四個(gè)步驟拯救問題項(xiàng)目
|
????3. 保留原班人馬。如果你決定徹底改變項(xiàng)目的方向，可能的確需要招募具有不同技能的人。但如果項(xiàng)目的戰(zhàn)略目標(biāo)不變，威廉姆斯建議，“不要?jiǎng)尤魏稳?。繼續(xù)跟他們合作?！彼硎?，這么做似乎有些違反直覺，因?yàn)楣芾韺?，比如你的上司，“通?？床坏揭粯拥娜笋R怎么能夠干出不一樣的結(jié)果。但在大多數(shù)情況下，你需要改變的是團(tuán)隊(duì)在做什么，而不是團(tuán)隊(duì)本身?！?/p> ????威廉姆斯表示，他見過許多項(xiàng)目陷入困境，因?yàn)樗麄冊(cè)陉P(guān)鍵領(lǐng)域的人手不足，或者因?yàn)轫?xiàng)目經(jīng)理“高估了一次就能完成的目標(biāo)。你或許要對(duì)項(xiàng)目范圍進(jìn)行更準(zhǔn)確的定義，以便按階段實(shí)現(xiàn)項(xiàng)目目標(biāo)，而不是連爬都不會(huì)就想跑?！?/p> ????4. 經(jīng)常進(jìn)行清晰的溝通。威廉姆斯建議，作為項(xiàng)目負(fù)責(zé)人， “你需要保證所有人了解他們正在做的工作和為什么要做，讓所有人朝同一個(gè)方向努力。”這一點(diǎn)聽起來淺顯易懂，然而許多項(xiàng)目失敗的常見原因是“出于好心的人過于專注自己那部分工作，他們所做的決定并沒有首先與團(tuán)隊(duì)其他人溝通，結(jié)果導(dǎo)致整個(gè)項(xiàng)目受到影響?！庇绕涫窃谵D(zhuǎn)變的初期，你可能更需要做一位微觀管理著，避免這樣的事情發(fā)生。 ????另外一條建議：留神你所采用的技術(shù)，不管用的是什么技術(shù)?？纯催@項(xiàng)技術(shù)到底是在為項(xiàng)目目標(biāo)服務(wù)，還是產(chǎn)生了相反的效果？威廉姆斯說：“一個(gè)項(xiàng)目設(shè)計(jì)要想成功，必須以策略為核心，然后是人，繼而是流程，最后是技術(shù)。必須按照這個(gè)順序。將技術(shù)放在首位只會(huì)讓你更快陷入麻煩之中?！弊Ｄ愫眠\(yùn)。 ????反饋：你是否曾參與拯救一個(gè)問題項(xiàng)目？是什么讓它重新回到正軌——或者是什么原因?qū)е滤罱K流產(chǎn)？歡迎評(píng)論。（財(cái)富中文網(wǎng)） 譯者：進(jìn)龍/汪浩??????????????????????? |
????3. Keep the same team. If you decide to change the whole direction of the project, you might need to enlist people with different skills. But if the strategic goal is the same as before, "don't fire anyone. Just work with them," Williams suggests. He notes that this may seem counterintuitive, because management -- your boss, for one -- "often doesn't see how you can get different results with the same people. But in most cases, you need to change what the team is doing, not who's doing it." ????Williams says he's seen many projects flounder because they're understaffed in critical areas, or because a project manager "overestimated what could be done all at once. The scope of your project may need to be better defined, so that you reach your goal in stages, rather than trying to run before you can crawl." ????4. Communicate clearly and often. As the project leader, Williams says, "you need to make sure everyone understands what they're building and why, and get everyone moving in the same direction." That might sound obvious, but a frequent cause of failure is "well-meaning individuals who get so wrapped up in their own part of the work that they make decisions affecting the whole project, without checking with the rest of the team first." Especially in the early stages of a turnaround, you may have to be a bit more of a micromanager than you'd like, just to ensure that doesn't happen. ????One further thought: Take a hard look at whatever technology you're using. Does it serve the project's goals, rather than the other way around? "For a project design to work, it has to be built around strategy, then people, then process, then technology," Williams says. "It has to be in that order. Putting the technology first will just get you into trouble a whole lot faster and more efficiently." Good luck. ????Talkback: Have you ever been part of a turnaround? What helped get the project back on track -- and what didn't? Leave a comment below. |
最新文章