工程招标文件编制：第五章 启动项目外文翻译资料

Chapter 5

第五章

Getting your project started

启动项目

This chapter looks at the work required to take a project manager from the situation in which he has a definition of what he is meant to be delivering(the scope),to the position in which he knows how he will do this and has the resources ready to start delivering. Like getting a large boulder to start rolling - planning activity,estimating,resourcing the work and mobilising staff are often the hardest part of a project.Having the idea to get it rolling was not difficult,keeping it rolling is not always so tough,but overcoming initial inertia can be very difficult.

窗体顶端

窗体底端

本章主要介绍项目经理从自己应该承担的项目任务（范围）的界定转到实施项目任务时所需要完成的工作。这个过程需要项目经理了解自己如何才能完成项目任务，意识到自己拥有哪些资源可以用来启动项目。就像让一块巨石滚动一样，在项目的启动过程中，策划活动、评估、配置资源和调动工作人员往往是项目管理中最困难的部分。想出让巨石滚动的方法并不是很难，巨石滚动后，让它保持滚动也不是很难；难的是在巨石滚动之前，让静止的石头动起来。

A lot of good planning and resourcing has less to do with the art of being a project manager,and more to do with a real understanding of project management mechanics and tools.I make no claim that this is a particularly exhaustive or complete study of these topics.This section overviews the principles and provides some context for the rest of the book.It includes many tips I find useful to remember.For the person who is not an expert in project mechanics this will add value.The real benefit of this chapter is to give you a framework to help you think and test whether the way you are approaching planning and resourcing is sound.In addition,it looks at the reality of doing this in a live environment and the difference between the theoretical situations in which you may learn project management,and the real-life experience of setting up a project.

大多数优良的项目规划和资源配置工作与成为一名项目经理并没有很大的关系，更多的是与能否真正理解项目管理机制和相关工具有关系。但是这些内容并不是本书所要讨论的核心内容，所以本书不会对这些内容进行详尽和完整的阐述。本章对这些内容的基本原则做出的概述，是作为本书其余部分的背景知识存在的，它包含了很多我认为记着有用的技巧。那些对项目管理机制还不是很了解的项目经理，相信阅读过本章会有一定的收获。本章的主要目的是为项目经理提供一个框架，帮助他们思考和检测在制定项目计划和配置资源时自己用的方法，从而验证自己的方法是否有效。另外，本章重点分析了在实际环境下项目经理通过理论学习掌握项目管理的基本技能和通过实践操作领悟项目管理的实际经验的区别。

In terms of what you have learnt so far,implementing the knowledge in this chapter in practice will depend on the clarity and completeness of the scope you have defined,your continuing ability to communicate,critically your good judgement,and to some extent your creativity.The other point to hold in mind is that every project is unique.Use your plans and resources from prior projects to help your thinking,but adapt them to the specific situation you are now managing.

迄今为止，你在本书前面所学的内容就可以通过本章实践了——本章所介绍的有关内容的实践取决于你对前面相关内容的把握程度：第一，要能够清楚且全面地确定项目的范围；第二，要能够具备持续的沟通能力；第三，要具备极为重要的良好的判断能力；第四，从某种程度上讲，要具备一定的创造力。此外，项目经理应该牢记的是，每个项目都是独特的。因此，项目经理要借助自己前期项目积累的项目计划和资源配置方面相关的经验，帮助自己充分思考，但这些相关经验的借鉴必须要与当前项目所处的具体情况相适应。

Key lesson关键经验

The way you plan and resource your project will set the framework and constraints within which you will operate through the project.Take the time and make the effort to do it properly.

项目经理通过对项目做出规划、配备相应的资源，确立了项目管理的基本框架和限制条件，项目经理需要围绕基本框架和限制条件实施项目管理。项目经理必须投入足够的时间和精力，做好这些工作。

Planning 制定计划

The first skill that new project managers learn,and the activity that non-project managers most closely associate with project management,is planning.Planning is fundamental.Without a plan,thinking or saying that you are on time,late or early,on budget,over or under budget is meaningless.To scale its criticality I know of some very successful project managers who can spend up to 30% of their time scoping and planning a project.

制定计划是新的项目管理人员需要学习的第一个技能，也是那些非项目经理最容易和项目管理联系在一起的活动。制定计划是最基本的——没有计划，就无法判断项目进展是否顺利，无法判断项目进展是否符合预算。就其重要性而言，我知道一些非常成功的项目经理会花30%的时间来制定项目的范围和项目计划。

I think it is important from the outset that you differentiate between planning and planning tools such as Microsoft Project.It is like the difference between writing and a word processor.The software is extremely useful and you would be foolish not to make use of its powerful facilities,but simply entering data into a project planning tool will never deliver a good plan.Good planning requires you to use your brain.

我认为从一开始，项目经理就应该把制定计划与制定计划所用的工具，例如Microsoft Project软件，区分开来。这两者之间的区别就像写作和文字处理软件之间存在的区别一样。软件是非常有用的，并且无法充分利用软件强大的功能，将会很愚蠢，但是仅仅输入数据到项目计划工具中，永远也不能得到一份优秀的项目计划。优良的项目计划，需要项目经理发挥自己的聪明才智。

Before you start planning you must ask yourself what you are planning for.If you cannot answer this question it is likely that the plan you develop will not be particularly useful.These are typically three possible answers to this question:

项目经理在开始制定计划前，你必须问问自己制定计划的目的是什么？如果你不能回答这个问题，那么，很可能你制定的计划不会特别有效。对于这个问题通常有三种可能的回单：

1 You are developing a plan because you need to form a view of what tasks there are in a project and thus how long it it will take,and from this be able to derive what resources will be required.This is the plan as the project managerrsquo;s core work.

1.项目经理需要制定计划，是因为通过制定计划，可以对项目包含的任务有一个基本的认识，了解项目所需的时间，推断出项目需要哪几种资源。这些构成了项目计划的基本内容，也是项目经理的核心工作。

2 You are developing a plan to explain to senior managers and other stakeholders how a project will be delivered.This may be to get approval and support for your plan,or simply to explain status and issues to people who need to know.This is the plan as an external communications vehicle.

2.项目经理制定计划，从而可以向高层管理人员和其他利益相关者说明项目实施的方式。这样做可能会取得对方对项目计划的批准和支持，或者可能仅仅是为了向那些需要了解项目情况的人说明项目的进展及相关事项。这种情况下，项目计划是作为外部沟通交流的工具。

3 Finally,you may develop a plan to enable people involved in the project to be allocated to work and for them to understand how their work fits within the project.Understand that a project plan is as much about ensuring that people are allocated to the right tasks as it is about looking at timings.This is the plan as a work management and internal communications vehicle.

3.最后，项目经理可以制定计划，为那些参与项目的人员安排相应的工作，帮助他们理解自己的工作与整个项目的匹配关系。项目经理要知道，理解项目计划极为重要，这与确保安排相关人员适当的工作，确保项目能够按期完工是同样重要的。在这种情况下，项目计划是作为工作管理和内

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