，《项目管理》，中华工商联合出版社，2001
年
[17] Project Management Institute, “A Guide to the Project Management Body of Knowledge 2000 Edition”,2001
[18] Bennet P. Lientz, Kathryn P.Rea. “Project management for the 21st century”, San Diego Academic Press, 1998
[19] www.apmproup.co.uk
[20] www.aipm.com
[21] www.ipma.ch
[22] www.pmi.org
[2] 中国项目管理学术委员会，《中国项目管理知识体系纲要》，电子工业出版社，2002
[3] 白思俊主编，《现代项目管理》，机械工业出版社，2003年
[4] J.D.弗雷姆著，郭宝柱译，《组织机构中的项目管理》，世界地图出版社，2000年
[5] 杰克.吉多著，张金成等译，《成功的项目管理》，机械工业出版社，1999年
[6] 琼.努森特等著，黄志强等译，《怎样当好项目经理》，上海人民出版社，1999年
[7] 左美云著，《实用项目管理》，清华大学出版社，2001年
[8] 毕星、翟丽主编，《项目管理》，复旦大学出版社，2000年
[9] 田振郁主编，黎冰副主编，《工程项目管理使用手册》，中国建筑工业出版社，1991年
[10] 成虎编著，《工程项目管理（第二版）》，中国建筑工业出版社，2001年
[11] 王德海、张晓婉、赵维宁主编，《现代项目管理的理论与方法——项目管理者操作指南》，中国农业出版社，1998年
[12] 代凯军编著，《决胜项目管理》，新疆人民出版社，2000年12月
[13] 苏伟伦编著，《项目经理人手册》，中国纺织出版社，2000年8月
[14] 袁义才、陈军编著，《项目管理手册》，中信出版社，2001年1月
[15] 戴维·克利兰著，《项目经理便携手册》，机械工业出版社，2002年
[16] 钱明辉、风陶编著，《项目管理》，中华工商联合出版社，2001
年
[17] Project Management Institute, “A Guide to the Project Management Body of Knowledge 2000 Edition”,2001
[18] Bennet P. Lientz, Kathryn P.Rea. “Project management for the 21st century”, San Diego Academic Press, 1998
[19] www.apmproup.co.uk
[20] www.aipm.com
[21] www.ipma.ch
[22] www.pmi.org
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