商务管理例题英文.docx
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商务管理例题英文.docx
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商务管理例题英文
Introduction
Thecharacters,challengeandroleoftheprojectmanagement
Withthemoderndevelopdramatically,theinnovationofthescientificmanagementareaandtherestructureoftheknowledge,theprojectmanagementstandoutwithanewface.Withtheincreasingoftheinternationalcooperation,themethod,cultureandethecsofprojectmanagementhasbeingenhanced.Thespecialinteractionbegrowingannually,whichluredmoreandmoreprofessionalsdevoteintothisnewarea.Becauseofthedevelopmentoftheinternet,littleinternationalorganization,withasoaringstep,hadnoownsite-station.Thesecharactersofinternationalprojectmanagementenhancethepowerofprojectmanagementbecomethenewestandhottestscienceofmanagementinthemodernenterprise,publicgovernmentandvarietyoforganization.Inaddition,thisareahaveatrendofdiversification,sinceithaspenetratedintoeveryjobs.Thesecharactersofinternationalprojectmanagementenhancethepowerofprojectmanagementbecomethenewestandhottestscienceofmanagementinthemodernenterprise,publicgovernmentandvarietyoforganization.Withthecompetitionheating,wehavearangeofchallengesthecurrentperiodappealanewmethodofscientificmanagement,thatisprojectmanagement.
Inthisessay,thenecessaryofaprojectwithachievingitbypracticalselectionwillbeanalyzed.Thenthetypeandroleoftheprojectwillbepresenttoshowthediscrepancyfromtheformaloperationinabusiness.Finally,howthecultureandstructureiteminoneenterprisewillaffectthecapabilityonecancompletetheprojectwillbetalked.
Howprojectsdifferfromnormalongoingbusinessoperationsintermsofthetypesandroleofprojects.
Whatisthemainroleofaproject?
Rolesarerelatedtoprojectphases,whichdefininganabstractionlayerindecouplingjobdescriptionsandperformingresources.Allprojectteammemberstakeoneormoreroles.Arolemodelisacommonconstructinprojectmanagementanddesignmethodologies.Theroleconceptestablishesacommonlyunderstoodvocabulary,whichhasproventobeaverypowerfulinstrumentatprojectinitiationtime.
Everyroleaddressesadifferentaspectofthewholeproject.Wesaidonepersontypicallywearsseveralhats,inotherwords,onecanactinmorethanonerole.However,projectsriskdecreasesifdifferentpeopleonboardwithbroadanddiverseskills.Therearesituationsinwhichonlysuchapurposefulcooperationofdifferentpeoplecanunveilthecrucialissuesoftheprojectandleadtoasoundsolution.Ontheotherhand,thecommunicationoverheadincreaseswitheachnewteammember.
Ofaproject,generallyonemayhaveanimportantroleinthefollowingsix:
investor,owner,projectmanagers,departmentmanagers,internalresources,externalresources.Investorsarenotonlyprovidersoffundsrequiredfortheproject,orthetopdecision-makers,themostcommonexampleisthedecision-makingpowerwithintheenterprisewithhigh-levelleadership.
Forexample,inatypicalbankproject,theinvestormaybepresident,buttheownerisresponsibleforbusinessoperations;projectmanagerappointedbythecontractorsaboutthecompany,andthegeneralmanagerdirectlyresponsibleforthefinancialservicesindustry;project'sinternalresourcesincludingthecompany'sR&Dpersonnelandindustryexperts.Andexternalresources,includingtheneedsofthecustomer'soperationalstaffresponsibleformaintenanceofthetechnicalstaff.6intheaboverole,theprojectmanagerandtheownerhavemorelikelytohaveconflict,becausetheinterestsofthetwoorientationisdifferent.Forexample,theprojectmanagermaybeinclinedtoreducethescopeofwork,trynottochangesindemand;andteamownersmightbeinclinedtodotheworkasmuchaspossible,bemodifiedaccordingtochangesindemandorinatimelymanner.Suchdifferencesexistinthefavorandinterests.Thatis,theprojectmanagermustberestrictedtoworkasrequiredbyTQC,thelackofthisconstraintwillmaketheproject"todowhatthathappened".
Whatarethedifferenttypesandofaproject
Thehierarchicalstructureoforganizationstructureisformedasapyramidalstructure.Topmanagerslocatedatthetopofthepyramid,middle,andlowermanagementaredistributedfromthetoptodown.Aprojectcanbeusedasafunctionaldepartmentsinthecompany,whichshouldbethemosthelpormostlikelytomakethesuccessoftheprojectintheprocessoftheprojectimplementation.Thepersoninchargeofthisprojectistheadministrativesuperior.
ThesecondtypeistheProjectorganizationstructure.Projectorganizationstructureismakingtheprojectseparatedfromtheorganizationinthecompany.itwillbetreatedasanindependentunittohandle,whichhasitsowntechnicalstaffandmanagers.
ThethirdtypeisMatrixorganizationstructure.Matrixorganizationstructureusetheprojecttypeandtheadvantageoforganizationfunctiontomaximize,whichwasstructuredtoavoiditsweaknessesandproduces.Itmaketheverticallevelofprojecttypeorganizationstructuresuperimposedonorganizationinfunctionhierarchicalstructure.
Becausethebroaduseofthethirdtype-matrixorganizationstructure,Iwillanalyzetheadvantageanditandfiveanexampletointroducehowcanweuseintopractice.
YeChengHui,electronicengineeringwasbornintheUnitedStatesin1987,graduatediinuniversityofCaliforniaBerkeley,joinIBMSanFranciscocompanyandthenbecomingaprogrammer.Becausehedidn'tlikeprogrammingandhaveadreamingofdoingbusiness.Hejoinedthesalesdepartment.Afteralmostfiveyearsofeffort,hepromotedtobeamanager.Subsequently,hereturntoIBMcompanyinHongKongasaproductmanager.
TranslatingfromSanFranciscotoHongKong,thentoGuangzhoutoBeijing;changingtheprofessionalplacefromtheGeneralStafftoLinemanager,tomentionthree-linemanagertorisetodonow;changingtheworkfromthegeneralproductmarketingtograduallyfocusingonserverproducts,andtoAS/400productmanager.During10years,YiphasconstantlymovinginIBM's"hugemulti-dimensionalmatrix"andimproved.
IBM,whatisthematrixorganizationstructure‘sbenefits?
Mr.YeChenghuipickupveryobviouspointisthatmatrixorganizationscanmakeuplackofbenefitscausedbyasingledivisionoftheenterpriseandletthevariousenterprises‘sbenefittofullyplayout.Obviously,ifnotbreakdowngeographically,forexample,IBMonlyhavetheGreaterSouthChina,butdonothaveHongKong,Taiwan,youcannotcontinuetoworkindepthbasedonthecharacteristicsoftheregionalmarkets.Ifonlythegeographicaldivisionofacertainkindofproducts,suchasAS/400,onecannothaveagreatunderstandingoftheproductfeaturesshowninvariousplaces,becauseeachregionwouldonlycareaboutthewholediskintheregionBusiness.Anotherexampleisinaccordancewiththeindustry,therewillbeaprofessionalpersonstudyhowtodevotedtovariousindustrialcustomersandputIBMproductsoncustomer’sdemand,whichcanbemoreeffectivelygraspingthekeymarketsofvariousproducts
Inconclusion,theroleandthetypeofaprojectaskthemanagerhaveaprofoundmethodwhichisdifferedfromthenormalongoingtaskinthebusiness.
Theneedforstrategicplanningandhowsuitableprojectsareidentifiedandselected.
Suitableprojectsarenecessary
Projectsonthedevelopmentofanycountryandenterprisesplayanimportantrole,accordingtotheU.S.ProjectManagementInstitute(PMI)ofthestatistics,morethanaquarterofgrossnationalproductintheformofoperationistheproject.PaulGracesaid:
Intoday'ssociety,allitemsareprojects,allitemswillalsobecomeprojects.
Customersatisfactionisthemainperformance,whichisoftenconsideredasaproblem,themajorityofprojectmanagersarefocusedonthreefactors,namelymeetingtime,budgetandperformanceconstraints.Evaluationofsuccessorfailureoftheprojectistoseewhethertheymetthemainschedule,budgetandrequirementsoftheperformance.
Withadvancesintechnology,alargechangehashappenedintheaspectofenvironment,conditions,objects.Inthecurrentsystemworks,fewofthehardwareandsystemsoftwaredevelopedfromscratch,buttransferredintopurchasingmainstreamproducts;moreandmoreuseofdedicated,efficientdevelopmenttoolsandmoresoftwarewithadvancedmeansofcommunicationapplications.Allthesefactorshavegreatlyimprovedtheproductivityofprofessionals.Despitethesedifferences,theimportanceofprojectmanagementdevelopedinformationsystems,theroleofsystemsintegrationhasindeedbecomeincreasinglyimportant.ThereisanexampleofITindustry.
TheDatafailureofITprojectsgroupedintofourcategories:
projectorganizationalreasons,thelackofdemandmanagement,lackofplanningandcontrolandestimationerrors.IBMConsultingGrouphad24largeU.S.companiestodevelopclient/serversystemsinvestigated,resultsshowedthat:
68%oftheprojectexceedsapredetermineddevelopmentperiod,55%ofthecostoftheprojectoverbudget,88%oftheprojectmustbere-designedsystem.Anotherresearchcompany,anAmericanindependentand(SPR)totheUnitedStatesandBritainofenterpriseinformationsystemprojectconductedasimilarsurvey,thereportstated:
30%to50%ofcustomersdropoutwiththeserverprojectdevelopment,whichhasbeenrunningthesystem2/3morethantheoriginaldevelopmentperiod,almostallprojectsinexcessoftheoriginalprojectbudget.Afterin-depthanalysisofthesedata,thesurveyprovedthefailureoftheproject,mostofthempoorprojectmanagementandprojectarecloselylinked.
theselectionandPri
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