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《PM職能發展》系列之十五
一趟意外的三萬公里長征 (中) - “Huawei Latin America Captain Forum 2016”記實

天上午大會首先由王總以"Captain's Responsibility, Authentication and Benefit in Project Organization"為題,也是本次大會主要的研討主軸展開序幕。在他一個多小時的演講及討論過程中提出"Transition from Functional centered to Project centered"的觀念,並不斷地強調要"建立以專案為中心運作的管理體系以及文化來支撐公司整體戰略目標達成"就可以清楚地看出華為正嘗試改變傳統專案管理運作的方法。而且主要的願景就是要"激發專案運作的活力、改善營運效率,並同時增加每一專案的盈利且提升客戶的滿意度"。這其中牽涉到五個主要的介面,即 "Budget Management" 、"Project Operational Management"、 "Performance Evaluation of Project Team" 、"Resource Management" 以及"Talent Development(人才發展)"。我個人極為肯定王總所提出這五大介面間的相輔相成、缺一不可,並且要他們之間不斷尋求平衡。簡單地說就是在一定的專案預算範圍之內正確地要求專案在執行上及資源運用上的管理,同時考量PM人才的運用其其未來的發展,事後也絕不忽略對於...

 

RISK DOCTOR BRIEFING
EFFECTIVE RISK FACILITATION: HANDLING DIFFICULT PEOPLE
有效的風險推動: 處理難搞的人

In addition to being able to flex their facilitation style to meet the varying challenges of the risk workshop and different risk identification techniques, the risk facilitator also needs to handle the people who participate in the risk workshop. Unfortunately, it is common to find at least some participants in every risk workshop who are not fully committed to its success, or who are not willing to contribute freely. There are seven types of workshop blockers, and risk facilitators need to know how to handle them appropriately....

了在推動風格上收放自如以適應各種風險工作坊與不同的風險識別技術所帶來的各式挑戰外,風險召集人也需要處理參與風險工作坊的各種人,不幸的是,通常至少會有一些風險工作坊的參與者,並非全心為求會議成功,或不想平白奉獻心力。有七類工作坊阻礙者,風險召集人必須知道如何妥善處置...

 

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