項(xiàng)目管理學(xué)essay代寫范文——悉尼歌劇院項(xiàng)目管理分析,本文是一篇留學(xué)生管理專業(yè)的Essay寫作格式參考范文,悉尼歌劇院一直被譽(yù)為20世紀(jì)世界范圍內(nèi)的建筑杰作,也是全國(guó)和全球的標(biāo)志性地標(biāo)(DEE, 2016;聯(lián)合國(guó)教科文組織,2006年)。然而,這座杰作背后的建設(shè)項(xiàng)目過程卻是一言難盡。本文旨在探討項(xiàng)目管理評(píng)價(jià)中的三重約束。本文將以悉尼歌劇院項(xiàng)目管理過程為例,采用傳統(tǒng)的三重約束,包括成本、時(shí)間和范圍。項(xiàng)目成功和項(xiàng)目管理成功之間的區(qū)別也將被討論。此外,還將分析其他可能影響項(xiàng)目管理成功的變量。以下是管理學(xué)essay范例寫作的全部?jī)?nèi)容,是一篇符合國(guó)外大學(xué)Essay寫作格式要求的范文,供參考。
Introduction引言
The Sydney Opera House has been knowing as the architectural masterpiece in the worldwide of the twentieth century and also an iconic landmark nationally and globally (DEE, 2016; Unesco, 2006). However, the construction project process behind the masterpiece building is a long story. The purpose of this essay is to investigate the triple constraints in the project management evaluation. The Sydney Opera House project management process will be examined as an example by using traditional triple constraints which include cost, time and scope. The distinction between project success and project management success will also be discussed. Further, other variables that may impact project management success will also be analyzed.
Project sucess and triple constraint項(xiàng)目成功和三重約束
Triple constraints refer to the list of primary requirements in the project management process which includes project scope, time and costs management. These three factors are also used to measure project management success(Brewer and Dittman 2010, p. 14 as cited in Cuellar, M. ,2010). Project scope is discussed as the main component which can drive the time and cost of the project management(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S. ,2013).
Scope 范圍
A welled defined project scope investigation will break the whole project into smaller pieces which can be easily managed(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S. ,2013).The project scope analysis will allow further investigation regarding the time frames and project budget changes during the project development process (Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S. ,2013). According to the research literature, most of the project scope was not well identified at the beginning of the IT projects and the most arguable reason is that the business domain was not well acknowledged(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S. ,2013). Other researchers argue that clients should take part of the responsibility for the poorly defined project scope as they may not provide cleary describe functionality in the project initiation stage (Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S. ,2013).
一個(gè)明確定義的項(xiàng)目范圍調(diào)查將把整個(gè)項(xiàng)目分解成易于管理的小塊(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S., 2013)。項(xiàng)目范圍分析將允許進(jìn)一步調(diào)查項(xiàng)目開發(fā)過程中的時(shí)間框架和項(xiàng)目預(yù)算變化(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S., 2013)。根據(jù)研究文獻(xiàn),大多數(shù)項(xiàng)目范圍在IT項(xiàng)目開始時(shí)沒有很好地確定,最有爭(zhēng)議的原因是業(yè)務(wù)領(lǐng)域沒有得到很好的認(rèn)可(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S., 2013)。其他研究人員認(rèn)為,客戶應(yīng)該為定義不佳的項(xiàng)目范圍承擔(dān)部分責(zé)任,因?yàn)樗麄兛赡軣o法在項(xiàng)目啟動(dòng)階段提供清晰的功能描述(Aminzadeh, M., Mojaveri, H. S., & Shafeiha, S., 2013)。
Capturing Scope 捕捉范圍
The scope is an important part of the product implementation strategy and the project management efficiency can be increased if the project scope was reached( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013). There are a few steps for identifying the project scope( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013).
Identify Requirement 確定需求
The project requirement should not change over time once it was determined and it will be hard to produce a product with moving target and changing goal( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013). Therefore, it is important to focus on real needs and investment. The main reason which leads to the project failures includes incomplete requirements, moving target requirements and unclear project objects( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013).. Moreover, the welled documented project scope is also important to make project success ( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013). Sydney opera house project management can be identified as failed on scope management as the project plan and project scope have never been finalized in the initial stage of the project. The design of Utzon was at a very schematic and rudimentary level, which meant uncertainty of scope and quality of the whole project. Not only did the project launch with no finalized plans to follow, but the client also changed the floor plan from two theaters to four shortly after construction began. Compounding the chaos that followed was the lack of a project manager.
一旦確定了項(xiàng)目需求,就不應(yīng)該隨著時(shí)間的推移而改變,并且很難生產(chǎn)出目標(biāo)移動(dòng)和目標(biāo)變化的產(chǎn)品(Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M.,2013)。因此,關(guān)注實(shí)際需求和投資是很重要的。導(dǎo)致項(xiàng)目失敗的主要原因包括需求不完整、目標(biāo)需求移動(dòng)和項(xiàng)目對(duì)象不明確(Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M.,2013)..此外,充分記錄的項(xiàng)目范圍對(duì)項(xiàng)目的成功也很重要(Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M.,2013)。悉尼歌劇院項(xiàng)目管理在項(xiàng)目初期沒有確定項(xiàng)目計(jì)劃和項(xiàng)目范圍,在項(xiàng)目范圍管理上是失敗的。伍重的設(shè)計(jì)處于非常初級(jí)的原理圖水平,這意味著整個(gè)項(xiàng)目的范圍和質(zhì)量都不確定。項(xiàng)目不僅在沒有最終計(jì)劃的情況下啟動(dòng),而且在施工開始后不久,客戶還將平面圖從兩個(gè)劇院更改為四個(gè)。項(xiàng)目經(jīng)理的缺乏加劇了隨后的混亂。
Identify Stakeholder 識(shí)別利益相關(guān)者
When writing project requirements, Stakeholders should be on the priority to focus. Users and customers should be considered as the essential part of the stakeholders so it is important to know the real needs of the stakeholders and satisfied them. The key stakeholders should be involved in the project scope defined process and their needs should be considered during the whole project development process( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013).
Robert W. Poole, Jr. & Peter Samuel [30] carried out through analysis of Boston’s Big Dig Megaproject along with other transportation projects. They observed that the major source of cost increases in mega-projects is project creep, adding unanticipated elements and unforeseen complexity( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013).
For making a project successful, keeping good communication with the stakeholder is important. The dissatisfaction will impact the project negatively. Larsen and Grey(2011) state that project managers can use the communication plan as a tool to manage information distribution appropriately and make communication effective. In the project management process of Sydney Opera House, there is no communication plan was set up or policy which helps the project manager to communicate with the stakeholders properly. According to Sykes, the communication between Utzon and the engineering firm OVE Arup& Partners are frustrated as Utzon was not willing to share his idea with his design as he has higher expectations on the solution. The design itself was facing problems and the lakeness of the communication make the project going slowly. Ulzon also refused to have a phone in his office which makes the communication harder. Utzon was accused of poor cooperation by the engineers and Utzon believes that the engineer team lack of consultation.
為了使項(xiàng)目成功,與項(xiàng)目干系人保持良好的溝通是很重要的。不滿意將對(duì)項(xiàng)目產(chǎn)生負(fù)面影響。Larsen和Grey(2011)指出,項(xiàng)目經(jīng)理可以將溝通計(jì)劃作為一種工具,適當(dāng)?shù)毓芾硇畔⒎职l(fā),使溝通有效。在悉尼歌劇院的項(xiàng)目管理過程中,沒有建立溝通計(jì)劃或政策,這有助于項(xiàng)目經(jīng)理與干系人進(jìn)行正確的溝通。據(jù)賽克斯說,伍重和工程公司OVE Arup& Partners之間的溝通是失敗的,因?yàn)槲橹夭辉敢夥窒硭脑O(shè)計(jì)想法,因?yàn)樗麑?duì)解決方案有更高的期望。設(shè)計(jì)本身也面臨著問題,缺乏溝通使得項(xiàng)目進(jìn)展緩慢。烏爾重還拒絕在他的辦公室里安裝電話,這使得溝通更加困難。伍重被工程師指責(zé)不配合,伍重認(rèn)為工程師團(tuán)隊(duì)缺乏咨詢。
Sydney Opera house project management was failed in stakeholder management because of the poor communication between Utzon and the engineering team. The main reason behind this is that Ulzon didn’t identify the engineer as an important stakeholder in the project and he barely take their advice seriously and make an effort to communicate with them.
Identify Project Drivers 識(shí)別項(xiàng)目的司機(jī)
Project results can be determined by outside factors which include regulation, laws, standard and other restrictions. The existing system, equipment, the software was usually set as the major driver by many companies, and security and safety were usually be considered as secondary concerns. All drivers are important for a project and the project manager should identify, track and analyze all of the drivers( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013). The regulation and standard changes can be another reason for the scope of management failure in the Sydney Opera house case. The new local government was elected in 1965 and the constructing authority changed as well. Ulzon already agrees to demand with the previous government and this agreement was abandoned when the new government takes control. Ulzon failed to identify the drivers of the new government and The new minister accuse Ulzon of “providing confident assurances and then failing to meet the expectations” (Woolley, 2010, p. 15). (paper1)
Examining the Scope Statement 檢查范圍聲明
The scope statement can be explained as the tool to justify the project deliverables in high levels and project objective quantities (Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013). According to the study of the Construction Industry Institute (CII), a welled defined scope will lead the project to success as it will help to save the budget by improving project predictability ( Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. ,2013). However, it is impossible to exam the scope statement for Ulzon as the project scope keeps changing and even the project authority changed.
Time and budget 時(shí)間及預(yù)算
There is no set time frame in the Sydney opera house project which leads to the cost overruns. Time and costs were both important in the project management process and these two factors are related to each other. The project budget needs to be adjusted when the time was delayed to meet the quality requirement of a project. Sydney opera house project was not completed phase two in 1966 which is four years after the proposed completion date. Three Australian engineers take over the project after Utzon left and they complete phase two in 1967. When the project was finally completed in 1973, the project cost $102 million, almost fifteen times the plan budget.
悉尼歌劇院項(xiàng)目沒有固定的時(shí)間框架,導(dǎo)致成本超支。在項(xiàng)目管理過程中,時(shí)間和成本都很重要,這兩個(gè)因素是相互關(guān)聯(lián)的。為了滿足項(xiàng)目的質(zhì)量要求,工期延遲時(shí),需要調(diào)整項(xiàng)目預(yù)算。悉尼歌劇院項(xiàng)目的第二階段在1966年沒有完成,也就是在計(jì)劃完工日期后的四年。在伍重離開后,三名澳大利亞工程師接管了項(xiàng)目,并于1967年完成了第二階段。該項(xiàng)目最終于1973年完工,耗資1.02億美元,幾乎是計(jì)劃預(yù)算的15倍。
Project Success and Project Management Sucess項(xiàng)目成功和項(xiàng)目管理成功
One way to evaluate project management success is to define if the project objectives were achieved. Therefore, project management will be defined as successful if the project was finished on time and within budget. The project will be identified as success traditionally if it meets the requirements of the high-level management and the clients on cost, time, and scope performance (Larson and Gray 2011, p. 106 as cited in Cuellar, M. ,2010). Sydney Opera House can be defined as failed by using the traditional definition of project management success as the project failed on the finish on time, within budget and the scope requirements.
The definition of project success is more complicated than project management success. Baccarini(1999) states that Project success and project management success evaluation are two distinctive definitions. The project management process is more focused on the project management process itself and the triple constraints play an important role in it. On the other hand, Project success is more focused on the final deliveries or the accomplished works. Sydney Opera House was argued as a project-level success project but failed at the project management level completely( Nixon, Harrington, and Parker,2012). The project management level failed was because the project didn’t finish on the initial completion date and highly exceeded on cost. However, the questioning of the roles projects to time, quality, budget to define a project is increasing. Baccarini(1991) argues that project quality should be evaluated in a bigger picture of the project management process. Baccarini(1991) suggests that more factors should be considered when evaluating a project and the traditional triangle should be extended. Therefore, the Sydney Opera house project management should be evaluated by involving more affecting factors. In the product and project perspective, the project is successful at the product level. Sydney Opera House was known as the national landmark building and the building influenced the world both architecturally and culturally. The building has become the most popular cultural institution and attracts two million visitors.
3.0 Reflection and conclusion3.0反思與結(jié)論
Sydney Opera House is a typical case that failed on project management level and success on the project level. However, the traditional way to define project management success was questioned in today’s time management context. In her discourse “Avoiding the Successful Failure”, Bourne (2007) believes that there are other factors which can impact the project management other than triple constraintts.
The new technology makes time, cost and scope management more easily and makes the project management under control easily. The negative impact from the triple constrains can be prevented and reduced by the project management software. The project manager can easily track the project schedule and indicate the project performance. Most of the issues occrued on Sydney Opera House project management may no longer be an issue today. However, other factors can impact the project potentially like poor communication with the stakeholders, not a well-defined scope and unclear requirements.
新技術(shù)使時(shí)間、成本和范圍管理更加容易,使項(xiàng)目管理更加可控。三重約束的負(fù)面影響可以通過項(xiàng)目管理軟件來預(yù)防和減少。項(xiàng)目經(jīng)理可以很容易地跟蹤項(xiàng)目進(jìn)度和指示項(xiàng)目績(jī)效。悉尼歌劇院項(xiàng)目管理的大多數(shù)問題在今天可能不再是問題。然而,其他因素可能會(huì)影響項(xiàng)目,比如與涉眾溝通不暢,沒有定義明確的范圍和不明確的需求。
References參考文獻(xiàn)
留學(xué)生Essay相關(guān)專業(yè)范文素材資料,盡在本網(wǎng),可以隨時(shí)查閱參考。本站也提供多國(guó)留學(xué)生課程作業(yè)寫作指導(dǎo)服務(wù),如有需要可以咨詢本平臺(tái)。
相關(guān)文章
UKthesis provides an online writing service for all types of academic writing. Check out some of them and don't hesitate to place your order.