将项目管理理念植入企业的DNA

項目管理是企业文化的重要组成部分，项目管理对于企业落实战略至关重要，对企业的生存和发展尤为关键。本文作者认为，要把项目管理的理念充分融入到企业的DNA。

作者根据自己的项目管理咨询实践，提出了把项目管理理念融入企业命脉的建议：“八做七不做”。“八做”分别是：审时度势、选好高层、实行结构化的变更管理、找出潜在问题做好预案、正面应对项目治理相关问题、制定卓越计划、提供合适的工具组合、让相关方参与进来。“七不做”包括：急于求成、低估风险、单一监管、只痴迷于技能培训、项目管理人力匮乏、糊里糊涂启动项目、让项目自生自灭。

施行“八做七不做”能够帮助企业“正确地做对的项目”，以实现企业愿景。

Is your organization projectized？ In other words， is project management a vital component of your companys culture？ Is it an integral part of the organizations DNA， occupying a prominent role along with other organizational pillars like operations， quality and sales management？ If not projectized， or to the degree desired， then how can you articulate the transformation？ What are the key elements？ What are the dos and donts for projectizing an organization？

A projetized organization has a project management culture and uses project concepts throughout to make sure the right combination of the right projects are done right. The organization may be project-driven， where projects are the final product as in the construction or systems industries. Or， it may simply use project management as a way to produce products effectively （oil companies， consumer product manufacturers and such）. This project management mindset co-exists with the operational processes necessary to support repetitive activities and administrative functions. Projectizing means fully incorporating project management into the organizations DNA. Project management is vital for transforming company strategies into bottom-line results. It helps secure organizational survival and bolsters future prosperity. Companies that aspire to obtain greater organizational agility， for instance， are more likely to achieve that desired competency as projectizing creates a culture for getting things done expediently and effectively.

So， how to go about projectizing an organization？ Here are the dos and donts：

Dos：

Take a helicopter view of the scenario（宏观把握全局）. Size up the situation. Does it make sense to create a projectized culture now？ If not， what preparations are lacking？ What are the organizations SWOTs （strengths weaknesses， opportunities and threats）？ What is the level of project management maturity？ How can those factors lay the groundwork for planning？

Utilize a high-level champion. A high-level champion as sponsor for the program greatly boosts the odds for success. If this sponsor already exists （perhaps the originator of the program）， then great！ If not， identify and cultivate the likely candidate， spotlighting the benefits for the organization and the chosen champion. Then involve that champion in the programs strategies.

Make change behave. Change happens naturally， but often not the way we want it to. So， structured change management is required for projectizing an organization. Change has to be harnessed and directed through a program that focuses on the four components of projectization： governance， processes， competency and culture.

Plan， plan， plan. Pinpoint the issues， raise the“what ifs”， ferret out（找出） hidden agendas and lay out the game plan. Discover the stakeholdersexpected outcomes for the projectizing program. Dedicate time， say， up to three months， to put together a Master Plan， and remember to involve key stakeholders in the planning.

Tackle governance concerns head-on. A successful projectizing program puts project management governance and corporate governance in synch with one another. Policies are fixed for managing the 3Ps – portfolio， programs and projects， as well as the interfaces with operational matters.

Map out a competency program. Project management competency calls for a multi-faceted plan of attack， starting with competency assessments. The development stage follows with knowledge-based training programs， practical workshops and onthe-job field experiences. Job design completes the cycle which then leads to improved performance.

Provide a suitable toolbox. This sizeable tool kit includes processes such as project management methodologies， operational and support systems， and basic procedures. Legacy hardware and software may require upgrades or replacement to meet the needs of a projectized organization.

Keep the stakeholders tuned in. Ways to do this include： informative workshops， house organs， virtual networking， and wide-sweeping endo-marketing programs. Internal forums， frequent mention in meetings by high-profile managers， and visual campaigns also keep stakeholders in the loop （不把相关方蒙在鼓里）.

If you do the dos， the projectizing programs will likely achieve extraordinary success —— provided of course， that you dont do the donts， as listed below：

Donts：

Get in too much of a hurry. A folksy saying goes， "You cant speed up a river； it flows at its own speed." Of course， a river can be navigated intelligently， taking advantage of currents and winds. And motorized power can move you along faster than the river. But since the river represents the pace of change， the program must be respectful of the natural flow of things.

Underestimate the bumps in the road. Stuff happens. No matter how meticulous （謹小慎微） the plans， bumps， blips and even bombs inevitably show up. Classic risk management， along with pocket plan Bs and a fine-tuned intuition make uncertainties easier to cope with.

Assume single sponsorship will guarantee a gold medal. Multiple sponsorships may be the way to go， say， with a principal sponsor in the corporate stratosphere （上層）， along with a business-unit honcho and perhaps a well-positioned HR sponsor. A program steering committee is another slant for creating sponsorship synergy.

Go wild on technical training. People need to know why projectizing is a good thing and what its benefits are. So a training program packed with PMBOK-type technical principles is not the magic formula for projectizing. Focus is also needed on program context， and on behavioral skills such as leadership， negotiation， team building and conflict management.

Understaff the projectizing effort. Involve full-time internal facilitators or external consultants. The projectizing program may well be the answer for an organizations survival and future prosperity， so， if its going to be done， it needs to be done right， and with sufficient resources.

Begin by incrementally muddling along （糊里糊涂） . The programs success depends on getting the program ducks in order and appropriately articulated in the Master Plan， and then making a bandwagon-style launch. Up-front kickoff meetings and awareness forums help break the initial inertia（惰性） and increase visibility.

Put the program on automatic pilot. A proactive stance is required throughout the program. Waning enthusiasm， common to all change programs due to extended time frames， is offset with a relentless and on-going push to follow through with the steps in the Master Plan.

Projectizing an organization calls for unwavering adherence to the maxims of change management and the practice of project management itself to speed the process along. By doing the dos and side-stepping the donts， projectizing programs are destined to carry organizations to greater results by ensuring the right combination of the right projects are done right and on a timely basis. （From PM World Journal）